Category Archives: Time Management

Seven Habits Review: Day 0. Introduction.

30 Tuesday Jun 2020

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I have written before about how many people confuse The 7 Habits of Highly Effective People with being a business book. It isn’t, never was. What it is, is a book about living effectively as an individual and as part of any relationship. It is not about fame or success, per se, but about living a principled life, which in turn can lead to those things – if they are what you want. But let’s be frank – most of us don’t want them or don’t see them as important as being a good person doing good work for the people they care about, while enjoying life – which this book promotes in spades.

I recall once attending a meeting of personal development teachers preparing to deliver the Seven Habits material to schools with the overall aim of teaching ‘leadership’, and I opined that what we would be teaching was  self-leadership, and this was even more important because while everyone has the potential to be ‘a success’ and a ‘boss’ the vast majority of young people would be the staff, the workers, the led – and they should be trained to be the best they could be at those things, too. Leaders – self-leaders – make great followers.

The Seven Habits are (and I quote) A principle-centred, character-based, inside-out approach to personal and interpersonal effectiveness.

Let’s break that down a bit.

Principle-Centred. We like to think we can control events, but while we can control what we do, principles (sciences, incontrovertible truths, systems) decide the results. I’ll get deeper into that in future articles but for now I’ll explain that it means that instead of letting fame, wealth, family, church, peers, friends, pleasure, friends, enemies or work dictate how we think and behave, we let principles lead our decisions and resulting actions.

Character-Based. Our personality is what we show other people deliberately, but our character is what we really are. Personality tends to make us follow fashions and popular thought and ‘the latest thing’ so that we can fit in and benefit from that fitting in. Character, on the other hand, requires sacrifice, work and effort. But it lasts well beyond fashion, fame and money.

Inside-Out Approach. There is a tendency for folks to wait for their external world to change so that it suits them, instead of either changing it for the better themselves by changing their approach towards the changes needed. In 2020 we see protest after protest of people demanding other people change to suit their agenda – then they go home and wait for it to happen instead of engaging those in power in an effort to persuade and influence the change they want. The Inside-Out Approach is about looking into yourself and deciding what you need to change in yourself and how you need to change your approach, in order to achieve what you seek. Waiting for ‘them’ to change is ineffective.

Personal and Interpersonal Effectiveness. Effectiveness is not ‘just ‘success. Effectiveness is getting the results you want in such a way as to get them consistently – not once, but as long as they are needed. And it is not just about ‘you’ – it’s about effectiveness with and through other people, too. I have often said ‘Everything we do, we do with, for or because of other people – everything.’ So relationships are important enough to pursue with diligence. Including those we have with ourselves.

The Seven Habits of Highly Effective People, then, are about taking responsibility for making things happen for the benefit of all those you love or serve, including yourself, while acting with good character and respecting the realities of the world.

Over the next 17 days (long story*) I intend to expand upon Stephen Covey’s work with a view to encouraging any reader to take up their own study of The Seven Habits so that they can benefit, as I have, from a better self-understanding and an improved recognition of what is going on around them, how they can respond to the challenges of the modern world – and do so without offending or being offended.

A word of warning, though – as you understand the lessons Covey taught you will start to recognise how many people are trying to tell you how to live. Covey’s main lesson is that you have that choice and it need not be imposed upon you. Reading the book will make you aware of how the world is trying to condition you – not necessarily out of malice but out of a desire to make you agree with ‘them’. After reading it, you may still agree with ‘them’. But it will be a conscious rather than popular agreement.

In the end, a major tenet of this book is this.

You can live your life or your life can be lived for you.

I hope you enjoy the work to follow.

 

(* Michael Heppell, personal development coach, has proposed a 17 day project for his Facebook Group and this is mine. That wasn’t as long a story as I thought.)

What the 7 Habits Did For Me.

01 Monday Jun 2020

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I came to the Seven Habits later than I’d have liked, but since they weren’t published until 1989 and I was already 37 years old that’s not really surprising. I discovered the book in 1995 after I’d read Stephen Covey’s time management epic First Things First and realised that I enjoyed his writing style and presentation as much as I did the content.

In retrospect the book changed me in many positive ways, ways I wish to put on record and ways that I would encourage others to explore, if not adopt. I won’t look at the Habits themselves, as that would lengthen this article too much. I’ll just focus on their effect.

