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Programming in Java, 3'e. Programming in ANSI C, 4/e. Programming in BASIC, 3'e. Numerical Methods Object Oriented Prog. THE CHARGE by Brendon Burchard - Book Preview - Free download as PDF File .pdf), Text File .txt) or read online for free. Preview of The Charge: Activating . According to caite.info Brendon Burchard is “one of the most successful online trainers in history.” And in High Performance Habits Summary.


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Brendon Burchard is the world's leading high performance coach and one of the most Brendon is also the star and executive producer of the #1 self-help. 50 MINUTES MORE SLEEP. 1 2 3 4 5 6 7 8 9 How consistently are you sleeping hours per night? Please remember the word here is. “consistently. Click here to dowload the Action Indicator Assessment from High Performance Academy for FREE. A simple overview of Brendon Burchard’s meditation practice. In this simple guide, Brendon lays out common practices in mediation and his personal meditation routine.

Tey focus on serving and contributing to the world. Get Access! Chargers are meaning makers. To me, it was the worst thing to ever happen in my entire lifetime, and I hated that I couldnt help it or control it. Te project-based, cross-functional team. When Willpower Trumps Brainpower No matter your position, circumstances, or opportunities in life, you always have the freedom of mind to choose how you experience, interpret, and, ultimately, shape your world. Te day afer Fathers Day, we learned that his second course of chemotherapy was inefective.

Tey see each relationship in life as an opportu- nity for connecting, learning, growing, and sharing a piece of themselves. Chargers say the relationships they have with others are ofen the most important things in their lives; relationships are seen as the key vehicle to engaging in and enjoying life.

Chargers are self-reliant. Despite their drive to connect with others, Chargers are extremely independent and resourceful. Tey do not feel responsible for making everyone around them happy if it means compromising their own values.

For this, theyre ofen seen unfairly as stubborn or self-minded mavericks. But the reality is that they are sim- ply brave enough to chart their own courses and confdent enough on their journeys to try new ideas, and even to fail and fgure things out for themselves. Chargers are creatively driven. Creative expression is a big part of Chargers lives.

Tey tend to choose jobs, careers, projects, causes, and opportu- nities based on whether they feel they can be creative and expressive. Tus, in any given situation, Chargers tend to be the creators, artists, designers, storytellers, and thought lead- ers. Tey actively engage their creative sides and tune in to their own unique expressive perspectives.

Tus, their expres- sive talents tend to make them stand out. Tey also tend to be unapologetic for their styles or perspectives, instead tak- ing pride in their boldness and their commitment to sharing their works. Chargers are meaning makers. Chargers have a deep respect for the meaning that imbues each day and an equally deep desire to create mean- ingful moments in their lives. By looking for signifcant meaning in their lives, Chargers are able to avoid getting bogged down in the details that tend to draw other people up short.

Chargers have a full appreciation for the big picture; their lives are spent striving to achieve worthy goals that tie to their passions and lives purposes. Trough this understanding, Chargers have a high facility for consciously determining what things mean, with a tendency to positively interpret both their struggles and successes in life. Chargers also try to create meaningful moments and memories with others, ofen surprising others with gifs, unique experiences, or simply kind words of love, admiration, or appreciation.

Reading these descriptions of Chargers might make it seem as if Chargers had some unique gif or were always this way. But, again, those living Charged Lives will ofen tell you they once had caged or comfortable lives. Te transformation in their lives happened when they decided to transform themselves. Tey felt a desire to have more life in their lives, and then they worked toward achieving that desire. In the same way, you, too, can become more fully charged in life by your own conscious choice and consistent action.

But how shall you begin? Tink about that for a moment. In the best moments of your life, there was a spark. You felt it, and you never completely forgot it.

So the question is, what drove that spark? What was it that made you feel so alive? And how do you bring that feeling into your everyday life? Better yet, how do you turn that spark into a lasting fame and fre in the soula charge within yourself that never goes out? An energy drink could do that for you, but you already know that doesnt last. Creating a Charged Life requires us to dig deep inside and activate the very drives that make us human.

My research and practice have always sought to understand how to activate those drives in ways that cause real, lasting change and engagement in todays chaotic world. I created the 10 Human Drives framework, and Ive had tremendous success teaching others to use it to radically and strategically change their lives. Further, I showed them how to use these human drives in todays contextto activate the basic drives weve all felt as humans over the past ffy years or soin ways that make them feel happy and energized in this changed, abundant society.

Before we jump in, though, let me clarify what I mean by human drives. I think of our human drives as psychological motivators tied more to wants than to needs. We dont necessarily need to have or meet any of the elements in my model.

