Beyond the Book—Giving Feedback

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If you are the director or supervisor of an early childhood center, school, program, or organization, undoubtedly you have had to address performance issues within your team. This is one of the most stressful parts of the job, and I hope what I’ve learned will be helpful to you.

After the job expectations for your organization have been set and communicated in several ways to the entire team, the rest becomes a pattern of supervision. And this supervision is critical to your organization’s performance.

Everyone needs to know that someone (the director or supervisor) is observing their performance and will offer feedback in a timely way. This observation-feedback cycle is simply a part of staff development. To be effective, it must happen frequently. This a how a professional relationship grows and deepens—and how you motivate your teams to bring their best to work each day.

Feedback then—constructive feedback—is information-specific; issue-focused; and based on observation—your own observations.

Here are some guidelines:

Content is what you say: In your first sentence, identify the topic or issue that the feedback will be about. Then, provide the specifics that occurred. “I have noticed …” “I observed …” helps to focus the issue and gets right into the specifics.

Manner is how you say it: How you deliver the feedback sometimes carries more weight than what you say. Tones of anger, frustration, or sarcasm tend to color the language of the message, and turn negative feedback into criticism. The content gets lost. The flip side of this is also true. Apologizing, uncertainty on your end, an indirect approach and, worst of all, hugging or touching if the person becomes emotional all create contradiction and mixed messages—and cause the content to be lost. People leave the meeting not knowing where you, or they, stand—and the process fails.

When providing feedback, ask your teachers if they understand everything you expect. You can then get into specifics and clarify if needed. Bottom line is that a comfortable give-and-take conversation should take place. Most importantly, tell your people that yes, they will be evaluated, but you are there to help them succeed. Not do their work for them, but help them do their own work well. Be sincere. Sincerity says that you mean what you say with care and respect. You can be kind, sincere, caring—and direct—all at the same time.

Timing: When do you give feedback for a performance worth acknowledging? Positive feedback? ASAP—as soon as possible! In real time; as close to when the incident occurs, so that the event and details are fresh in both minds. Giving negative feedback can have a different timeline. ASAR—as soon as reasonable/ready! Sometimes, emotions need to settle down, and you need to get your thoughts in order so that your manner displays a tone of concern as well as support. Tomorrow, rather than right now, is often appropriate. 

Frequency: How often should your staff (teachers and supervisors) receive feedback on their performance? This is really important! It makes all of the other guidelines work. Please don’t acknowledge performance only once or twice a year. People want to know how they are doing—along the way. Giving feedback more frequently allows you and your team to get things back on track before they have de-railed. As well, giving feedback more frequently sets a professional pattern in motion that both teachers and you begin to look forward to. The conversations are helpful, and simply part of your professional growth.

Keep notes on the feedback you give. They help you track the direction of performance—whether there is improvement, or not. And you quickly see what you, as supervisor, must do next. Most often, performance improves. If not, it is time to raise the stakes with a verbal warning, then a written warning, then probation, and finally, if no improvement, termination. These are difficult steps to take, but sometimes they are the necessary steps to take. Perhaps another blog post…

In my book, Beginning to End: The Life Cycle of a Child Care Center, I share the specific and very detailed job expectations and competencies for teacher performance—as well as when, how, and why you introduce them to your teachers,—because these expectations are the basis for everything we do. Having clearly written expectations for everyone on my teams worked well throughout my career. Take a look at them. And, if they resonate with you, use them! I am pleased to share.

Check out, Beginning to End: The Life Cycle of a Child Care Center—A Director’s Storyat Amazon.com.

Posted in Early Childhood, Early Childhood Curriculum, Early Childhood Leadership, Early Childhood Teachers, For Early Childhood Directors, Managing Early Childhood Programs, Performance Management Skills, Quality Early Education and Care, Training for Early Childhood Directors, Training for Early Childhood Professionals | Leave a comment

Beyond the Book—Building Your Team

If you are the Director of an Early Childhood Program, much of your work centers around finding and hiring your team—and then working together effectively. Building and growing your team will take time. But, if you know some of the indicators of success, you can look for these traits in the people you interview. 

One of these indicators is having a high degree of Emotional Intelligence (or EI).

EI is the ability to recognize our own emotions, understand what they’re telling us, and realize how our emotions affect the people around us. EI also involves our perception of others. When we’re able to sense and understand the emotional needs of other people, we are better able to build strong working relationships and manage difficult situations more effectively. For the director of a childcare center, having emotional intelligence is essential. And having a high degree of EI, even better!