In reading The Seven Habits (and Covey’s other works):

  • I discovered that people allow themselves to be influenced, even created by their surroundings, and that I could decide that my surroundings would not affect me. We are all Pavlov’s Dogs, if we allow that to happen.
  • I discovered that the best way to achieve anything is to put myself forward rather than rely on things to happen in a way that suits me.
  • I realised that now and then it is better to just say nothing rather than express an opinion that will upset someone else, especially when there was no perceivable positive outcome to such expression.
  • I discovered that what was being presented to me by others is frequently coloured, flowered with opinion rather than objectivity, and designed to tell me what they want me to think, rather than what is actually unbiased and true. It made me question everything rather than just accept. Professionally, it made me a better investigator.
  • I noticed just how much time and effort is wasted on ‘things done the way they’ve always been done’ and without proper, considered thought. It made me challenge demands on my time – some I won, some I lost, but all taught me new ways to approach people whose demands challenged me.
  • I stopped challenging processes until I truly understood their objective, thus recognising what worked and what didn’t, so that I could influence effective change.
  • I started to think about my future and started developing and executing a plan that made my desired outcomes come into being.
  • I found that reading the book, with its considered prose, well-argued observations and incredible wisdom, made me more intelligent. It made me want to seek more knowledge, higher-level qualifications and challenging opportunities.
  • I decided that I wanted to teach this to others, and so I sought out the experiences, training and opportunities to do so. I even funded its availability in my local comprehensive.
  • I recognised that I have made many, many mistakes, but that they do not define me.
  • And many mooooorrrreeeee.

In conclusion, reading that book arguably made me a more productive employee, parent, husband and trainer. Yes, I still make mistakes but it is usually despite my knowledge rather than because of it. The principles apply – it’s my failure to apply the principles (on occasion) that influenced my personal errors. And given Covey’s confession that even he had trouble with them, I can live with it.

The book has sold 40 million copies, has just been re-issued as a 30th anniversary edition, and still surprises me with my recognition of bits of information that tweak my knowledge of the material and how it applies to my life.

I really, emphatically and enthusiastically recommend it. If nothing else, reading it led to some truly impactive self-discovery and personal growth. The hardback costs less than 10 pints and has a longer-term effect.

Or you can choose beer. Make the better choice.

Bewitched, Bothered & Bewildered. Or Beguiled?

23 Monday Mar 2020

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When I have promoted my works and offer training in the realms of personal development, I often find resistance not to the time or costs, but to the very idea of the material. I wrote in Police Time Management why I think this is in respect of that particular field of knowledge, but today I listened to a lecture by the late, great Jim Rohn and I think he hit the nail on the proverbial.

He spoke of the Sermon on the Mount and described how the response was reported in the Bible as being divided into three types – the perplexed, the mockers and the believers. Hence my title this morning.

Let’s have a think about all three, and their motivations.

The Perplexed. They don’t know what you’re talking about. These people are the ones in the Unconscious Incompetence bracket of Noel Burch’s model. They don’t know what they don’t know and are equally unable to comprehend that what they don’t know will serve them. They’ve likely already concluded it’s too hard to understand so they don’t bother trying.

The Mockers. These are the ones who know it all, or think they do. They don’t see that there is an alternative way of thinking to the one they’ve already decided is best. And rather than articulate that because they know it to be a stupid position or can’t face the work involved, they attack the idea. It’s easier than knuckling down and listening.

The Believers. Now, here we have to be careful because there are actually three strands. There are the Believers who believe regardless of the efficacy of the argument, so they’ll believe no matter what is said, if they are convinced by the speaker. Then there are Believers who are the Consciously Incompetent, who know that there is something that they don’t know – and want to know it. And the final subset are the ones who’ve had the training and have applied it to the degree that they know it to be good stuff.

That last set is very present on LinkedIn, but there’s something they could do that they aren’t doing. They aren’t letting anyone else know that the stuff is good.

Some possible reasons. They are naturally well-organised ‘time-managers’ and don’t realise that others need this input. Or perhaps they think it’s a great secret and don’t want anyone to know because it makes them appear really effective. Or they think that the cost of training their peers and staff in such material isn’t cost-effective.

So they are Believers but not Advocates. I like the by-line I use for my LinkedIn page – Advocate of the Seven Habits – because it underlines my willingness to communicate something I believe in. I would ask others to do the same, but not only in terms of their chosen profession.

