Drive up to a dealership and you will most likely see a lot lizard. Their species is easy to spot. They tend to congregate in front of the dealership, smoking, joking, complaining and waiting to wait on someone. Notice I said waiting to wait on. These lizards are a curious species in how they tend to look for prey. The professional is a different breed. The professional tends to not wait on much or for long. The professional has goals, a work plan and is too busy taking action to join the lizards for long, if any at all.

You have heard it before that a dealer provides facilities, inventory, capital and an office; in return, the salesperson provides the effort. It’s the type of effort that defines which category the salesperson will be in. The choice of category will influence the attitude, future and happiness of the salesperson. Let’s look at traits of a professional:

• A professional has goals. Those without goals are destined to live and work for those who do.

• A professional has a work plan. Professionals recognize that time is their most important currency, because when the 1,440 minutes of each day are gone, they aren’t coming back. A professional avoids and kills all time vampires without mercy.

• A professional self-educates consistently because he understands he could not possibly know it all and has a desire to get better every day.

• A professional has a complete follow-up program built over and beyond the dealership’s CRM, because she realizes the real capital of her business is what she does with that database of customers.

• A professional has a marketing/prospecting system, because he realizes that you cannot give the control and power of your income up to dealership advertising, seasonal traffic patterns or economies. The professional makes and works a plan to get all of his business through his own efforts and becomes independent of walk-in traffic.

• A professional works consistently on gaining and maintaining a positive attitude, because without it, everything else does not work. A professional does not care that others may scorn her and her positive approach to life.

• A professional is continually realizing the importance of combining mind-body-spirit for continued success, and without the combination of all of them, his efforts and success can quickly go away.

• A professional creates a “business within a business” that features her own personal stamp or brand.

• A professional is committed and commitment equals consistency.

If you are cynical about dedicating yourself to being a professional, I invite you to take a good look at the lot lizard. Observe him as he squirms around endlessly on the lot. Observe the lot lizard’s attitude, happiness and success. Ask yourself what their long-term possibilities are for success. The choice is yours. Lot lizard or professional?

If you would like the free Special Report “Becoming A Professional,” e-mail me at info@tewart.com with the word “Professional” in the subject line.

Drive up to a dealership and you will most likely see a lot lizard. Their species is easy to spot. They tend to congregate in front of the dealership, smoking, joking, complaining and waiting to wait on someone. Notice I said waiting to wait on. These lizards are a curious species in how they tend to look for prey. The professional is a different breed. The professional tends to not wait on much or for long. The professional has goals, a work plan and is too busy taking action to join the lizards for long, if any at all.

You have heard it before that a dealer provides facilities, inventory, capital and an office; in return, the salesperson provides the effort. It’s the type of effort that defines which category the salesperson will be in. The choice of category will influence the attitude, future and happiness of the salesperson. Let’s look at traits of a professional:

• A professional has goals. Those without goals are destined to live and work for those who do.

• A professional has a work plan. Professionals recognize that time is their most important currency, because when the 1,440 minutes of each day are gone, they aren’t coming back. A professional avoids and kills all time vampires without mercy.

• A professional self-educates consistently because he understands he could not possibly know it all and has a desire to get better every day.

• A professional has a complete follow-up program built over and beyond the dealership’s CRM, because she realizes the real capital of her business is what she does with that database of customers.

• A professional has a marketing/prospecting system, because he realizes that you cannot give the control and power of your income up to dealership advertising, seasonal traffic patterns or economies. The professional makes and works a plan to get all of his business through his own efforts and becomes independent of walk-in traffic.

• A professional works consistently on gaining and maintaining a positive attitude, because without it, everything else does not work. A professional does not care that others may scorn her and her positive approach to life.

• A professional is continually realizing the importance of combining mind-body-spirit for continued success, and without the combination of all of them, his efforts and success can quickly go away.

• A professional creates a “business within a business” that features her own personal stamp or brand.

• A professional is committed and commitment equals consistency.

