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Don’t be afraid to be an individualist.

It is a healthy exercise to ask yourself the same question on a regular basis. Why do we do it this way?

Let us take your promotional information.

People go online to search for information relevant to their need. When I do keyword research I see what people are looking for when they find my business and website. For example, a large number of visitors to Elemental Truths find their way here as the result of a search engine query on temperament analysis, or by searching for one of the specific temperament types Choleric, Sanguine, Phlegmatic, Melancholic, or Supine. 

Your keyword research will show you exactly which problem your market is trying to solve and the specific phrases they’re using to describe it.

You have to show visitors your site offers a different solution to their problem. That’s why I need  large, easy-to-read, clearly defined headline sat the top of my site. I want it to be the first thing people see when they arrive at my site, and I want it to present their problem and promise a solution in a unique way.

Choleric Temperament.

Build upon your high level of control and decisiveness. Emphasize your get it done attitude. Capitalize on your resistance to intimidation in difficult situations

Sanguine Temperament.

Emphasize how fun your solutions are. Be certain to display your creative, charismatic, energetic strengths. Buil upon your talents as an influential communicator.

Melancholic Temperament.

Capitalize on your attentiveness to details and your systematic problem solving techniques. Make certain to advertise the benefits of your consistent, well-prepared approach. You are always accurate, fast, precise and organized. Sell it.

Phlegmatic Temperament.

Build your message around your loyalty to others. You are tailor made for the team player, steadfast, patient needs of the developing business community. If anyone can shepherd others into a harmonious working solution it is you.

Supine Temperament.

Advertise your ability to provide an accurate analysis of the current social situations that may be impacting your client. You have the ability to take an identified problem and work on it independently until you find a solution. This is a highly marketable skill set.

Each temperament type brings unique perspective and should be expanded to its fullest potential.

If you have a plan and it gets rejected, adjust your plan and try again.

If you make an attempt at financial growth and is isn’t successful, try again.

Your temperament and approach to life determine most of the outcomes. Your personal financial situation is no different.

If you have a sequential, solid plan and implement it you will triumph over your personal finances.

We all struggle to balance our desire for short term gratification (spending) with our desire for long term gratification (long term return).

The person with clear financial objectives, works hard, saves a portion of earnings to meet specific objectives, eventually becomes wealthy.

The person with no clear objectives, can’t come up with $5000 in cash even if they are earning $80,000 per year.

Take the long-range view with your finances. Develop and maintain a positive, long range goals.

You must know specifically what you want to accomplish. Your drive must motivate you to consistent action.

Persistence moves you steadily towards your goals. This is particularly the case when they become hard to do.

Calvin Coolidge said: “Nothing in the world can take the place of persistence. Talent will not: Nothing is more common than unsuccessful men with talent. Genius will not: Unrewarded genius is almost a proverb. Education will not: The world is full of educated derelicts. Persistence and determination alone are omnipotent.”

Choleric Temperament.

Many cholerics find this technique trying. They are not frustrated because they don’t have the discipline to put off gratification. They are frustrated because this is a system that runs under its own momentum. They must restrain themselves from making unnecessary adjustments just for the sake of maintaining control.

Sanguine Temperament.

This tip will be a challenge for the supine. It has little to do with attention, entertaining the troops or the spotlight. It might be best to enlist the help of a kind phlegmatic or melancholic to help keep you on track.

Melancholic Temperament.

This is a strategy that you will be able to embrace. This stepwise strategy is custom made for the high expectations and standards of your temperament.

Phlegmatic Temperament.

Your low key, sure steady hand should do well with this strategy. Your nature of taking the ups and downs in stride are great strengths in this area.

Supine Temperament.

Since the supine prefers indirect behaviors rather than direct action, they sometimes have difficulty putting this plan into motion. They must be particularly cognizant that systematic plans are by nature up and down ventures. Temporary down turns are merely part of the overall growth and are not personal attacks on the individual.

In most circumstances the only difference between the employee and the owner of the company is the ability to tolerate risk. On the other hand, there is a tremendous difference in taking risks and gambling your money away.

In 1988 Charles Givens wrote a book. The title of the book, Wealth Without Risk. Some of his strategy drew a lot of heat. They were decried by many as too simplistic and by others as containing self-contradictory advice. For example one of his strategies stated your shouldn’t invest in vacant land. Then 39 strategies later he encourages placing your IRA or Keogh money in vacant land.

For many that was a completely contradictory statement. To me, it simply said, neither investment was good, but land was the lesser of the two evils.