You probably know people who are masters at managing their emotions. They don’t get angry in stressful situations. Instead, they have the ability to look at a problem and calmly find a solution. They’re excellent decision makers, and they know when to trust their intuition. Regardless of their strengths, however, they’re usually willing to look at themselves honestly. They take criticism well, and they know when to use it to improve their performance. These people have a high degree of emotional intelligence!

There are five elements that define EI:

  • Self-Awareness—People with high EI are conscious of their own character, feelings, motives, and desires.
  • Self-Regulation—This is the ability to control emotions and impulses. People with high EI think before they act.
  • Motivation—People with a high degree of EI are usually motivated.
  • Empathy—This is the ability to identify and understand the wants, needs, and viewpoints of those around us.
  • Social Skills—It’s usually easy to talk to, and like people with good social skills, another indicator of high EI.

The good news is that Emotional Intelligence can be learned and developed! A worthy goal for every director or aspiring director.

Here are some EI strategies to get you thinking:

  • Observe how you react to people. Do you rush to judgement before you know all of the facts? Do you stereotype? Look honestly at how you think and interact with people. Try to put yourself in their place—and be more open and accepting of their perspectives and needs.
  • Look at your work environment. Do you seek attention for your accomplishments? Try practicing humility. It can be a wonderful quality. You know what you did, and did well, and you can be quietly confident about it. Give others a chance to shine—put the focus on them, and don’t worry too much about getting praise for yourself.
  • Examine how you react to stressful situations. Do you become upset every time there’s a delay or something doesn’t happen the way you want? Do you blame others or become angry at them—even when it’s not their fault? The ability to stay calm and in control in difficult situations is highly valued. Keep your emotions under control when things go wrong.
  • Take responsibility for your actions. If you hurt someone’s feelings, apologize directly—don’t ignore or avoid the person. People are usually more willing to forgive and forget if you make an honest attempt to make things right.
  • Examine how your actions will affect others—before you take those actions. If your decision will impact others, put yourself in their place. How will they feel if you do this? Would you want that experience? If you must take the action, how can you help others deal with the effects?

In my new book, Beginning to End: The Life Cycle of a Child Care Center, I devoted two chapters to “Building your Team.”  There is so much you need to know, and it is all important! I included many strategies that I used as director while interviewing, hiring, orienting, and training each new person on my team. And I included those specific traits, characteristics, and behaviors that would build a solid, professional team. Emotional Intelligence is just one of many. These are my real-life examples, time-tested tips and techniques, and all of them worked successfully in my four child care centers. I am pleased to share what I have learned! Take what resonates with you and then, one day, pass on what you learned to the next generation of early childhood colleagues.

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.”
——Jack Welch

Check out, Beginning to End: The Life Cycle of a Child Care Center—A Director’s Storyat Amazon.com.

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Beyond the Book—Your First (and most important) Days as Director

Once you accept the position as Director of an early childhood program, your wheels will instantly begin turning. With enthusiasm, yes, but also with hundreds of questions—who, what, when, where, how, and why come to mind. Anxiety follows quickly, and then doubt begins to creep in! Can I actually do this job is the underlying concern. And before it overtakes the incredible opportunity you have been given, let me share a few things I have learned along the way.

First, being a Director is the most difficult, overwhelming, and exhausting job you will ever have—but, it is also the most gratifying! In fact, gratifying far outweighs overwhelming. So, you’re in for the ride of a lifetime, and you need to be prepared before your first day on the job.

You will need to think long and hard about what kind of a director you will be. How will you work with others? How will you communicate with teachers and parents? How will you solve the problems that arise? How will you present yourself day in and day out? Will you collaborate with your team when you can? Will you seek others’ thoughts, ideas, and suggestions? Will you meet periodically with the parent group? Will you wander through the childcare center during the day taking it all in? Will you reflect on what you see, hear, and feel; and share both the positives, as well as the areas to work on, with your team?

What kind of a leader will you be? Will you set the tone for this childcare center on your first day? Will you lead by example, so that others will follow? Will you set clear expectations for your teachers, so that your team will know what and how to do their work? Will you set the bar high, so that teachers will grow and learn under your leadership? Will you support, encourage, mentor, coach, motivate, and inspire those who work for you? Will you keep calm and thoughtful in the storm? (there will always be difficult moments) Will you listen first? Will your sense of humor arrive just when it is needed? These are the things to think about as you create your vision of you—the director.