In the twentieth century, a set of psychological theories referred to as drive theories advanced the idea that we all were born with certain physical needs and that if we didnt satisfy those needs as soon as possible, we would experi- ence adverse states of tension and negative emotion. When I use the word drive, I dont think of it as a physical or psychological need at all. In fact, outside of a very limited set of life-sustaining needs food, water, sleep, protection from the elements, care at birthI dont believe we have any more real needs.

Some people see personal growth or actualization as a human need, but then, how do you explain your neighbors thirty-fve-year-old son who wont leave the couch and stretch himself in the world? Other popular states and traits, such as morality, love, self-esteem, respect, faith, and transcen- dence, are also not real needs. Strong, important, and life-enhancing desires?

But matters of life and death? Not for most. Consider one of the frst human drives, the drive for control. But if we dont have more control, we certainly dont fip out and lose our abil- ity to engage, function, or be productive.

Pdf brendon burchard

Creative expressionyet another drive Ill propose in this frameworkis something we all want, too, though many can and do live without it.

Yes, without it we are not as happy, but we can still get by. Control and creative expres- sion are really things we want, not things we need in order to live. Te same goes for all the drives Im talking aboutwe are driven by them because they can and do lead to a better existence, but we dont necessarily need them. Why all the semantic brouhaha here? Because I want to be up front and candid from the outset.

You are driven by the 10 drives Im proposing, but you really dont need any of these conceptsor my model or even this bookto be happy.

High Performance Habits Summary

Teres no question that you can go right on about your life without more control and creative expression. You could, afer all, in this very instant, choose to be happy with- out having any more of anything. If you chose, right now, you could simply close your eyes and bliss out in a state of nirvana.

Tats the power of the human mind. Teres just one problem: Its my belief that the 10 Human Drives are what you really want in life, and if youll work toward activating them, your eforts will lead to a state of heightened energy, engagement, and enthusiasm yes, happinessthat will simply astound you.

In section I of this book, Ill cover the frst fve drives of human motivation, what I call the baseline drivescontrol, competence, congruence, caring, and connection. Tese are the core drives that contribute to our stability in our sense of self and social belonging. Tats a pretty good recipe for happiness, but its not enough.

Activating the frst fve drives is somewhat akin to meeting our basic needs in a modern society: Tats why I call them baseline drives we gotta have em, but all they do is get us in the game.

Te home runs come in the next fve drives, which I call the forward drives change, challenge, creative expression, contribution, and conscious- ness. In section II, Ill cover these forward drives, and youll discover why they ofen move the needle the most in raising your levels of happiness in life.

Tough the forward drives are higher-order drives than the frst fve, all 10 are really vital and important. Can you imagine not activating one of these drives well in your life? Remove any one of them, and your happiness equation in life falls to pieces. Understanding and mastering all 10 human drives seems daunting, but the good news is, you can read this book over and over again until you do. Te chapters ahead, each of which breaks down one of the 10 human drives, are all written with action in mind.

I cover a lot of territory on how you should think about each drive, but in the end I propose just three specifc strategies you can use to dramatically move the needle in activating each drive.

Ten human drives, three needle-moving strategies each, thirty strategies in total. And you dont have to use them all at once. You might simply select one at a time to focus on and see how it afects your life. In ending this and each chapter ahead, Id like to encourage you to engage in a series of sentence-completion activities called Charge Points.

Tese are thought-provoking takeaways for you to answer on your own time afer thinking about the concepts in each chapter. Ill begin the sentences, and you fnish them. I recommend writing these sentences in a personal journal as you go through the book.

It will help you refect on and integrate the lessons. If Ive felt caged or too comfortable in my recent life, its probably because. If Im going to start experiencing a more Charged Life, I would have to. Of all the traits of Chargersopen and observant in the moment, future oriented, challenge seeker, deeply interested in others, self-reliant, creatively driven, meaning makerthe one I could better integrate or amplify in my life would be.

It was out of the blue. Te week before, he was golfng and playing racquetball. Te doctors gave him a 5 percent chance of making it. Both doctors said it was the worst case they had seen in their careers. Dad was an extraordinary man: His message to us kids throughout life said everything you needed to know about the man: Be yourself.

Be honest. Do your best. Be a good citizen. Treat people with respect. Follow your dreams. His dedication to others spoke for itself, too. Twenty years in the Marines, with three tours in Vietnam; twenty years with the State of Montana; thirty-four years with Mom; sixty-nine years as a fne man. Te day afer Fathers Day, we learned that his second course of chemotherapy was inefective. Te cancer had taken his body. He understood the outcome, and he was at peace with it.

Dad chose to be at home, in hospice care, surrounded and cared for by his family. All the nurses cried when he lef the hospital because they all had come to love his humor and his stories about life. Everywhere he went, he respected others and shared a good joke and a story. He set roots of friendship everywhere. Everyone loved him. In his short time at home, Dad lef nothing unsaid and nothing undone. Our immediate family was there: We were blessed to have this time with him.