When Givens died in 1998 he had structured his estate in such a manner as to preclude any of the litigators who had sought to attach his wealth from getting much of it at all.

However, the lesson learned from Givens is not about following the advice he offered. The lesson to be learned is about risk taking.

Charles Givens (love him or hate him) all but singlehandedly created a new market. The infomercial.

He began by putting together a string of video interviews he had done with several news shows and developed them into a totally new concept. That is the epitome of risk taking.

It may be the secret to your tolerance level for risk is to find the risk which matches your temperament type.

Sanguine Temperament.

Take risks that allow flexibility, capitalize on enthusiasm, use demonstrations, are people oriented and create an opportunity to be the center of attention.

Choleric Temperament.

Take risks that capitalize on the ability to be decisive, being self confident, provides high levels of control, in a get to the point, task oriented manner.

Melancholic Temperament.

Take risks that are designed for the long haul pay off. Acceptable risks are those that can be minimized by your innate ability to plan, organize and enhance with step by step, logical facts and structure.

Phlegmatic Temperament.

Take risks that are evenly shouldered among all stakeholders. Build upon like minded relationships with those who also place high value on loyalty and team success.

Supine Temperament.

Take risks that invest in your belief in others. You have an inborn ability to see the high potential in those around you. Capitalize on this by providing the support network those worthy of your confidence deserve. But, be certain to have provided an agreed upon return your investment of support in advance.

Jason Drohn wrote an excellent piece last week that examined the key elements to achieving small business success. In his article he listed several characteristics identified by marketing guru Seth Godin and added a couple of items of his own. Inspired by Jason’s work I, in turn, wrote an article reviewing both the concepts of Jason and Seth.

You see, this is one of the beauties of the information age. We have access to the concepts of giants which we can quickly turn to our own will and build upon. It is, in truth, a very exciting age to be alive.

I am going to attempt such a construction here.

Jason and Seth have listed the frame, I will now add my view of the elements of construction.

In order to build this is a logical and sequential manner, I will publish each segment as an installment which builds upon its predecessor.

I was recently presenting at a conference on conflict resolution when on a break I heard a very successful entrepreneur make the following statement.

It beats me how anybody can avoid getting rich in this country. More people than ever before are making fortunes. In fact, those who can stomach the requirements are reaching higher financial peaks than any in the history of this nation.

If people would just stop watching the other guy and put in the work, they would be amazed at the results.

Hard Work.

I know what your thinking. “I do work hard, and I’m not wealthy!”

I’m sure you do work hard. But, who do you work hard for? And what do you work hard doing?

Those who have a regular job working hard for someone else are quite probably amassing wealth. Just not for them. The wealth amassed goes to whoever owns the business they are working for.

The key is to continue to work hard. But, to change the beneficiary of that hard work from someone else to yourself.

Remember to do what you can to invest your hard work in and area in which your temperament naturally leads you toward your success.

Sanguine Temperament.

Continue to work hard and building entertaining situations and relationships. But, do so in such a way as to shepherd the ultimate outcomes of these interaction are productive or profitable, rather than frivolous.

Melancholic Temperament.

Continue to work in a way that conserves your energy reserves and builds in payback and residual benefits.

Phlegmatic Temperament.

Plan out your work effort so that you can easily track the benefits to your pursuits.

Chloeric Temperament.

Lead others in the direction for the greater good of all, yourself included.

Supine Temperament.

As the epitome of the servant leader you must take great care in selecting the causes you wish to support. Select those that meet your personal needs as well as being altruistically satisfying.

There is an evil demon than many of us battle on a daily basis. The eighth deadly sin.

Not lust.

Not gluttony.

Not greed.

Not sloth.

Not wrath.

Not envy.

Not pride.

You guessed it, working late.

Oh sure, it starts innocently enough. An hour here, and our there. Just long enough to finish this revision.

Before you know it, your in a routine.

Stop working late. Put your full attention into your regular hours and let that be enough.

Use those reclaimed hours for you. Invest the time into getting reacquainted with your kids. Shoot, take your dog for an extra long walk. It’ll do you good and help you too.

Hey, there’s a reason its called “quitting time.”

Jason Drohn wrote an article which encapsulates the three things Seth Godin thinks you need for small business success.

1. The ability to abandon a plan.
2. The confidence to do the right thing.
3. The belief in other people.

To this excellent list Jason adds two powerful components.

1. Vision
2. The ability to dream

At the risk of gilding the lily (I always wanted to say that with a straight face), I want to add one more elemental truth.