If you are cynical about dedicating yourself to being a professional, I invite you to take a good look at the lot lizard. Observe him as he squirms around endlessly on the lot. Observe the lot lizard’s attitude, happiness and success. Ask yourself what their long-term possibilities are for success. The choice is yours. Lot lizard or professional?

If you would like the free Special Report “Becoming A Professional,” e-mail me at info@tewart.com with the word “Professional” in the subject line.

There are seven steps to make immediate change. These steps can be used to quickly increase sales by a more significant amount than you have ever experienced.

Step 1: Change the Environment

The military uses boot camp. Baseball has spring training. Football has training camp. The easiest way to bring about rapid change is to change environment. When you change environment, you change behavior. People tend to hold onto limiting beliefs and behaviors as long as they stay in their normal environment.

Regular training sessions should be done outside of the dealership environment. It is easier to create a sense of team and discuss goals and ideas and get input if you are outside of your normal environment. It’s also important to eliminate distractions to supercharge the learning that takes place in the new environment — no cell phones, no interruptions.

Step 2: Change Appearances

First appearances greatly influence the decision-making process of people. Change the appearance of your dealership and your people and it can make a huge difference. Walk across the street from your dealership and look back. Ask yourself, what do your customers see? Drive by your dealership at different angles of view and ask the same question. Small changes can make give your customers much greater curb appeal and catch the attention of others. When your customers pull into your dealership, what do they see? Your vehicles should create a sensation of “WOW” for your customers. Make your dealership clean, visually appealing and easy to navigate. Confusion breeds indecision.

What do your employees look like? People buy from people they feel most comfortable with in appearance, beliefs and values. As a rule of thumb, your salespeople should be dressed slightly above your customers. This will allow your customers to be comfortable and respect your employees at the same time.

Step 3: Get Incremental Buy-in From Your Customers

To sell, you must get out of your own way. Often, salespeople are the biggest hindrance in creating a sale. You must first create trust with your customers. To create trust, you must have a mindset of TLC – Think Like a Customer. You must release the mentality of a salesperson to slow the process and bring incremental buy-in from your customer. It is not a mistake that the symbol for questions is shaped like a hook. The right questions asked correctly are the hooks that make the sale come together. Questions should be asked in incremental order so as not to scare the customer. Sequential questioning will establish a fluid process of discovery for the customer. This will create rapport and establish feelings of reciprocation and obligation from the customer. Most salespeople violate the customers trust by asking financial data questions too quickly. This also interrupts the natural pace of communications and creates apprehension in the customer. Remember that selling is like tuning in a radio dial to the right frequency. You must take your time and listen.

Step 4: Facts Tell, Stories Sell

People need to combine verbal, visual and emotional evidence. All this can be accomplished with “similar situation” stories. People don’t buy vehicles; they buy emotional solutions to problems that they can see in their mind’s eye and feel in their hearts. Features are like the scenes of the movie. Benefits are the underlining storyline and stories are the emotions that tie everything together. Personalize everything you do with true and relatable stories and visualizations.

Step 5: Be Unforgettable

What is your “WOW” factor? Have an SDP – Specific Defining Proposition. You must make your claim of why you, your dealership and your product are the best for the customer. Don’t be shy about differentiating from your competitors. Make the largest truthful claims possible. Create the brand of your dealership. What makes you, your employees and your dealership stand out and become remarkable? What will your customers not forget about their experience with your people, process, product or market position?

Step 6: Use Testimonial Selling

When someone else toots your horn, it will be heard twice as far and twice as long. Customer testimonials and evidence of trust are a massive sales builder and marketing tool. Utilize the people who like and trust you to convince others. Letters, videos, audio testimonials, pictures and direct testimonials create the strongest form of social acceptance available.

Step 7 - Dance With the One You Came With

Your best source of success for now and the future are the customers who like you, trust you and have done business with you. Before you spend one dollar on advertising for new customers, determine your process and actions in maintaining your current customers and how they can provide you more customers.