We got to tell him how proud we were of him, that he had lived a good life, that Mom would always be taken care of, that his values and spirit would live on in each of us. Tese things were important to him. Until he lost his ability to speak in the fnal two days, he always asked that we take care of Mom.

We will. Its hard to see your dad fade away. To me, it was the worst thing to ever happen in my entire lifetime, and I hated that I couldnt help it or control it. But Dad faced it with grace and strength, even as the side efects of chemo made him terribly sick. He was appreciative and loving as we cared for him.

He knew his time was short, and it was amazing to see him so loving with us, so at peace with what must be. Dad died just before midnight. By He went peacefully, without pain, with just a long series of labored breaths spread further and further apart until he was gone.

Dad died as I held his right hand, my brother Bryan held his lef, and Mom and my sister were by his side. At home with family all around himexactly as he would have wanted.

A few weekends before Dad died, when we had discovered that his chemotherapy hadnt done the job, I was teaching a seminar. Te night before my event, Dad called me and broke the news: He didnt want me to overreact and cancel the seminar something he knew I would quickly do to go be with him. Te next evening, afer teaching for nine hours onstage, I picked up the phone and called Dad.

We had come up with the idea of my interviewing him, asking a wide range of questions about his life and recording the conversation to share with my family later. I especially loved one particular message he shared for all of us kids: Always love your mother and your brothers and sisters, keep faith in your- self, and help other people who are less fortunate than you guys are, and dont be afraid to ask for help and love.

Just be good Samaritans and do the best you can. From that conversation, I learned so much about him. Tere was no surprising revelation about his life; it was just how he spoke and how he dealt with it all.

He had such an openness and optimism about him, a willingness to meet the uncontrollable with a measure of choice and will. Dad fought the good fght against cancer. During his last week, when it was clear that he would not live to see another, he accepted it and seemed to release any fears. He never complained about anythingnot about the pain, not about the bedpans or the constant nosebleeds or the injections or the rolling over to change the sheets.

He simply accepted and chose to meet lifes biggest andfor most scariest transition with love and grace. In an uncontrollable situa- tion, he still directed the strength of his character, the Marine in him defning the meaning of it all on his own terms until the very end.

Its not easy to write something like this, trying to keep it short yet express what a remarkable man this was, trying to share an insight with you about control, about life. But it happens nonetheless, as do many things we do not plan or wish for. Yet amid all our struggles, even our fnal battles, should our wits and will allow, we have the ability to control the way we meet the world, defne the meaning of our experience, and leave an example of how remarkable we can be throughout it all.

But I want you to know me, and I want to begin by being truthfulwe cannot control everything in our lives. Nor should we attempt to.

In fact, I ofen argue that most of the misery people feel in life comes from attempting to control things that either cant be controlled or are inconsequential. You cant control the weather or the economy. You cant control othersyouve learned that by now Im sure. For the most part, we can control only the quality of our character, actions, and contributions to the world. Still, the human drive for control runs deep, and we all tend to strive for more of it, until at last it is ultimately taken away from us.

In the space in between, we ought to learn the factors we can control that make our journeys remarkable. Tis chapter aims to help you do that. We start with a quiz: How in control of your life do you feel today, on a scale of one to ten, with ten representing being in total control? How in control of your mind, emotions, and experiences do you feel? How in control are you of the immediate world around you? Your answers say a lot about how youve chosen to exert your- self in the world, and they correlate directly to your degree of hap- piness.

Few would argue that we spend much of our lives trying to gain more control, but what, specifcally, is it that were trying to control? Broadly speaking, what we all are afer is a sense of control over our inner and outer worlds.

We want to have control over our con- scious experiences, our thoughts, feelings, and behaviors; we want to control the results we get and the relationships we have in the out- side world. As with all human drives, the drive for control can be a two-edged sword. If we seek too much control, we end up becoming infexible and rigid. We start expecting everything to turn out exactly accord- ing to plan and then lose our ability to be receptive and adaptive to anything we did not anticipate.

We try to suppress any variability in our lives, caging ourselves into obsessively controlled routines, relationships, and environments. We collaborate less easily with oth- ers, and we tend to treat people harshly when they dont fall in line with what we want.

Its terribly restricting and, ultimately, prevents us from experiencing the diversity, color, and joy of a more fexible and released life. On the fip side, if we have no control in our lives, life can feel like a terrifying tailspin. While relinquishing control for a going with the fow attitude may sound wonderful now, it also requires disengaging from what is real.