In my vision of myself, as director, I set the course. I learned that how I began each first day was really important, and that it set the tone for the whole year. I needed to know, for example, where we were heading as an organization (growing to capacity and becoming a community); what we would focus on this year (the principles of Reggio Emilia); what expectations we were to meet (following our vision as we planned the children’s days); what goals we were to accomplish (begin the process of NAEYC accreditation); and then, how. It was important that I considered all of these goals, and was able to articulate them so that I could share them during the year with my team (we needed to be traveling in the same direction). I had the opportunity at the beginning of each school year to set our course—and I took it!

I value quality and high standards. It is the way I work, and I have learned that many good people want to work in this kind of environment. I interviewed and hired hundreds in my career and they often told me that they wanted to do their best work—with directors and programs who valued this, who aspired to quality, and who had high expectations. I learned that people will rise to the challenge when the expectations were clearly articulated and when there is support to accomplish them. When people know what they need to do, they will do it. And, when people learn that you care about them and want them to succeed, they are with you until the end.

“People don’t care how much you know, until they know how much you care.”
——Theodore Roosevelt

I also believe that there is an appropriate way to work— with children, with families, and with one another. And I believe it is critical to our credibility as educators, and to our commitment to quality. People call it professionalism—and, yes, we directors hold the key to setting its tone, creating its climate, and fostering it in our programs. 

The professional’s attitude is positive, courteous, and pleasant. You come to work ready to learn and do, and are motivated by a strong sense of individual and group purpose. You have energy, are interested in what you’re doing, and bring a sense of joy to your work. You know your own skills and abilities, and you strive to know as much as you can about the field, and your work within it. You are motivated to initiate new ideas, propose new procedures, and find solutions to challenges and problems. You do whatever is needed to get the job done, and to get it done well! And finally, you always add that something extra, go the extra mile, and exceed expectations.

Presenting the best you—on the first day as director, and every day thereafter—will set the tone for your entire organization. People will watch and take your lead. And you will all begin moving in the same professional direction—with passion, dedication, and positive energy. New staff will assimilate into the team quite easily as they observe your core group of teachers. You will be leading—and leading by example! 

In my new book, Beginning to End: The Life Cycle of a Child Care Center, I have devoted an entire chapter to the first days. I have given my real-life examples to help you navigate the beginning days of your new position, as director. In the midst of any uncertainty, change, and chaos, if you can learn how to take control of your days, and keep your mind, body, and spirit intact, you will be focused, positive, and calm. It took me a few years to figure this out, but once I did, and noticed and felt how unflappable and peaceful I could be in the middle of a storm, I embraced these techniques. I am pleased to share them with you.

Create your vision of you and your program and then, teach it to others by your example. My best to you…

“Go confidently in the direction of your dreams.”
——Henry David Thoreau

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Beyond the Book—Creating Your Vision

How do you know when you’ve arrived, if you don’t know where you’re going?

A really good question, especially if you are the one in charge, the manager, the director, the leader of the organization. Quite often, it’s a question unasked. Sadly, many of us squander our precious time, energy, and resources spinning our wheels—day after day, year after year just going through the motions and dealing with those things that demand our immediate attention. This will get us through the moment and maybe longer, but there is no real satisfaction of accomplishment. We feel pushed and pulled in many directions, and not in control—usually reactive, often playing defense. Does this sound familiar?

It doesn’t have to be this way.

Most leaders of successful early childhood organizations have a vision for where they want to take their organizations. They have planned it in their heads, and then on paper—as their mission statement, and their philosophy. And it all comes from their deep beliefs about the children, their parents, and their team. What will our early childhood program look like? sound like? feel like to the children, to their parents, and to the teachers? The answers will be your vision. This destination will be easily shared with everyone on the team. People will know where they’re going. The bigger questions will be, how will we get there? followed by, how will we do this? And you’ll have those answers, too.

So how do we directors begin? With the end in mind. 

Visualize what your program will be like when it is running the way you would like it to run— in as much detail as you can dream up. Really see the end result of your work. Sketch, write—whatever gets your creativity going. Take your time and think about everything that matters in the course of a day, week, month, year.