These seven steps are universal and undeniable. If followed, they will provide you with increased sales and profits. If you would like what I call the “8th Wonder of the World” step, e-mail me at info@tewart.com with “8th Wonder” in the subject line.

There are seven steps to make immediate change. These steps can be used to quickly increase sales by a more significant amount than you have ever experienced.

Step 1: Change the Environment

The military uses boot camp. Baseball has spring training. Football has training camp. The easiest way to bring about rapid change is to change environment. When you change environment, you change behavior. People tend to hold onto limiting beliefs and behaviors as long as they stay in their normal environment.

Regular training sessions should be done outside of the dealership environment. It is easier to create a sense of team and discuss goals and ideas and get input if you are outside of your normal environment. It’s also important to eliminate distractions to supercharge the learning that takes place in the new environment — no cell phones, no interruptions.

Step 2: Change Appearances

First appearances greatly influence the decision-making process of people. Change the appearance of your dealership and your people and it can make a huge difference. Walk across the street from your dealership and look back. Ask yourself, what do your customers see? Drive by your dealership at different angles of view and ask the same question. Small changes can make give your customers much greater curb appeal and catch the attention of others. When your customers pull into your dealership, what do they see? Your vehicles should create a sensation of “WOW” for your customers. Make your dealership clean, visually appealing and easy to navigate. Confusion breeds indecision.

What do your employees look like? People buy from people they feel most comfortable with in appearance, beliefs and values. As a rule of thumb, your salespeople should be dressed slightly above your customers. This will allow your customers to be comfortable and respect your employees at the same time.

Step 3: Get Incremental Buy-in From Your Customers

To sell, you must get out of your own way. Often, salespeople are the biggest hindrance in creating a sale. You must first create trust with your customers. To create trust, you must have a mindset of TLC – Think Like a Customer. You must release the mentality of a salesperson to slow the process and bring incremental buy-in from your customer. It is not a mistake that the symbol for questions is shaped like a hook. The right questions asked correctly are the hooks that make the sale come together. Questions should be asked in incremental order so as not to scare the customer. Sequential questioning will establish a fluid process of discovery for the customer. This will create rapport and establish feelings of reciprocation and obligation from the customer. Most salespeople violate the customers trust by asking financial data questions too quickly. This also interrupts the natural pace of communications and creates apprehension in the customer. Remember that selling is like tuning in a radio dial to the right frequency. You must take your time and listen.

Step 4: Facts Tell, Stories Sell

People need to combine verbal, visual and emotional evidence. All this can be accomplished with “similar situation” stories. People don’t buy vehicles; they buy emotional solutions to problems that they can see in their mind’s eye and feel in their hearts. Features are like the scenes of the movie. Benefits are the underlining storyline and stories are the emotions that tie everything together. Personalize everything you do with true and relatable stories and visualizations.

Step 5: Be Unforgettable

What is your “WOW” factor? Have an SDP – Specific Defining Proposition. You must make your claim of why you, your dealership and your product are the best for the customer. Don’t be shy about differentiating from your competitors. Make the largest truthful claims possible. Create the brand of your dealership. What makes you, your employees and your dealership stand out and become remarkable? What will your customers not forget about their experience with your people, process, product or market position?

Step 6: Use Testimonial Selling

When someone else toots your horn, it will be heard twice as far and twice as long. Customer testimonials and evidence of trust are a massive sales builder and marketing tool. Utilize the people who like and trust you to convince others. Letters, videos, audio testimonials, pictures and direct testimonials create the strongest form of social acceptance available.

Step 7 - Dance With the One You Came With

Your best source of success for now and the future are the customers who like you, trust you and have done business with you. Before you spend one dollar on advertising for new customers, determine your process and actions in maintaining your current customers and how they can provide you more customers.

These seven steps are universal and undeniable. If followed, they will provide you with increased sales and profits. If you would like what I call the “8th Wonder of the World” step, e-mail me at info@tewart.com with “8th Wonder” in the subject line.