Releasing all control may work at the spa or on a mountaintop, but in lifes tumultuous rivers its generally a bad idea. No control means no choice, no exertion of will, and can leave us helpless. Without exerting control, we cant direct our minds or infuence our environment. We are lef without the freedom to choose our paths if we leave ourselves completely up to the whims of chance and circumstance. My aim in discussing each of these drives isnt to tell you how much you should strive either to rein in or cut loose with them.

We all need diferent levels of control at diferent points in our lives. While I believe that most of us want to be somewhere in the harmoni- ous middle path between the two extremes of each drive, thats not always the case. Ive found that there are three specifc activators that light up our drive for control in a way that makes us feel particularly energized, engaged, and enthusiastic. No matter how much or how little control you prefer, if youre going to control something in life, then the fol- lowing three areas are what you should direct your attention to.

Activator 1: Control Your Outlook and Character Most of the events and experiences that happen to you in life are ofen random, unexpected, coincidental, or, if you prefer, fated they just happen and are outside of your anticipation. However, your ultimate responsethe meaning you give to these occurrencesis percent within your control. In that ability lies the greatest dif- ferentiator of human experience and your strongest tool in forging a Charged Life. It turns out that the grandest needle mover in your depth of control over your life is your outlook, the quality of the meaning you attach to the events in your life and your future.

If this is true, it places you in a critical role in lifeto serve as guardian to and director of your outlook toward yourself, others, and the world. Tis is a tougher task than you might imagine, as what you see in the world on a regular basis is what you tend to expect, and what most people are seeing isnt all that positive.

Almost everything we see and read today is an advertisement in some form or other for chaos, stress, confict, negativity, consumerism, or other peoples agendas. Consider our modern media-driven world, which seem- ingly conspires to darken our perspective on humanity. Worse, we spend another few hours browsing websites that dont add anything to our lives but instead add more distraction and dead ends.

If were spending more than four hours a day seeing and experiencing such things, what shall we begin to expect in the world? Positive things or negative things? Tis leads to the obvious: In all cases, it wouldnt hurt you to dramatically decrease your time spent watching television, listen- ing to trash talk radio, surfng the net, or reading celebrity gossip magazines. All that information you are consuming consciously and unconsciously is creating undue stress and unease in your life, and to a degree you probably dont understand.

Despite the popular metaphor, your brain is not a computer. Computers dont have emo- tions; you do. For every bit of data that comes into your life, your brain attaches meaning and emotion to it. Tis means that informa- tion is actually quite heavy, and the more information coming into your life, the more weight is loading you down.

If a computer gets overloaded with too much data, it simply slows down its processing speed or, in extreme cases, shuts down. Tink, then, about what too much negative media with its emotional baggage is doing to you. Te same applies to the energy and esteem vampires in your life.

You knowthose who are constantly berating you with judgment and criticism, making you feel terrible about yourself. Decreasing your exposure to toxic people is just as important as decreasing your exposure to negative media.

Instead, perhaps its time to focus four hours or so a day on con- suming purposefully chosen educational and empowering books and programs, or meeting up with friends who also boost your view of life, or working through and tackling new challenges that remind you how strong and in charge you really are.

THE CHARGE 42 In terms of our personal happiness, the most important way to safeguard our outlook is to control our interpretations about how positive and personal we view the events of our lives. Tis is the basis for discussing optimism and identity in most of psychology. Well start with optimism and why its important to start control- ling your thoughts so you become or remain an optimist.

If psychol- ogists have proven anything conclusively, its that its best to interpret the information and events of your life with an optimistic mind-set, viewing what you see, hear, and experience as more positive than negative.

Being an optimist means that you view things in a good light and remain hopeful and confdent that things will turn out well for you. When bad things happen to you, optimism helps you keep things in perspective. Tats why optimists tend to view negative events in their lives as temporary, specifc to one situation, and something they didnt necessarily cause but can handle or resolve. Despite popular misconceptions, optimists arent just dreamers who dont see the world as it is.

In fact, optimists are more likely to see the world as it is and take action to address problems than pes- simists are. Tats because pessimists dont believe that problems can be resolved, whereas optimists do and, thus, are more willing to take action. Optimists in general have been found to be happier, live lon- ger, cope better, last longer in loving marriages, and live healthier lifestyles. Pessimists tend to see negative events and experiences as things that will last longer, that will wreak havoc on their lives, and that cannot be controlled or stopped.

To those who say, Well, I wasnt born an optimist, or, Im not wired that way, theres hope; neuroscientists have proven over and over again that new neural pathways can be formed and old ones strengthened by the conscious focus of our attention and deliberate practice. Without question, all normal functioning human beings can become eternal optimists with focus and efort.

So given the choice, what say youa life of positive outlook or negative expectation? Te other major interpretation we make, and should control to safeguard our outlook, is how we relate events and incoming infor- mation to our self-conceptour identity.