I visualize walking through the front door—and my first impressions have everything to do with how the entry looks and feels. Is it inviting and warm? or chaotic and messy? What do you want your first impression to be? Then, walk into each classroom and note—how do you want to feel in each space? (Include the hallways, stairs to the second floor, doors and windows, and then the individual classrooms.) Use every sense—what do you see, hear, touch, smell? (well, maybe not taste) Visualize you as well in this scenario.  Are you calm and peaceful? organized and ready for anything? Think about your office space. Is it welcoming? Is your door more open than closed? Think about how you would like your teachers to be—in their classrooms with their children; working in their teams. Are you looking for creativity, passion, energy, professionalism, fun, and enjoyment in your teachers? In your vision, will parents enjoy your program for their children? will they be partners to your teachers? will they feel welcomed and respected? Will you build a comfortable community between all people in your program? (the short and tall) And then, visualize the environment— what kinds of furniture and materials are in the classrooms? Is there a softness, a warm inviting feel in the infant and toddler rooms? Are the preschool spaces filled with open-ended activity and interesting materials? Can the children explore and discover at their own pace? Is your curriculum emergent—that is, child-centered and child-driven? Think about everything, and make lots of notes as you create the place you want to build.

Along the way, pat yourself on the back, because you are taking control of your program. You are leading, and you are creating the solid foundation for your school that you and your team can build upon year after year. The foundation, the vision, will be in place.

In my new book, Beginning to End: The Life Cycle of a Child Care Center, I have devoted an entire chapter to this topic. I have given my real-life examples to help you write your own vision, your own mission statement, your own philosophy—and yes, I have shared my own beliefs about children, parents, and teachers, so that you can see how all of this fits together.

Take what resonates with you and begin to create your own destination. Everything else will fall into place once your foundation is built.

After a lifetime of being the director of four early childhood programs, and then consultant to many, many directors and their children’s centers, I have seen and experienced the tremendous value of creating a vision first. And, I wouldn’t do it any other way.

“If you can imagine it and you can visualize it, you can create it.”—Napoleon Hill

Check out Beginning to End: The Life Cycle of a Child Care Center—A Director’s Story at Amazon.com.

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Beyond the Book …

Last month, my early childhood leadership book, Beginning to End: The Life Cycle of a Child Care Center; Lessons Learned—A Director’s Story, was published and became available to you, my colleagues—online, in bookstores, and on e-books. It has been well-received, as evidenced by the messages I have received.

Its purpose was to pull together what I had learned during my 40+ year career—as teacher, director, consultant, and author—and share with my colleagues around the world what we directors of programs must know and do to become effective leaders in our field. This book is written in story form—it is both a how-to and memoir. It covers every age and stage of building an early childhood program: 

creating your vision (what do you want your program to be)
hiring and training your teaching team
working effectively with parents
designing the environments for infants, toddlers, and preschoolers
putting all of the necessary organizational pieces together seamlessly
handling misunderstandings, misfires; and learning how to diffuse
     and then repair difficult situations
using strategic planning when there is an organizational problem, and
adding new and innovative programs that fit with your philosophy to raise the bar and
     challenge your team when they are ready. 

And, in all of this, to succeed beyond your wildest dreams!! 

Since I have used everything in this book many, many times, I can tell you that these strategies, tips, ideas work—and work well!

So, beyond the book …

When I began gathering my notes for the outline, I realized that I had too much information to share. And so, in Beginning to End I wrote as much as I did, and decided to share more of the details that didn’t get into the book—in this blog. 

So, in 2021, I’m going to do just that. Each month I will add a little bit more—beyond the book. I will follow the chapters in my book. From the simple idea of using 3-ring binders for staff and parent handbooks  (for ease and efficiency when you update policies or procedures—pull out the old sheet, add the new), to more detailed information about adding a mentor teacher rung to your career ladder, or the nitty-gritty details of delivering feedback to your team. 

These posts will build on what I have already written and hopefully assist, encourage, motivate, and inspire you to keep growing professionally!

If you would like me to address a specific topic in Beginning to End in more detail, just send me an email. This book is meant to be a catalyst for sharing with those who have chosen the leadership path—but I believe it has appeal and merit for early childhood professionals at every level.

Stay tuned …

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“Beginning to End”—The Life Cycle of a Child Care Center

To My Colleagues,

After 40+ years in the field of Early Childhood Education—from teacher to director to consultant to author, I am so pleased to introduce my new book to you! 

During my long career, I learned from others—which is what we, in education, do! And then, we share. I gathered tips, techniques, strategies, problem-solving methods, and other skills that worked for me and for the programs I managed. And so, I began writing an early childhood leadership blog to share what I had learned (www.marciahebert.com). And after 10 years of writing monthly posts, I decided to gather my thoughts and write a book.