I would encourage people to look at the provision of training in the sub-skills of ‘work’ – sector specific or in a more general sense – like communications, self- and time-management, administration practices, even mindfulness (ugh) if it makes their staff more productive and less stressed.

As the greats have said (and I paraphrase) – Give a man a fish and you feed him for a day. Teach a man to fish and he’ll produce enough fish for his employer to sell at a massive profit through enhanced effectiveness and efficiencies.

Go on. Train your staff or just buy them a book about ‘stuff’. Many have, and many have benefited as a consequence.

Be the right kind of Believer.

Now, more than ever – Plan Your Future.

13 Friday Mar 2020

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Okay, yesterday I said I’d only do one pandemic post, but circumstances change and so does our approach. Here is take 2. It’s more important than yesterday’s.

Viktor Frankl was a Jewish psychiatrist who was sent to the concentration camps in WWII. Famously, he was academically interested in why some people survived the camps, and others didn’t. notwithstanding the misfortunes of selection and random execution, the ones who weren’t so unfortunate either died, or they did not.

To cut a long story to the chase, Frankl concluded that the ones who lived were those who had a firm vision of their future. For Frankl himself it was a vision that he would teach what he’d learned to students, with a view to it never happening again.

Norman Cousins was a man who, according to Wikipedia, used his mental faculty to overcome a debilitating condition. It is said he made laughter one of his main medicines, along with a personal determination to overcome his personal, physical challenges – and he succeeded.

We live at a time when a virus threatens the existence of those physically unable to fight it. I’ll admit it plays on my mind, as I have what may be one of those pre-existing medical conditions. But it isn’t just about me – I have two beautiful grandchildren, four lovely kids and a beloved wife. I can’t conceive of life without any of them, particularly the young. But that also means if I’m gone, I don’t get to see them grow. So it is me, but it’s them too.

So now, more than ever, I think it is time to consider positivity, laughter, and a firmly envisioned plan for the future that will provide hope for us as individuals and, in the end, for all of us.

I have no doubt that despair does not serve the physical body, and I firmly believe that some people who died did so because they lacked hope, or a sense of purpose. They thought, “I’m done here.” Which in the case of the elderly may, for them, have a been some kind of satisfaction. It’s not cruel or judgemental to say that. If it was, then the person who thought of the term for the dying of ‘Blessed release’ is equally evil. It is just a belief, no more.

Anyway, like Hemingway, I want to die only when I am all used up, and that isn’t yet.

Today is the day I carry out my planning for the week, and part of that plan will be to consider my long term future. What do I want to create in this world, what legacy do I wish to leave for those kids? How am I going to achieve that? Not just in terms of tasks but in terms of the way I conduct myself – hopefully with integrity, with the fullest congruence between my values and my behaviours.

I’ll ask you all to do the same. Design your future as if all will pass as well as it can, for you.

At the same time, I will tie up my camel by ensuring that my immediate family is cared for, provided for, supplied and kept as healthy as they can so that if it does strike, they can be part of the 80% who just get a sniffle. But not, I hope, at the expense of anyone else. I will get enough for our needs, and no more. those who are stockpiling a year’s worth of soap for the 14 days they may have to stay at home are selfish. No question.

Plan a spectacular future. See it in your mind’s eye and start working towards achieving your dream and towards leaving your legacy. Review and recommit to your Mission. Frankl and Cousins need your support. And your health and welfare may depend on it.

And if fate should decide otherwise, let me face it with integrity and set a good example.

Clutter. Ask a better question.

21 Friday Feb 2020

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Clutter. Clutter of the mind, clutter of the desk, clutter of the computer. All of it gets in the way, and all of it is our fault.

Edwin C. Bliss, author of time management texts of yore, suggested that people made a big mistake when deciding whether or not to keep something, like a document or file. The erring folk asked, “Will I conceivably ever need this again?”, and because ‘conceivably’ is always, er, conceivable, it gets filed away for ever. Clutter.

Bliss suggested asking a different question. He proposed asking the question, “If I lost this, what would I do?”

If the answer was ‘shrug’, he’d bin it. Alternatively, the mind would be directed towards finding a solution to finding the potentially lost, and the imagination would present answers as to how to minimise the need or facility for retrieval.

