Tag Archives: Stephen R Covey”

What!!?? It’s MY fault you offended me?

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Years ago, I made a mistake. I sent an email to a small group, and accidentally sent it to the world. The content was accurate, but the world didn’t need to know it. Embarrassed, mea culpa, apologised publicly to the individual, copied in the world who’d read it.

Unfortunately, sometimes instead of mea culpa, people who make that kind of error don’t apologise. They double down like a wronged spouse, who raises every fault the husband (usually) has committed, ever. Their mistake is entirely YOUR FAULT. Everything you ever did (even if you didn’t) caused the offender’s error.

The unfortunate part is that doing this destroys any good will. The party who was publicly stabbed will no longer go the extra mile to serve the offender. Which may have impact on any corporate, commercial or community interest within which that offender works. Where a simple apology, taken in good humour, could have healed all wounds, the doubling down defensiveness adds infection to the mix.

And the really funny part is that people committing this error are usually people who would consider themselves ‘senior leaders’. They may have that title, but do they read the leadership material that espouses humility, integrity, honesty? Evidently not. Years ago, I wanted to be taken to task in bad faith by a certain boss, because he had a copy of Stephen Covey’s ‘Principle Centred Leadership’ on his bookshelf and I would’ve picked the book, turned to the relevant page and shoved it in his face.

(Unfortunately, I never managed to offend that particular chap.)

This is not an attack on any individual. We all make mistakes, and we all have regrets. I have many. And I seem to amass them quite frequently despite all my best efforts to live according to my ‘code of conduct’.

And that leads me to the other dimension of character errors such as blaming the person you’ve offended. If you don’t apologise, how can you be forgiven? Don’t you want good relationships? Do you want to be thought of badly? Is there something wrong with being liked?

My code requires me to apologise when I’m wrong. I made a bad character error on holiday, recently – impatience – and even though it took me a couple of days, I walked up to the person I offended, offered her flowers, apologised twice despite her repeated ‘no needs’, and walked away with a tear in my eye, partly because of her forgiveness but also because of my humility – which sounds backwards but it is really emotionally satisfying when you act as per your personal code of conduct when the potential consequences could be severe – she might have called security, after all!!

So next time you make a complete noodle of yourself, acknowledge your error, apologise (truly, not just say the words) and take whatever comes.

It is soul-affirming.

Buy The Three Resolutions HERE – available in paperback or Kindle

Four Words That Make A Big Difference.

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Jerzy Gregorek is a Polish weightlifter who has won four World Weightlifting Championships and achieved a world record. Since retiring from competitive posing (sic) he has established a brand called ‘The Happy Body’ (https://thehappybody.com) serving his clientele in terms of the provision of nutritional and exercise advice.

But he is mentioned here because of a now famous quote attributed to him, which parallels the First Resolution, and which is the subject of today’s blog. The quote read:

“Hard Choices, Easy Life: Easy choices, Hard Life.” Four words, used twice, and an enormously powerful and profound truth that most of us try to avoid.

We know that eating nutritious food in sufficient quantities is good for us, but the easy choice leads us to the tasty stuff.

We know that exercise is good for us, but we park as close to the office entrance as we possibly can rather than use those dangly things hanging from our hips.

We know that doing an excellent job is the right thing to do, but if we can get away with it, we’ll do a ‘good’ job. But as Stephen Covey espoused and Jerzy agrees, the Good is the Enemy of the Best.

Hard Choices require a disciplined mental approach. They require that we look at our situation, the challenges presented, and consciously us the Gap between that stimulus and our yet-to-be-decided response and decide – what is the best thing to do, now?

Various alternatives will present themselves, and in that moment, the success or failure or ‘just get by’ is decided. To get the success – or at least the longer-term, substantial and irrevocable success – you have to make the Hard Choice.

That may only mean getting out of bed when you really want another five minutes, but that initial personal victory can have surprisingly powerful effect. It may not seem so in the gloom as you stumble for your slippers, but doing it once makes it easier to do again, and suddenly your time is being utilised better, your self-esteem expands, your results improve.

Which leads to the second truism. The Hard Choice rarely has an immediate payoff, whereas (psychologically) the easy choice provides exactly that, an outcome that doesn’t serve us at all. And you know that. You just needed reminding, like me.

What Hard Choices do you need to make, today? You’re already up so that’s one you can’t make again. But how about lunch – jacket potato, salad and beans, or a huge coronation chicken baguette? How about that difficult conversation? How about parking at the far end of the car park (unless it’s raining. I understand the practicalities of wet clothes in an office).

What can you start doing that’s better in the longer term? What can you stop doing that’s convenient but less conscientious? What are you doing that is already good, perhaps so good that you could do more of it?

Make the Hard Choice. It’s a heavy lift, but in the end you know it is the way to success in any area of life. Ask Jerzy.

For more on the subject, buy The Three Resolutions, available HERE at Amazon in paperback or Kindle format.

Or listen to this podcast

Are you an Investment Banker?

26 Thursday Aug 2021

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That title woke you up, didn’t it? But this is a serious question, with serious consequences.

An experiment was conducted by psychologists, and as space prohibits great detail on the hows and whens I will get to the point. The researchers conducted an experiment to identify how ethical a group of investment bankers were at the office and at home. They conducted some tests which required self-reporting on results by the subject bankers, but the tests were designed so that random results could be prevented even though the subjects weren’t being supervised. Basically, they were honesty tests.

The results were interesting. What they found was this: investment bankers lie very easily and quickly in a working environment, but far less so, indeed almost never, in a home environment. Taken across the occupational board, could this mean that we all lie easily at work, but less frequently at home? Are we inclined to be two-faced?