“Beginning to End” is the book I needed when I accepted my first position as director of a hospital child development center! I could have used a roadmap to help me navigate the ins and outs of being a leader and of building an education organization. I could have used a book that was clearly written by someone who had already done this well—with detail and specifics, guidance and know-how—to help me be my best as director and leader. 

This is that book!

It is my story—inspired by my fourth and largest childcare center. I opened the 200-child capacity center for John Hancock in Boston, stayed on as Director for 20 years, and ultimately closed the doors. I experienced firsthand, the entire “life cycle of a childcare center” and I have a unique perspective to share what I learned along the way. 

“Beginning to End” launched this month!! and is available on Amazon, Barnes and Noble, and in bookstores around the country—hardcover, paperback, and e-book.

What I bring to this book is a wealth of hands-on, real-life experience, expertise, humor, common sense, and hopefully some inspiration for good measure! Take the ideas—they work! I have already tested and used everything in this book—many times over! And if you can learn from my successes and mistakes, this book will have succeeded!

https://www.amazon.com/Beginning-End-Marcia-Hebert/dp/1648014615/ref=sr_1_1?dchild=1&keywords=Marcia+hebert&qid=1607183120&sr=8-1

This book has relevance for all early childhood educators (teachers, supervisors, directors, teachers of teachers …). If you think your colleagues might find “Beginning to End” helpful, please pass on the link. 

And finally…

Thank you for the work you do. Teaching and caring for young children is an honorable profession. It is also an awesome responsibility; a humbling experience; life-changing work. And, it demands the best we have to give.

To that end, I am pleased to share what I have learned as early childhood teacher, supervisor, director, consultant, author, and leader.

I wish you much success on your early childhood  journey!

My best,

Marcia Hebert

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My New Adventure …

Every new beginning comes from some other beginning’s end.
Seneca the Younger

For more than forty years, I have immersed myself in the field of early childhood education! I have been a teacher (infant, toddler, preschool and kindergarten); a director of four early childhood programs, and then a consultant (my own business) to numerous other directors, owners, and programs throughout Massachusetts. I also took advantage of many other early childhood volunteer opportunities that complemented my fulltime career. And I learned a lot. I am passionate about the field of early education and care—quality early education and care—and I have spent my life advocating for the youngest among us.

Working with other directors of early childhood programs (after I had already been a director for 30 years) was, I thought, the ending of my long (and satisfying) career. I would share all I had learned with these colleagues, work with their leadership teams, and even do quite a lot of training. After all, I had lived their life! I knew the joys and satisfactions. I knew the problems and pitfalls. And I also knew the solutions and strategies to successfully work through them. My consulting work with directors gave them a roadmap to follow—to help them create a vision for their programs; to build, grow and develop their teams; to work effectively with parents; to set the stage for the children; to make changes when they were needed; to think strategically when necessary and execute those plans.

The last childcare center I opened was in Boston at John Hancock—for their employees’ children. I was the Director for twenty years. While there, I listened and learned from my business colleagues and was able to use several of their business strategies in my own department—the childcare center. And I shared these with other directors in my consulting work. 

Many directors asked along the way when I would be writing a book—with all of this “stuff” in it. I smiled, but did some serious thinking about the possibility. The timing was right.

So, ending my consulting business after eight years, I retreated to my new “writing cottage,” to begin to write my early childhood leadership book. I completed my manuscript, sent it to a publishing company, and they accepted it! The writing of my book took about nine months to complete. And my work with the publisher has taken about nine months as well. 

Beginning to End

The Life Cycle of a Child Care Center
The Lessons Learned
A Director’s Story

is the soon-to-be-released book that I have written. This is the book I needed when I accepted the director position of my first childcare center. I could have used a how-to book that was clearly written with details and specifics, guidance, and know-how—to help me be my best as director and leader. This is that book! It is filled with hands-on, real life experiences, and expertise. What I have learned along the way, I pass on to you—the next generation of early childhood professionals. 

Throughout the pages of this book, I hope to assist, guide, support, motivate, and inspire you. I want you to succeed! This is the mission.

If you are a new director, starting your first child care center; or, if you are a new director, walking into an already established program; or, if you’re already a director, but looking for guidance; or, if you are a teacher aspiring to hold a leadership position in the future, this book is filled with information, technique, strategy, and yes, a roadmap to navigate the life cycle of a childcare center! I have already tested everything in this book—many times over. I have put in the time for you.  Take the ideas—they work! Make them your own. If you can learn from my successes and mistakes, this book will have succeeded.