Of course, we now have The Cloud (a.k.a. someone else’s reliable and secure – honest – computer), and memory sticks (my preferred option). But the problem with these can be the same if we aren’t careful – we just gather sticks and clutter them, instead.

So the time management advice of the day is to manage your retrieval system by first of all only putting into it what you absolutely know would be irretrievable if you didn’t, but also to name the files in such a way as to find them easily when you do need them.

In the front office at Newport Central Police Station in Gwent, there was a computer. By virtue of its location it was used by everyone who needed to write something quickly for prisoner handovers, reports, whatever. Anyone using this desktop was presented with a screen containing shortcuts to Doc1. Not just one Doc1, but somehow to a plethora of Doc1s. Notwithstanding my confusion as to how many Doc1s a computer could create, how and why they managed to save them to the Desktop screen instead of the document folder I will never understand: but the question also arose as to how long anyone would take to find ‘their’ Doc1 if they needed it again?

Giving a saved file a searchable, relevant name is important, and there is no limit to how long that name could be (within reason). Once the immediate need for access is over, stick it somewhere safe, accessible but out of the way. Stick, cloud, external drive, whatever suits. Learn how to use the search function on the documents and other folder windows (you’d be surprised how few people know how that works).

But don’t have your file icons cluttering your folders, desktop or laptop screen or desk (in the case of paper), dragging your attention away from the truly important, needed stuff. Your mind is for thinking. Not for managing files.

Do it Now.

 

For more on the subject, and other time management advice, buy this book, available from Amazon.

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Save your children!

19 Wednesday Feb 2020

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Dearly beloved, today’s lesson comes from the Book of Principle-Centred Leadership, Chapter 12, pages whatever (Kindle doesn’t paginate).

Don’t you just love it when you think a profound thought – and then read a book by a great writer who expresses exactly the same idea? Maybe with better prose, but identifying the same concept, nevertheless?

I have suggested in the past that success is basically the result of excellent time management and effective communication, and in the aforesaid book, Stephen Covey suggested that a successful family life is the result of those two skills. Okay, he adds problem-solving as a third competence but two out of three ain’t bad.

Covey proposes that time management, or rather the ability to lead and manage ourselves in the context of the time available and our relationships, is essential if we aren’t to waste time NOT doing those things that create what we define as success. He proposes that the ability to be clear in communication is also key – clearly saying what we mean, ensuring that we understand what others mean, and even getting so good at communication that we hardly have to speak at all. And developing the skill to solve problems, which is based on asking four questions.

  1. Where are we now?
  2. Where do we want to be?
  3. How will we get there?
  4. How will we know we’ve got there?

Which, to be frank and to return ‘his’ three skills back to matching my two and making me feel smug all over again, is basically the formula for setting a Goal – in this case, setting the Goal of Solving the Problem. And goal setting firmly comes under the time management heading. So there.

Can you think of any problem that isn’t solved by asking those four questions? Even if the problem is solved in three seconds flat, the solver undergoes that process even if they don’t realise it.

David Allen, in his book ‘Getting Things Done’ also outlines how we unconsciously undergo a ‘Natural Planning Method’ when we plan even the simplest of projects, which scientists have analysed into Project Management ‘science’. Everything complicated started out as something simple. We just make it harder because we’re sooooo clever. Which might explain why, in 2021, it takes years to implement any idea that used to take weeks. Discuss.

Given that Stephen Covey and I are so clever, one has to ask (as a client, employer or individual):

Why don’t they teach time management, communication and generic problem solving to young people in school?

Imagine an organised student able to express him- or herself with patient sentence construction, who has a plan to achieve what is expected of them as well as what they want to achieve as a person, who sees a problem as a relatively simple A to B issue that s/he has time and resources to solve. Instead of just telling them stuff we want them to regurgitate in December and May.

It seems strange how we expect people to know this stuff without teaching it.

Buy this book and give it to your kids!

7HT

 

What’s the Point?

18 Tuesday Feb 2020

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That was close. This morning I was driving my car to the tip for my umpteenth delivery of packaging from a house re-do, listening to Jack Canfield’s ‘The Success Principles’ (good book) and bemoaning the fact that ‘No-one is reading my posts’, when what was saying struck a chord. He spoke of the obstacles to our success, the benefits of feedback, and what we should do about both.