What is hidden wealth? Hidden wealth is an unused, dormant or under utilized part of your business that contains great value. All businesses have at least one hidden wealth. Even the best businesses in the world contain hidden wealth. The key is to determine your hidden wealth and begin to mine the potential gold that lies therein. All businesses are different. Each business should require their leaders to conduct a concerted effort of introspection and egoless honesty to determine what their hidden wealth may be. One way to begin is to ask deeper and better questions about your business than you ever have before. What is the story of your dealership? How is that unique and more importantly, how does that benefit the customer?

Begin a journey to determine what your business does best. What does your business do better than anyone else? Then ask yourself these questions about that one thing, “How”, “Why” and how can I prove it to my customers in a way that benefits and motivates them? Once you determine the one thing that you do better than anyone else, then ask your customers why they think you do it best? See if what you feel and they feel are the same. If your business does something great but your customers don’t know, it won’t matter. If you customers don’t hold the same value in what you think you do great, it won’t matter. Better questions lead to better answers and better businesses. Ask yourself, what do you have that others don’t have? What do you have that is better than what others may have? Is your sales staff better? Is your service better? Is your location better? Is your inventory better? Is your pricing structure better? Is your process quicker? Is your facility better? When you determine what you have that’s better, you must ask yourself, why is that true?

You must also ask yourself, how can I explain what we do and how it’s better in very specific terms that the customer cares about? You can’t say you have a large inventory. It doesn’t mean anything. But you can say you have 500 vehicles worth ten million dollars in inventory and that no one comes close to your selection and because of that it takes the hassle out of shopping. What ever you decide is your strong point, ask yourself this question, “Who cares?” If you can’t tell your customer in a way that benefits them, they won’t care.

Some dealerships have a large database of untapped business. Some dealerships have a great location with many possible synergies with other local businesses that could be explored. Many dealerships have community relationships that could be utilized. Many dealerships have talented but untrained people. Many dealerships are either sending the wrong or mixed message to the market or sending a good message to the wrong market or utilizing either the wrong medium or not enough mediums to reach their market.

Each dealership has assets that contain vast riches if they can be explored and tapped.

What is hidden wealth? Hidden wealth is an unused, dormant or under utilized part of your business that contains great value. All businesses have at least one hidden wealth. Even the best businesses in the world contain hidden wealth. The key is to determine your hidden wealth and begin to mine the potential gold that lies therein. All businesses are different. Each business should require their leaders to conduct a concerted effort of introspection and egoless honesty to determine what their hidden wealth may be. One way to begin is to ask deeper and better questions about your business than you ever have before. What is the story of your dealership? How is that unique and more importantly, how does that benefit the customer?

Begin a journey to determine what your business does best. What does your business do better than anyone else? Then ask yourself these questions about that one thing, “How”, “Why” and how can I prove it to my customers in a way that benefits and motivates them? Once you determine the one thing that you do better than anyone else, then ask your customers why they think you do it best? See if what you feel and they feel are the same. If your business does something great but your customers don’t know, it won’t matter. If you customers don’t hold the same value in what you think you do great, it won’t matter. Better questions lead to better answers and better businesses. Ask yourself, what do you have that others don’t have? What do you have that is better than what others may have? Is your sales staff better? Is your service better? Is your location better? Is your inventory better? Is your pricing structure better? Is your process quicker? Is your facility better? When you determine what you have that’s better, you must ask yourself, why is that true?

You must also ask yourself, how can I explain what we do and how it’s better in very specific terms that the customer cares about? You can’t say you have a large inventory. It doesn’t mean anything. But you can say you have 500 vehicles worth ten million dollars in inventory and that no one comes close to your selection and because of that it takes the hassle out of shopping. What ever you decide is your strong point, ask yourself this question, “Who cares?” If you can’t tell your customer in a way that benefits them, they won’t care.