To you, my early childhood colleagues, thank you for the work you do. Teaching and caring for young children is an honorable profession. It is also an awesome responsibility; a humbling experience; life-changing work. And, it demands the best we have to give. 

What I have learned during my career as early childhood teacher, supervisor, director, and leader, I am pleased to share with you.

I wish you much success on your early childhood journey!

Marcia Hebert

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Success…

Ralph Waldo Emerson’s words are ever timely and always inspirational.

How would you define success?

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Leadership…

For all my Director colleagues around the world …

13 Inspiring Traits of Exceptional Leaders

  1. They trust you to do the job you’ve been hired to do.
  2. They seek your advice and input.
  3. They find opportunities to let you shine.
  4. They recognize your contributions.
  5. They have your back during tough times.
  6. They are master storytellers.
  7. They challenge you to do bigger and better things.
  8. They express appreciation.
  9. They are responsive.
  10. They know when to apologize.
  11. They give credit where credit is due.
  12. They treat others with dignity and respect.
  13. They care.

Glenn Leibowitz

Sometimes a little quote is just what we need!

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Inspiration …

Whether it’s a beautiful sunrise, or a special message, each one has the power to move us, emotionally. I discovered this power long ago and began collecting inspirational quotes that spoke to me.

I placed them around my home—near the mirror in the bathroom for my first uplifting thought of the day; on the fridge in the kitchen; inside cabinet doors. I sometimes purchased quotes on strips of wood and three-dimensional blocks and placed them strategically where I would just come upon them during the day—on the fireplace hearth; on the top jamb of doorways; on shelves; or, if the quote was especially inspirational, on a wall.

As the director of several early childhood programs, I posted quotes here and there in my childcare centers as well. They were relevant to our life and work, and in the course of a day we saw and read several.

And, you know, they served a valuable purpose. They set the tone. They shifted our thinking. They lifted our moods. They brought us peace. They made us smile. 

Just reading a good quote can quickly take us from the moment we’re in, to another—and positively change our focus. Reading a quote provides a quick and timely burst of wisdom—often, just what we need. And, it only takes 10-20 seconds. Yet, the message it contains can propel us for months or years. 

This is powerful inspiration.

These messages appeal to our subconscious mind, where creativity resides. And in the reading of these messages, our entire thought process can change—directing our energy toward a more positive path. For me, a win-win!

So, yes, I have always been a big fan of inspirational quotes because with very little effort on my part, positive things happen. I have watched the subtle changes take place—the aha! moment, the epiphany—all because of a posted quote.

Here are some of my favorite inspirational messages:

Wherever I am, be all there.

When writing the story of my life, don’t let anyone else hold the pen.

When the decision is clear, the doing is effortless.

We are the sum total of everything we have experienced.

I must stand guard at the door of my mind.

Thoughts become things – choose the good ones!

Light up every room I walk into.

Dear Past,
Thank you for all the lessons.
Dear Future,
I’m ready!

Trust the timing of my life.

The mind is everything –
What I think I become
.

Notice what I notice.

When it comes to the words I choose,
Whether in my mind
or amongst friends,
Let them be of what I like and love
What I care about and cherish
What makes me happy
What gives me wings
What makes me dream—
And very little else.

Be careful how I am talking to myself, because I am listening.

I am going to be very, very, very happy,
And then do everything I have time to do after that.

Tell the negative committee in my head to sit down and shut up.

Good night,
Sleep well,
Dream of possibilities,
and behold the magic that is within me.

If I can imagine it and I can visualize it, I can create it.

Go confidently in the direction of my dreams. 

Before we are leaders, success is all about growing ourselves;
When we become a leader, success is all about growing others.

Coming together is a beginning; keeping together is progress; working together is success.

What we send out to others returns to us magnified.

Say what we mean,
Do what we say,
Own what we do.

How do we know when we have arrived, if we don’t know where we are going.

People don’t care how much you know, until they know how much you care.

Seek first to understand, and then, to be understood.

Do not get upset with people or situations; both are powerless without our reaction.

Leadership is not a position or a title. It is an action and an example.

Surround ourselves with people who push us to do better. No drama or negativity. Just higher goals and higher motivation. Good times and positive energy. No jealousy or hate. Simply bring out the best in each other.

Passion + Persistence = Results

Go farther.

Reach for the stars and we may hit the treetops.

In everything, give thanks.

Did you find an especially good quote for you?

I’d love to add to my collection. So, send along your favorite inspirational message/s—and I’ll post them as well. We can call it a team project! This I know—we need all the inspiration we can receive.

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