1. Keep moving forward

The spirit of this addition is summed up by a quote from Walt Disney.

“Around here, however, we don’t look backwards for very long. We keep moving forward, opening up new doors and doing new things… and curiosity keeps leading us down new paths.” - Walt Disney

How is that for the can do attitude the small business leader needs for success?

Zig Zigler

Much of my work examines how we can get others to tell us things by observing their mannerisms and actions. This piece examines the flip side of the coin. Specifically, how our own manner of speech communicates how secure and confident we are in our message.

The title of this piece had two inspirations. One was the military leadership training I had, which forever stressed the timber of the “voice of command.” This would be the “how to” facet.

The second, I borrowed from Bert Webb at Open Loops. He uses the metaphor, “You sound like prey,” when coaching those who are struggling with controlling large groups to explain why, when they use high pitched, shrieking voices, they are being summarily (even disdainfully) ignored.

Think of it this way; the deep throaty rumble of a stirring lion triggers the “sit up and take notice” mode in us all. On the other hand, the hyper, shrieking yap of a chihuahua just annoys us and we tuned it out thinking, “Ugh, I wish that thing would go away.” Even the chihuahua fans out their must admit, this is not exactly a command characteristic.

Let’s examine the same principal when applied to human interaction.

Visualize a room crowded with people. Edgar has been trying to get everyone’s attention for several minutes. His technique, repeated shrieks of, “Alright now,” or “Listen” or, “Quiet please!” He is, as is to be expected, completely ignored.

Now, in comes Dirk. He strolls to the front of the room, makes a few casual greetings, smiles and waves. When he reaches the front of the room, he makes direct eye contact with one of the centers of conversation and says something just loud enough to cause the person to lean in to hear.

What happens?

You guessed it. Everyone in the vicinity quiets down and strains to hear what Dirk has said. Then, after he has their attention, he addresses the group.

So, what is the secret?

Well, other than Dirks’ name is way cooler than Edgers’, there are other subtle differences. Specifically, evident are the differences in volume, timber and cadence of the voices.

People are more receptive to a low timbered, distinctly cadenced, moderately volumed voice. Think about it. James Earl Jones, or Charlton Heston could read a cereal box and it would sound profound and inspiring.

How can you apply this information to achieve desired?

1. Think about your words before you speak. Have you something to say, or are you just filling the air? People listen to speakers who actually have a message.
2. Make sure you have the attention of at least one person who seems to be the focus of a group before you speak. Make and maintain their eye contact.
3. Consciously add a little bass to your voice.
4. Make certain the cadence of your speech is clear and distinct.
5. Make sure the volume of your voice is just loud enough (initially) to cause your audience to lean in. Be certain they are leaning in and you are not. Otherwise, you will appear the seeker rather than the sought.

Try it out. You may find people in the back ask you to speak up. That is a good thing. It means they are listening, even straining to hear.

These techniques are tried and true. I have used them over the years with audiences as diverse as professionals in trainings that might prefer to be elsewhere, to directing guests of the correctional system which would most certainly be elsewhere and found it equally effective with each.

“Listening Chloe”© Reg Adkins

Listening takes patience and effort. It is more than hearing. Hearing is passive. Listening is active. To listen you must suspend your disbelief. There are many shades of meaning that are lost when mere hearing is mistaken for listening.

Consider tuning a guitar. Minute alterations in string tension change relationships with adjacent strings. One nudge too taught and the instrument shrieks. One nudge too low and the instrument groans.

Even so, tuning a guitar is an immeasurably simpler task. The listener controls the adjustments to a much greater degree than with two persons coming to an accord. The listener move to a quiet place and can focus.

Still, even that kind of listening is not easy. All the while you listen with your ears, your other senses create noise. They vie for your attention. Your nose takes in the sting of the scent of the metal. Your tongue tells you of the bite of the taste of the metal. Your hands tell you of the ridges on low E and the rapier sharpness of high E.

Now add the complications of including another human entity.

Listening is the choreography of hearing, sharing meaning and understanding what someone is saying and isn’t saying.

Each letter of the very word LISTEN can nudge you toward the path to becoming a great listener.

L represents Look- Look beyond the eyes to mouth triangle. Look at the whole person. Take in the tension of their body and the confidence told by the space of their foot placement.

I represents Identify - Identify why the speaker is believes what they say are words of truth.

S represents Stay Attuned - Your eyes and ears must work in concert to provide your brain the components it needs for understanding. Be rested. Fatigue leads you away from understanding. Maintain eye contact encourage continued sharing.