Some dealerships have a large database of untapped business. Some dealerships have a great location with many possible synergies with other local businesses that could be explored. Many dealerships have community relationships that could be utilized. Many dealerships have talented but untrained people. Many dealerships are either sending the wrong or mixed message to the market or sending a good message to the wrong market or utilizing either the wrong medium or not enough mediums to reach their market.

Each dealership has assets that contain vast riches if they can be explored and tapped.

Each year at the start of football practice, Vince Lombardi, the coach of the Green Bay Packers started his season the same way. His opening statement to his players was, “This is a football.” Every year, John Wooden, the legendary basketball coach of the UCLA Bruins started his first practice of the season by demonstrating to his players how to properly put on their socks to prevent blisters. Pretty basic stuff, huh?

Notice the similarities between Wooden and Lombardi in the educational formats. Whether it’s athletics or business, you must start with the fundamentals first. Just as if you built a mansion on a weak foundation, a business built on a weak foundation will crumble. Bill Walton the former star basketball player for UCLA was interviewed about John Wooden and he recounted his first practice with Wooden and how the coach talked about putting on socks properly. Bill Walton remarked that he expected incredible wisdom to come from his legendary coach in the first practice and was disappointed that the practice started with how to put on his socks. When Bill Walton questioned Wooden about the first meeting, Wooden’s reply was simple. If he were to teach Mr. Walton everything he knew about basketball but he could not do any of those things because he was sitting on the bench unable to play because of blisters, then all those teachings would not matter.

How many times have you experienced or witnessed yourself, sales people, managers and owners looking for miracle cures without taking care of the fundamental basics? Massive advertising campaigns, computers, software, business development centers, new facilities or cure-all sales approaches won’t matter if you don’t have the right foundation in place. What are the components of a solid foundation? First, you must have the right team members. Everything starts with people. I encourage every manager or owner to raise your expectations and requirements for the team members you recruit. Concentrate most all of your efforts into getting the right people before you move on to anything else.

Make sure you have the talents of those people matched to their positions. Many baseball historians have reviewed the “Big Red Machine” of the Cincinnati Reds baseball team in the 1970s and noted the improvement in the team that was made when Sparky Anderson, the Reds manager, moved Pete Rose from the outfield to third base to allow the insertion of George Foster to the outfield. At the time, the move was considered by many to be risky and even ridiculous. In retrospect, the move was genius because it allowed the right people to be in the right positions. In the book, “From Good to Great” by Jim Collins, Collins noted that great companies not only must have the right people on the bus, but that you must have them in the right seats as well. An example would be that great sales people don’t always make great managers and vice versa.

Next, make sure you give your team members the processes to use their skills. Talented team members going in different directions will still create bad results. The proper education of process should include what to do, how to do it, when to do it and, just as important, why. Talented and intelligent team members will also provide beneficial feedback to strengthen your process. It can even be argued that the process should come first. Talented and bright team members recruited into a bad process with limited flexibility to improve the process will just create heightened turnover problems. In other words, if your business model is bad, the better the recruit, the quicker he or she will leave.

When looking at a big task like creating a winning team with a winning strategy, it is natural for it to seem daunting. Remember that all big goals are accomplished one step at a time. Break down your strategy into small steps. Create a simple flow chart that utilizes a visual guideline for your goal. Put estimated timelines next to each stage to create urgency in creating your success. However, don’t be tempted to reduce your level of expectations to just say you made your deadline. Remember your end destination and take action every day, the time of achievement will take care of itself.

Each year at the start of football practice, Vince Lombardi, the coach of the Green Bay Packers started his season the same way. His opening statement to his players was, “This is a football.” Every year, John Wooden, the legendary basketball coach of the UCLA Bruins started his first practice of the season by demonstrating to his players how to properly put on their socks to prevent blisters. Pretty basic stuff, huh?