Tose in a caged life ofen view incoming negative information and life experiences as evidence that they are bad or not worthy.

Tose in a comfortable life feel like they are not enough or should have personally prevented prob- lems from arising in their lives. But those living a Charged Life tend to see information as just thatinformation. Tey dont attach nega- tive emotion and judgment to themselves just because someone says something negative, or something negative happens in the world.

Tey protect their self-image and realize that a sometimes chaotic and volatile world need not shake their own internal constitution or perspective on how magical the world can truly be. Tis internal power to safeguard and direct your outlook is the same force that allows you to shape and determine your character. One of the most defning choices you can make in your entire life is deciding to control the quality of person you will be on an everday basis.

What will you stand for? What kind of positive values, stan- dards, and beliefs will you demonstrate each day? How much honesty, integrity, fairness, and kindness will you insist upon when meeting the world? Tis is the stuf of character. Beginning today, set an intention and a relentless focus on living your life as the greatest person you can be, in all situations.

Demand that you demonstrate a strength of character in such a way that you fnd pride in who you are, and that others see you as a role model. You cannot control everything in life. But you can control youwho you are being, how you are treating others, what pur- pose is driving you. When my dad was coping and fghting with can- cer, I remember my entire family being in awe of how he remained so strong, so true to himself, so demonstrative of how gracefully we can meet any challenge.

His character and his resolve to be a good human being throughout his life and all the way until his death inspires me to this day. My dads example reminded me, too, that character is not just who we think we are and what we stand forits what we demonstrate to the world.

Intentions are not enough; our actions defne who we truly are. In this way, nothing changes in your life until you change your behavior, demanding and showing more of your magnifcent charac- ter. So challenge yourself on a continual basis with this question: Do my actions refect the quality of person I want to be, and can be?

I remember meeting a very happy ninety-year-old volunteer at a nonproft event for youth. Afer seeing this woman work joy- ously for nearly two hours with a group of elementary-school kids, I approached her and struck up a conversation about life. Something about her exuded a level of character that was palpable.

At one point I said, How do you have so much energy, and how do you have such incredible infuence with those kids? Her reply, which I quickly scribbled on a napkin aferward, changed me forever. Brendon, she said, all the energy and infuence we ever want in life is controlled by one thing: From that place of character fows grace and love, and in that place we fnd happiness and meaning italics mine.

Activator 2: Control for New I have a friend named Paulo Coelho, the international bestselling author of beloved books such as e Alchemist, Eleven Minutes, e Valkyries, and dozens more.

If you were to look at his life from a dis- tance, he seems to have it all. A jetsetter, he bounces around to his homes in France, Switzerland, and Brazil. His work is engaging and deeply fulflling, transforming the lives of over half a billion people. More than nine million fans follow his every word online. Presidents and leaders of countries have acknowledged his contributions and have asked him to visit them in their capitals.

His health is strong, and he was married for more than thirty years to the woman, he knows in his soul, he was meant to be with. A deeply spiritual and accepting man, his own journeys of self-discovery and search for meaning in life were exactly what had made him rich, famous, and loved.

But over time, slowly but with surprising depth, he became, quite simply, miserable. How could this be? Was this just an ungrateful man? When I spoke to him on his sixty-ffh birthday, I could tell he felt more than blessed in life.

He was truly honored to have what we all want: What, then, could possibly be going on in his soul and brain that would leave him so unsatisfed? His story and struggle to fnd the answer reveal a lot about life and, coincidentally, neuroscience.

Paulo is allowing me to share his story here, and he also detailed his crisis of faith and satisfaction in his brilliant book Aleph. He and I approached the issue from diferent perspectiveshis spiritual one and my high-performance angleyet we arrived at the very same conclusion: Paulo needed more new in his life. In Aleph, Paulo describes how he came to believe that his crisis in faith stemmed from his not venturing into the world anymore.

Yes, he traveled the globe, but it was from one safe cocoon to another, where everything was planned out and there were few new chal- lenges or opportunities. He wasnt having new adventures, meeting new people, or being stretched enough to feel engaged.

Te grooves of his routine had deepened into a spiritual rut. Tis led to a journey across the entire continent-wide span of Rus- sia via the Trans-Siberian Railway, an arduous adventure that intro- duced him to a woman who helped him fnd that something hed been looking for all along.

Ill leave the rest of the story to his book, but what ultimately helped him get the charge in his life back was challenging himself to explore himself and the world in new ways. Tis simple act of what I call control for new was what ultimately reenergized his mind and soul. And Im happy he reconnected with his faith and found the charge againhe is my favorite author of all time, and I look forward to everything he does.