T represents Tuning in - Time your attention span to determine how long it is before you your mind wanders. Record the distracting thought. Set a goal a few minutes longer for the next “listening span.” The mind works much faster than the word is spoken. The time exists for the mind to wander if you aren’t prepared.

E represents Explore - Explore the context to determine the elements of the message. Verbs and nouns will help us to build mind pictures. But, all the content is needed to add color and context. Preview the purpose before interaction. This can give you the topography of the facts and the main points. Tune your ear to hear the dominant as well as what may appear trivial. Seek clarity “Do I understand you to mean?” or “Do we agree that?”

N represents Notes - Making notes after you listen will build your understanding. Building your notes in narrative will help you stay tuned in. Write down turns of phrase to remind you of the the spirit of the messages conveyed.

I have been told that I am an intimidating person.

I never really understood that.

Yes, I have always been passionate.

Yes, I have always been willing to quickly join the fray.

But, intimidating…I never really thought so.

I have come to the conclusion that sometimes people who are not confident with who they are perceive those who are comfortable with who they are as “intimidating.” At least until they get to know you.

After folks get to know me, they tell me that I have a calming, even soothing demeanor and they like to come around for a dose of “security.” I think this may, in part, be a side effect of having spent so many years working with emotionally volatile, unstable and dangerous people. When working with those who prey on the weak, it is not in your best interest to allow yourself to be perceived a wavering or uncertain, even when you momentarily may be.

I’ve been asked to teach others how to “do” this. But, I think it is more the culmination of several other components you learn that are perceived in their entirety as a commanding presence. Rather like building your biceps, upper back and slimming your waist makes you appear to have a massive chest.

The definition of a commanding presence has really been hard for me to come up with. So, I thought I would use the osmosis method of siting several samples of those who definitely had a commanding presence to convey the meaning.

Ronald Reagan had a commanding presence.
John F. Kennedy had a commanding presence.
Charlton Heston has a commanding presence.
Norman Schwartzkopf has a commanding presence.
Margaret Thatcher had a commanding presence.

Do those examples convey the gist of my meaning?

At any rate, I feel that all those examples had the following characteristics in common.

If you want to develop a commanding presence cultivate the following qualities in yourself.

1. Develop your sense of self.
Know what you value and why.

2. Demonstrate you are “comfortable in your own skin.”
God gave you one body to use, be aware of how you treat it and how it serves you.

3. Overrun probing attacks. Know that you know, that you know (your stuff).
Only speak when you know what you are talking about, and don’t be afraid to let snipers know you are fully confident in your knowledge.

4. Cultivate your confidence.
Continually “sharpen your saw.” Read, write, research, debate and study.

5. Select and portray the optimum body language.
Seek to carry yourself with pride. Straighten your back, square your shoulders, bring your head up and square your chin.

6. Make your speech slow and deliberate.
Think James Earl Jones.

7. Make sure your motivation is appropriate.
Seek goodness and the way of the Word.

8. Know what you are talking about.
Speaking because there is an opening in the air rather than because you have something to say will become an inescapable part of your reputation.

As professionals we must develop strategies for maintaining our composure during crisis situations. This rational detachment is our ability to stay calm and in control evening in highly emotional situations. It is founded in the principal of not taking things personally. Without the ability to rationally detach, or emotionally distance ourselves, we are more prone to respond with aggressiveness when we are challenged.

1. Have a Plan

Before a crisis situation develops you should have procedures in place for the eventuality. Decisions made in this cooler time are more likely to be rationale and effective than those from the heat of the moment.

When developing your plan, consider your emotional triggers and practice a calm response ahead of time. “See” yourself responding calmly. This is called “strategic visualization” and is a valuable tool in developing your comfort zone when interacting with volatile persons.

2. Work From Strength of Numbers

If you must interact with a volatile person, try to have your support network present. You will be much calmer with your support group there as a resource to draw on.

3. Self Talk

Verbalize aloud that you are not the actual target of the persons ire. You are simply the convenient sounding board upon which they can vent.

You might try something like, ” I do my job well. This really isn’t about me. This person has just run into a situation they don’t have the emotional tools to deal with appropriately.”

4. Know Your Limitations

Sometimes the most professional thing you can do is pass the situation off to someone else. We all like to think that we are the best solution for every situation and that isn’t the case.

5. Debrief

Make sure your team members, or you and your supervisor talk through the incident afterward. This is one of the best times to develop the proactive “next time” strategies.