Notice the similarities between Wooden and Lombardi in the educational formats. Whether it’s athletics or business, you must start with the fundamentals first. Just as if you built a mansion on a weak foundation, a business built on a weak foundation will crumble. Bill Walton the former star basketball player for UCLA was interviewed about John Wooden and he recounted his first practice with Wooden and how the coach talked about putting on socks properly. Bill Walton remarked that he expected incredible wisdom to come from his legendary coach in the first practice and was disappointed that the practice started with how to put on his socks. When Bill Walton questioned Wooden about the first meeting, Wooden’s reply was simple. If he were to teach Mr. Walton everything he knew about basketball but he could not do any of those things because he was sitting on the bench unable to play because of blisters, then all those teachings would not matter.

How many times have you experienced or witnessed yourself, sales people, managers and owners looking for miracle cures without taking care of the fundamental basics? Massive advertising campaigns, computers, software, business development centers, new facilities or cure-all sales approaches won’t matter if you don’t have the right foundation in place. What are the components of a solid foundation? First, you must have the right team members. Everything starts with people. I encourage every manager or owner to raise your expectations and requirements for the team members you recruit. Concentrate most all of your efforts into getting the right people before you move on to anything else.

Make sure you have the talents of those people matched to their positions. Many baseball historians have reviewed the “Big Red Machine” of the Cincinnati Reds baseball team in the 1970s and noted the improvement in the team that was made when Sparky Anderson, the Reds manager, moved Pete Rose from the outfield to third base to allow the insertion of George Foster to the outfield. At the time, the move was considered by many to be risky and even ridiculous. In retrospect, the move was genius because it allowed the right people to be in the right positions. In the book, “From Good to Great” by Jim Collins, Collins noted that great companies not only must have the right people on the bus, but that you must have them in the right seats as well. An example would be that great sales people don’t always make great managers and vice versa.

Next, make sure you give your team members the processes to use their skills. Talented team members going in different directions will still create bad results. The proper education of process should include what to do, how to do it, when to do it and, just as important, why. Talented and intelligent team members will also provide beneficial feedback to strengthen your process. It can even be argued that the process should come first. Talented and bright team members recruited into a bad process with limited flexibility to improve the process will just create heightened turnover problems. In other words, if your business model is bad, the better the recruit, the quicker he or she will leave.

When looking at a big task like creating a winning team with a winning strategy, it is natural for it to seem daunting. Remember that all big goals are accomplished one step at a time. Break down your strategy into small steps. Create a simple flow chart that utilizes a visual guideline for your goal. Put estimated timelines next to each stage to create urgency in creating your success. However, don’t be tempted to reduce your level of expectations to just say you made your deadline. Remember your end destination and take action every day, the time of achievement will take care of itself.

You are who you decide to be at any given moment. It does not take money, a degree, a certain age, a certain appearance, tons of experience, knowing the right people, past success or any other qualifying factor that you may be currently using as a subconscious roadblock to your desired success. Your belief system creates your results both past and present. If your current belief system is not what it should be to support your success, you must fake it, till you make it.

If you currently don’t appear to be on the path that will create the level of success in the form you desire, you must begin to identify the mental programming that is limiting your success before you can change your resulting limiting actions.

You must pay close attention to your inner dialogue when you write goals or have thoughts about anything you desire. When thinking of your goals, if you repeatedly think of the specific reasons of how and why your goal may be hard to obtain, you are creating the “When-Then Syndrome.” Your subconscious identifies your current programming that tells you that for X to occur you must first have Y. If that is the case, your current mental programming is limited and will not allow you to break through your current barriers to further success.

Write down the first twenty mental images or messages you heard or were taught about money. When closely examined, most of the images and messages remembered will be limited, negative, and fear based. Those negative messages and images have taken a life of their own and have been accepted in your subconscious as absolute truths. To increase money, you must identify your current limiting messages and rewrite the messages to create accepted new truths.