And it hit home. I was concerned about lack of readers on this blog, and the feedback from an earlier post suggested I wasn’t reaping the benefits for which I fervently hoped, which was leading me to think it wasn’t really worth the effort. Which was an act that was monumentally stupid of me. (It’s a repeating theme, apparently.)

Jack’s chat made me review my paradigm of the situation. My conclusion was that the number of readers was important but it wasn’t the sole benefit of writing a daily blog. (Yesterday I was just plain busy, BTW.)

I am a communicator, a writer, a trainer. I realised that this blog wasn’t ‘just’ there to be read by others. It has another benefit.

It’s practice.

It’s a daily opportunity to think about things, to cogitate, to consider, and to discuss. It’s my 5-times-weekly chance to craft my thinking and writing skills. It’s a time for improved learning on how to express ideas in such a way as to educate, entertain and empower. It’s mission-focused, values-driven and service-oriented.

It’s congruence in action.

I’ve written before about looking for the alternative value that makes a dichotomy easier to resolve (see this post), but on this occasion it was the alternative value that found me. The value that I was focused on was a ‘moving away from’ value – egotism. People didn’t love me so I wouldn’t waste further time on the matter. The value that poked my conscience was a ‘moving towards’ value, and this was Integrity – people don’t have to love me for my stuff to be important enough to put into print.

What is stopping you from achieving something you need or want to complete?

Is that something really true or are you just making an excuse? If the latter I won’t judge you because I feel like that a lot of the time. But occasionally a thought just peeks its head into my mind, or I consciously read my Mission or Values Statements and recognise my need to get it done. Which creates a reinvigorated ‘want’ to get it done.

Whichever works in the moment.

The heading asks, “What’s the Point?”

Don’t ask that question as if you’ve already decided there isn’t one.

Look a bit harder, it’s there.

Half a Life. That’s all you have left….. if you aren’t careful.

14 Friday Feb 2020

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The Half-Life. A physics term identifying how long a radioactive element/isotope takes to lose half its mass through decay. For example, the half life of uranium being from 159,200 years to 4.5 billion years, one kg of uranium will become 500g in 159,200 years or so (!), but that 500g will only become 250g in the next 159,200 years. Simples.

But there is another HalfLife, the one proposed by Stephen Covey, who opined that the Half Life of a career is as little as 2 years, and what he meant was that in just 2 years the currency of your professional knowledge is reduced by half if you don’t maintain competence (Second Resolution). I know from my own experience, after returning to work after an 18-month post-retirement absence, that a lot of new mnemonics and practices had been created while I was gone. I was still competent to do a lot of stuff but I would have needed some retraining to get back up to full speed. Which is why, when it was appropriate, I chased up the training I required.

A surprising number of people object to on-the-job training and to attending courses. I know that some of their reluctance is down to a perceived interruption to the work that they are already doing, that mounts up inexorably while they are away and, occasionally, the belief that the training is unnecessary and irrelevant. We had a saying in the police:

“That was a three-week course crammed into six.”

But if we are to stay relevant, if we are to provide the best possible service, we have to keep up with developments within our selected professions if we aren’t to become redundant-but-still-present.

The problem with being redundant-but-still-present is that it can all too quickly turn into ‘just’ redundant. Being on top of your game and staying on top of your game aren’t distinct processes – they are the same thing. What’s more, by properly engaging in the training you are offered, you start to develop the ability to influence that training – to make sure it IS relevant and appropriate rather than a tick-box exercise.

I do chuckle at CPD that requires ticking a box that you read something. Who actually reads something if all you have to do is declare you read it? Well, the ethical do, but that isn’t all of us, is it?

Look upon training as a development opportunity, and opportunity to ask questions, and an opportunity to have a bit of a rest from the daily grind of that real work you’re worried will come back and bite you.

Of course, the ability to do the latter, to relax during a course while other work isn’t getting done, requires that you apply some of the time management advice of the kind I promote.

So welcome training, seek it out, maximise its effectiveness and utilise what you learn as quickly after the training as is possible.

Or that career you thought you had for ever might just be half as long as you expected.

 

Time Management Training is available HERE.

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Must try harder…..

05 Wednesday Feb 2020

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Why do I focus this blog on time management when I have written a better book on personal development? Good question.