Control for new is a phrase I use with clients that seems to stick. It means that we should spend as much time strategically plan- ning the introduction of new things and experiences into our lives as we spend planning for what well eat, when well work out, and how well accomplish our goals. Much of the boredom, depression, mis- ery, and emotional malaise in life can be remedied by this concept of control for new, and recent advances in neuroscience prove why. Afer peering into thousands of peoples brains with advanced imaging machines such as the MRI, neuroscientists have concluded that the brain is hardwired to seek and enjoy novelty and challenge.

Remember those two ingredients: You can have all the right fxings for an incredible lifelove, respect, abun- dance, and so onbut without these two ingredients your recipe ends up as a bland soup of sadness and disengagement. Your brain becomes much more activated when something novel or challenging occurs. Novel things make your mind snap to atten- tion and become sharp, releasing dopamine and energizing your brain to go into lets fgure this out mode.

Its what motivates us to learn. If that novelty also challenges us, then our brains stay engaged for even longer. And an engaged brain is a happy brain. Famed psychologist Mihaly Csikszentmihalyi essen- tially concluded the same in his seminal work on fow experiences. He found that happiness was most ofen reported as a state in which we lost track of time and were completely absorbed in something we enjoyed and had skills for but that also had new-enough elements to challenge us. Of all the things you seek to control in life, it turns out that one of the most important ones is the introduction of new.

Not doing so has dramatic repercussions: And like Paulo, no matter how much you have in life, it wont be enough without this one thing. Controlling for new doesnt mean you must incessantly cram new things into your life each day. Lord knows, very few of us need to add even one more new thing to our already-long laundry lists. As with most things in life, though, its not about quantity but, rather, quality.

You should endeavor to add satisfying new experiences into your life consistently. For some people, that means something as simple as going to a new restaurant once a week. For others, that could mean learning a new skill or simply meeting new people. Con- trolling for new doesnt mean radically overhauling everything about your life. But small changes can have enormous impact and might be the very thing you need on your path toward a Charged Life.

Bottom line: Here are a few ideas to jump-start your focus on new: Six Simple Ways to Control for New 1. Every ninety days, plan a get- away either by yourself or with your spouse or signifcant other. Yes, every ninety days. THE CHARGE 48 get away, the diference being measured not in the miles you travel but in how far mentally you can break the monotony of routine in order to relax and rejuvenate. Take a staycation at home or, better yet, leave your home for one to fve days and go somewhere new and disconnected.

Some people will balk at this, saying, Tats impossible. To which I reply, Oh, I thought you to be a much more creative and resourceful per- son, especially in improving your life. If you really value get- ting away, youll make it happenits just four times a year, anyway, and you ought to be doing that for yourself. Make your date nights an excursion to a new restaurant once a week. If youre in a small town, get a group of friends to host dinner every few weeks.

Te goal is to get about town and experience new dining experiences. Shows, sporting events, experiences. Whats happening in your city this weekend? Are there shows or performances you can go see? Any new exhibits or exhibitions? Despite the fact that many of us love going to the movies, sporting events, or the theater, most of us rarely do. Make it a habit to be on the lookout for things you can go see and cheer for.

Travel adventures. Do you have a list of the top-ffy destinations you want to go to in your life? Are you actively checking them of the list, at least one per year? If not, get to it. Traveling is one of the surest ways to introduce healthy novelty, engagement, and excitement into your life. Make a point of saving up money and vacation time so that you are able to make these adventures a reality.

Te main rule to observe when visiting new places: Expanding your peer circle. Its funny how making friends is so important to us when were young, but we lay of our eforts the older we get. But your friendship and peer circles are the most important external infuences in deter- mining your happiness outside of your intimate relation- ship.

Get serious about expanding your peer circle by going to networking events, fund-raisers, and local events and per- formances. Be on the lookout not just for networking pur- poses, but for friendship-making purposes. Skill development. What ten new skills should you develop this year? How actively are you currently chasing and working toward mastery of something like writing, speaking, singing, cooking, programming, leading, playing soccer, or some other artistic, athletic, or professional skill?

Te challenge of seeking new skills is one of the surest ways to test and transcend your own boundaries. Go fnd some- thing new to learn, and fall on your face trying to learn it. Enjoy the process of learningits one of the easiest paths to a more engaged brain and life. Tese are just a few ideas for you. Personally, I implement them all with a relentless focus in my life, because I care enough about my energy, engagement, and enthusiasm to do so.

Its not always easy, but as you will undoubtedly discover, variety is indeed the spice of life. Activator 3: Tis, despite decades of advances in management and career- development theory and practice. We know more now than ever before about what makes happy workers and happy workplaces. Just visit your local bookstore, and youll see hundreds of titles on career, management, culture, leadership, good business, and workforce efec- tiveness.