Every person you come into contact with tries to define you based upon his/her own thoughts and beliefs. Your workplace is full of people with their own limiting mental programming that want to define you in a way that makes them feel better about themselves. People will create images such as “you are just lucky” or “the favorite of the boss” or “a weak sales person”. So often you act in your work environment in a role based upon the images and messages accepted by your subconscious. Unfortunately, your subconscious accepts all images and messages without filtering. However, you can overwhelm the negative messages with your own positive messages. Your conscious mind will choose and react to the strongest messages being given to it. Don’t allow others to create your destiny based upon their own limited beliefs.

Your subconscious can act as an automatic responder in a positive form just as it can negatively. You must bombard your mind with positive and repetitive images for your conscious mind to react with positive messages. Read and listen to the material that will support you in creating the images you desire, while reducing and eliminating the negative influences you encounter from relatives, co-workers, and the news. You create your own reality. It’s your responsibility to choose the right sources of information to saturate your brain.

To start manifesting your desires, you must become clear on your goals. Write what you want in present tense using vivid details of your emotions and thoughts at the time of obtaining those goals. The repetitive conditioning of your subconscious with the imagery you have created will begin to grow just as your muscles grow by the repetitive action of lifting weights. Soon your positive imagery will be so strong that your belief system will accept this as reality before it has ever transpired as reality. There will be no difference between your chosen reality and your current state. Your belief system will accept each step and each day as a part of your path to success. Dare today to choose what you desire and the actions that support those desires.

You are who you decide to be at any given moment. It does not take money, a degree, a certain age, a certain appearance, tons of experience, knowing the right people, past success or any other qualifying factor that you may be currently using as a subconscious roadblock to your desired success. Your belief system creates your results both past and present. If your current belief system is not what it should be to support your success, you must fake it, till you make it.

If you currently don’t appear to be on the path that will create the level of success in the form you desire, you must begin to identify the mental programming that is limiting your success before you can change your resulting limiting actions.

You must pay close attention to your inner dialogue when you write goals or have thoughts about anything you desire. When thinking of your goals, if you repeatedly think of the specific reasons of how and why your goal may be hard to obtain, you are creating the “When-Then Syndrome.” Your subconscious identifies your current programming that tells you that for X to occur you must first have Y. If that is the case, your current mental programming is limited and will not allow you to break through your current barriers to further success.

Write down the first twenty mental images or messages you heard or were taught about money. When closely examined, most of the images and messages remembered will be limited, negative, and fear based. Those negative messages and images have taken a life of their own and have been accepted in your subconscious as absolute truths. To increase money, you must identify your current limiting messages and rewrite the messages to create accepted new truths.

Every person you come into contact with tries to define you based upon his/her own thoughts and beliefs. Your workplace is full of people with their own limiting mental programming that want to define you in a way that makes them feel better about themselves. People will create images such as “you are just lucky” or “the favorite of the boss” or “a weak sales person”. So often you act in your work environment in a role based upon the images and messages accepted by your subconscious. Unfortunately, your subconscious accepts all images and messages without filtering. However, you can overwhelm the negative messages with your own positive messages. Your conscious mind will choose and react to the strongest messages being given to it. Don’t allow others to create your destiny based upon their own limited beliefs.

Your subconscious can act as an automatic responder in a positive form just as it can negatively. You must bombard your mind with positive and repetitive images for your conscious mind to react with positive messages. Read and listen to the material that will support you in creating the images you desire, while reducing and eliminating the negative influences you encounter from relatives, co-workers, and the news. You create your own reality. It’s your responsibility to choose the right sources of information to saturate your brain.

To start manifesting your desires, you must become clear on your goals. Write what you want in present tense using vivid details of your emotions and thoughts at the time of obtaining those goals. The repetitive conditioning of your subconscious with the imagery you have created will begin to grow just as your muscles grow by the repetitive action of lifting weights. Soon your positive imagery will be so strong that your belief system will accept this as reality before it has ever transpired as reality. There will be no difference between your chosen reality and your current state. Your belief system will accept each step and each day as a part of your path to success. Dare today to choose what you desire and the actions that support those desires.