In total, I have written four books. The first two were related to my profession, specifically investigation and, as a sub-genre, Tracing Wanted and Missing Persons. They were based on my training and experiences and the latter was a field in which I excelled locally, according to some of my peers. They were fairly easy to research and to write.

The third one that I wrote was on time management, you would not be surprised to read. It focused on the field of policing because no-one teaches police officers and staff how to manage their time, despite recommendations by the Home Office that they ought to. Also, easy to write, and just as valid for non-police officers (for whom I recently edited out police references, but then I changed my mind and edited it back.).

The last, which I am currently revising, is The Three Resolutions. This is a personal development ‘philosophy’ based on a single chapter in one of Stephen Covey’s works and one which I am proud of. But here’s the thing, and it’s the reason I don’t blog so much about it – until now, perhaps.

That reason is – the advice in it is the hardest with which to comply.

Personal development has its easy tricks and shortcuts, like any activity, but applying the content of The Three Resolutions is hard. It’s hard because it speaks of self-discipline. It’s hard because it requires character. It’s hard because it promotes service to others as a route to success. Even for the bloke what wrote it. Especially for the bloke what wrote it.

Sometimes I think that the standards that are the hardest to meet are – our own.

When others lay down standards they usually supplement their instructions with ‘how’ to comply. When we write our own we just assume we know how to comply.

When others set standards, they watch over us and enforce compliance. When we set our own standards, only we watch over them.

When we fail to meet others’ standards, there is a consequence. When we fail to meet our own, we rationalise that there are no consequences.

But we’re wrong. So, so wrong.

When we fail to meet our own standards we feel guilt. Conscience, which we told to tell us when we fail to act according to our own values, reminds us when we dither and procrastinate over what we agreed, with ourselves, was ‘best’.

All that said, the reasons I wrote The Three Resolutions are twofold. First, I liked the field and the best way to learn something is to teach it. But second, and maybe more important, was the desire to act in accordance with the contents.

I regularly fail, but at the same time I occasionally succeed. Those are the great days. The ones where I don’t quite make it – still great, because I try.

You can decide not to bother to be great, so all days will be mediocre but satisfying because you’ve achieved ‘average’. But I prefer to at least try.

Where are you on the ‘don’t care – trying a bit – trying hard’ continuum? Join me at this end…….

 

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Sé español*

04 Tuesday Feb 2020

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I’ve been sitting at the laptop for about 30 minutes, browsing professional and news sites with a view to finding some inspiration for today’s lesson, listening and singing along to Keane’s ‘Everybody’s Changing’. I do quite a good rendition, you know. It’ll be on my next Karaoke playlist because my cough is causing Bat Out of Hell issues. Which will disappoint my fans.

I was stumped. And I was stumped, in part, because I’m pooped. And that was the inspiration, oddly enough.

Why aren’t we allowed to be tired?

If you were to read and wholly subscribe to the personal development/self-help literature and the prognostications of those who speak at huuuuggggeee events (and don’t be mistaken, I’ve loved the ones I have attended), then ‘being tired’ is not an option. To listen to them, we must feel energised all of the time, even when we’re asleep – but we aren’t allowed to use coffee, BTW. Thanks for the help, Tony.

But the truth of the matter is that we all get tired, and sometimes we get fatigued at a most inconvenient time. In some occupations this is not a problem and you can work around it by managing the tasks you have to do around the way you feel in the moment.

But for the majority, ‘being tired’ is disallowed as an excuse, so ‘feeling depressed’ has to be used because we live in a woke world and people must acknowledge your right to feel down. But not your right to be pooped.

Okay, maybe that’s a bit cruel and over the top, but when has, “Sorry, I’m knackered,” been accepted by a manager? Even a manager who’s as knackered as you?

So let’s start a movement. Or a still-ment. Let us acknowledge that all tiredness, other than that which is self-imposed by staying up all night for the Super Bowl in the UK even though you have never watched a single round beforehand, should be as acknowledgeable as a justification or reason for a brief stoppage. After all, in Spain, it isn’t an issue to have a kip in the PM. Psychologists have shown it to be beneficial. Unless you’re the only pilot, in which case “WAKE UP!!”

Find a suitable spot and close your eyes for ten minutes. See how much better you feel afterwards. Are you up for writing a small LinkedIn post?

Good. I’m off for mine. Sleep tight.

 

*Be Spanish