Weve fgured out how to create fun and funky workplaces, fatten and decentralize organizations, outsource nonmission- critical tasks, collaborate across functions, share best practices, work remotely, attend meetings virtually, and so on. And yet less than 20 percent of workers worldwide say they are actively engaged and enjoying their work. If youve ever worked for a large organization, no matter how well it is led or how well its doing in the marketplace, you can sense in your coworkers and yourself an unspoken restlessness for more control and meaning at work.

What gives? How is it that, with all we know about working smart and well, so many of us arent happier, more engaged, or more productive at work, whether as employees or entrepreneurs? Ive spent almost ffeen years of my life studying this question in my high-performance work, and Ive come to believe that the answer lies in two relatively recent arrivals to the modern workforce: For the better part of mankinds history at work, life was about accomplishing singular tasks.

From the beginning of time the world was full of farmers and artisans, and they controlled the basic inputs and outputs of work, from beginning to end. Te farmer planted the seed and nurtured and harvested the crop. Artisans forged raw materials into products. You owned your work, and you did the same thing pretty much year in and year out, for your whole career. Hopscotch to the mid- to late-twentieth century and observe the one singular management philosophy that destroyed all that.

Te only problem is, despite its successand it still works todayno one noticed that it was the thief in the night that robbed us all of more enjoyment at work. Te culprit? Te project-based, cross-functional team. Begin- ning in the s, as conversations about scientifc management truly built up steam around the globe, the organizational world swifly moved from tasks to projects. No longer did you work in your own little silo in the organization, and no longer did you own a job from beginning to end.

Instead, you worked in teams from across the organization on various projects. Tis model is still the domi- nant reality of our organizational lives today, and its repercussions for your happiness will shock you. It turns out that the project-based, cross-functional team life has robbed you of something you didnt even know you valued as much as you do: When I was pitching this book to potential publishers, I knew they would understand its ramifcations if I could relate it to their lives.

To do so, I asked, Have you ever worked on a book project where you were sort of in and out of multiple meetings on it, and then the book became successful, and you and the team were very happy about it?

To this, everyone said yes. Ten I asked, And have you ever worked on a book project that you really ushered from beginning to end and took as your baby, and then the book became successful, and you and the team were very happy about it? To this, too, everyone replied yes. Ten the kicker: Which of the two felt better? Which had you more engaged and lef you feeling more satis- fed and fulflled? Of course you know the answers I heard.

Everyone, without exception, valued the experience in which they were personally involved, shepherding a project from beginning to end. Consider how this example transcends and applies across all contexts. Being more involved in a project from beginning to end is more satisfying than just popping into it for part of the time. So build it in. Project-based, cross-functional teamwork is not going to go away. But without getting into fortune-telling, I can guarantee one thing: Of course, some will argue that they have no choice at work, that their projects are simply piled on their plates and they must be just a part of them.

Tese folks will say that what I am asking is unrealistic. But I promise that no matter what your work environment is like, this is possible. Im suggesting that you control this area of your life, even if it means making sure you are in on at least two to fve major projects a year that you are fully invested in. You can do thateither fnd those projects, ask for them, or create them.

Youll be thankful you did. If the frst part of controlling for workfow is to control what work you doand now you know that means increasing the number or quality of projects that you can be truly involved in from beginning to endthen the next part is controlling how you work throughout the day. Tis is the fow part of workfow, and weve got to get this right for you, starting tomorrow morning.

And this is where we talk about whats preventing you from being a high performer. Its time to talk about distraction.

The Motivation Manifesto by Brendon Burchard

Ive asked audiences from around the world whats the number one thing they hate about work, and the answer is ofen their email. Tis makes a lot of sense, and its probably why Im so ofen quoted for a quip I make onstage: Te in-box is nothing but a convenient organizing system for other peoples agendas. Email is just one piece of a larger problem: Instead of going into theory or background, let me simply lay out how you should tactically work through your day.

Tis approach, which weve taught at High Performance Academy for years, is one of the most popular time-management strategies Ive ever taught. I call it the 1-Page Productivity Sheet, and it illustrates an entirely new way to go through your workday. You can download this resource at www. Whenever you start your workdayand, ideally, before then you have walked or exercised, said your prayers or meditated, and eaten a healthy breakfastI recommend you immediately go into strategy mode.

Do not open your in-box when you frst get to work; if you start with your in-box, you immediately relinquish controland your days agendato others. In strategy mode, your job is to think big picture about what you are trying to achieve and the main projects you are working on.

So the top row of the One-Page Productivity Planner gives you room to write out the big projects youre working on and encourages you to brainstorm the three-to-fve biggest moves you would need to take to bring each project to fruition.

Once youve completed this top row of the sheet and, yes, I insist that my clients actually fll out the sheet by hand at the beginning of every workday , then its time to switch into operations mode in the next two rows on the planner.

Te middle row is to help you think of the people you need to reach out to today, because either a youre waiting on a decision or information from them or b you need to share a decision or information. Te bottom row is for setting priori- ties about what you absolutely will accomplish today, no matter what. Youre going to work the day in a very specifc way, and in doing so, youll fnally master your in-boxand your ability to get things done. Afer youve flled out the planner, youll begin your day in the middle section, the people section.

Tis is the frst time youll be allowed to enter your in-box today, and it will require substantial willpower to do so only as instructed here. Tis is what I want you to do: Open your in-box. Look for emails from ONLY those you are waiting on for a decision or information which is what you wrote down in the middle section of the planner. Read and respond to their emails only.

Once youve done that, then send out any emails you need to send based on what you wrote down in the people sec- tion. Tat all should take no more than twenty to forty-fve minutes max.

Now the critical part: Close your in-box and quit your email application completely. You are not allowed to look at it again unless there is spare time at the end of the day, period. So if youre not doing email for the rest of the day, what are you doing? Youre producing, which is the very root of the word productivity. Youre knocking of all the priorities you wrote in the bottom section of the planner.

Tats the rest of your day, and you will not check email again until all those items are fnished. If any of those items require emailing, then do them during the last hour of your workday only.

Your job the rest of the day is to create real things, get real things done, make a real diferencenot email like an addict. So focus on fnishing your priorities.

If you fnish them early, do not open your in-box yet. First ask, Is there anything else I can do right now to move one of my big projects forward even faster and more eectively? If your answer is yes, do that until the last hour of your day. Only during that last hour of the day are you again allowed to check or send email. Your challenge at work: Spend most of your day actually completing your projects and priorities, which should always be about getting done real things that matter.

Take back your agenda and make magic happen during the day. Tis will make you feel like you are back in control of your worklife, and it will explode your productivity and enjoyment at work.

Of all the things we can control in our lives that move the needle in making us feel the most charged, here they are: In these areas lies our ability to maintain a great attitude and live with integrity, experience the magic and variety of the world, and direct our own agendas in positive and productive uses of our time every day.

And should you be disciplined in doing so, you shall awake each day to a more magnifcent and fully Charged Life. If I were to live at a higher level of character and maintain a more positive outlook, I would have to begin. Two things I could schedule in my calendar right now to control for new and introduce novelty and challenge into my life are.

A project that I could get involved in or create immediately that would allow me to be more fully invested in my work and shepherd a project from beginning to end would be. For these works, Brendon has become one of the top motivation and marketing trainers in the world, and his books, videos, newsletters, products, and appearances now inspire nearly two million people a month worldwide. Brendon was blessed to receive lifes golden ticketa second chanceafer surviving a car accident in a developing country.

Since then, he has dedicated his life to helping individuals, teams, and organizations fnd their charge, share their voices, and make a greater diference in the world. Meet Brendon and receive free training and resources, at BrendonBurchard. Preview of The Charge: Learn more about Brendon Burchard at http: Flag for inappropriate content.

Related titles. Experts Academy - Participant Slides - Oct Anthony Robbins - Mastering Influence Manual p.

The Charge: Resources & Downloads | Brendon Burchard

Jump to Page. Search inside document. Tahera Nilufar Morshed. Ajanta Ghose. Winner 1. Then you need to be aware of your surroundings and develop your social skills accordingly. Third, you need to prevent yourself from distractions and work on those skills which should really matter in the long run. And finally, you need to find a way to give back to the community. The former is fairly self-explanatory. Because, that can actually change your life.

You know those stories when a mother is capable of lifting a car to save her baby? You can do that by adding extra urgency to any task. High performers are great at planning.

Burchard pdf brendon

They are capable of overcoming procrastination and organizing their lives in a way which guarantees maximizing productivity. In short, this means deadlines and goals, timing and determination. The fifth habit is a giving mindset. Authors as diverse and as influential as John C. Maxwell and Henry Cloud have found out that high performers reach the top because of meaningful relationships — and not in spite of them.

Because to them, risk-taking is not something that happens from time to time, but an activity as common as waking up refreshed on a Sunday morning. They rejoice at the thought of a challenge. Because they know what that famous Bukowski quote really means….

The Charge

Seek Clarity and Generate Energy 2. Raise Necessity and Increase Productivity 3. Adopt a Giving Mindset and Demonstrate Courage. The first one is seeking clarity. Namely, being aware of who they are, what they are doing and what they want to do in the future. Because knowing yourself is the first step towards becoming a better self. The second one is generating energy.

You know how to do that in the realm of the physical. But, you should start doing that mentally as well. It means finding an extra reason to do something.