Yes.

Advertisers can’t possibly believe half the tripe they peddle. Politicians are the greatest hypocrites of all. Lawyers have to conceal their own suspicions – even truth – if they are to make an honest (sic) buck. And police officers? “Of course you’ll get bail if you confess.” Ahem.

But lie to their kith and kin? Not if they want an easy life.

To an extent, I understand how dishonesty has become a ‘legitimate’ worklife tool. Ugly as it is, the legal system would collapse if people couldn’t trust their lawyers to at least act in confidence. Some dishonesty – usually of an omission rather than commission type – is required as a means of getting to the truth. If we told criminals about all the evidence held by the coppers, they’d invent excuses to cover it; withholding facts so that the dishonest can be caught out, is a necessity.

But there comes a point when absolute honesty is essential, and as a ‘character’ exponent (no I’m not perfect but I’d like to be), I believe that we all firmly know where the truth line sits.

The question always follows – are we always willing, even dedicated, to staying that one side of the line?

Some people are, some people aren’t. I know that to my own cost. People invent stuff, or they invent consequences of stuff, or they twist stuff. It’s human nature, to make facts fit the Markle – the ‘personal truth’ – in order to get what you want.

But one thing about human nature is that people can choose. They can choose to lie, cheat, steal and exaggerate, or they can choose to

  • Tell the truth whatever the cost;
  • Act in keeping with ethical codes; and
  • Forgive others when they proverbially trespass against those codes.

I know which side of the line I prefer to stand. And I know what I think of those who don’t. even if I do forgive them, eventually.

Bunch of bankers.

For more on this subject, read The Three Resolutions, available HERE from Amazon (paperback and Kindle available)

Accept Your True(st) Service Motive

19 Thursday Aug 2021

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I find some great nuggets of wisdom in the strangest places. I was reading The Happiness Project by Gretchen Rubin, an American attorney who has written some excellent books on subjects relating to better living (in terms of happiness and self-awareness). Her depth of thinking is really intense, psychologically sound, yet profound (easy to ‘get’).

She was quoting a friend, and the quote expresses exactly what I have been trying to communicate when it comes to the Third Resolution and the idea of Service. The quote reads, “…you have to do that kind of work for yourself. If you do it for other people, you end up wanting to acknowledge it and be grateful and to give you credit. If you do it for yourself, you don’t expect other people to react in a particular way.”

His nibs Stephen Covey of 7 Habits fame underpinned that idea years before, when he promoted the idea of ‘anonymous service’, where the recipient of good deeds didn’t even know (and therefore could not acknowledge) your input.

They are both suggesting, if not daring to go the whole hog and so corrupt genuinely generous intent, that providing a service to others can be done with self-interest in mind. This idea is quite subtle, and if you wish you can delve deeper into the specifics , like asking the question “when does serving others become too self-serving?”, for example. “Does a selfish motive corrupt a genuinely provided, even anonymous service?”

No.

In my book, The Three Resolutions, I address that very point. I shan’t reproduce the text here because I want you to research for yourself*, but in brief I defy you to suggest that anyone providing a service does so out of 100% selfless motives. (Particularly charity CEOs, whose selflessness is rewarded by 6-figure salaries. Think about how many ‘£3-per months’ go in their pockets.)

People serve because they want to. The want to because it makes them feel good. Thinking about Rubin’s friend, there comes a poor nexus when providing the service stops being generous and starts becoming selfish. The truth is that there is a continuum between totally selfless and totally selfish. The ideal is to acknowledge that you are unlikely to be at the ‘better’ extreme, but the closer you are to that end, the more noble the motive.

You have to acknowledge the pleasure you get from serving. That’s the foundation to the effort and the competence you put into that service. If you didn’t really care, you wouldn’t try. If it didn’t make you feel good you’d be stupid to be doing it because that emotion would, eventually, poison any service you provided.

Enjoy what you do, do what you enjoy. (Must trademark that.)

You’ll serve – and be – better because of that.

(*Buy the book)

Choose your Role Models: And BE one, too.

12 Thursday Aug 2021

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Giovanni di Pietro di Bernardone, informally named as Francesco, was a 12th century playboy. He was reportedly a good looking young man and he lived the high life; he enjoyed partying and utilised all the trapping of his parents’ wealth. At the age of 20 he enlisted in the army and went to war, was taken prisoner and spent a year in captivity. It is believed he started to question his hitherto profligate lifestyle at this time in his life and started to live the life of a pauper. Later, at the chapel of San Damiano he had a vision where he was told to rebuild God’s church (don’t panic, I’m not going to be espousing religion, here), and although he initially thought this meant funding the rebuilding of San Damiano it is evident that over time his spirituality grew within him and around the year 1208 he established an order of monks – the Franciscan Order, based in the Italian town of Assisi.

Francis of Assisi was on the road to sainthood.

But that is not why I brought him up. The reason he is mentioned at all is because of one quote, attributed to him and which is powerful enough to be a part of my own Personal Mission Statement.

He is quoted as having said: “I preach my philosophy constantly and, where necessary, I use words.”

It cannot be emphasised enough that when it comes to teaching integrity (and most other subjects), the most powerful teaching method is example.

Being seen to act in accordance with your values is more impactive to you and to others than any public declaration or display of the contents of a mission statement. Any public awareness of your stated values does enhance your need to live them, unquestionably. People will, often as much through malice as much as through a desire to help, make you accountable to it.

But when they see you living it, and when they see you stand up for it, and when they see you benefit from living it – then they learn from it. What’s more, Role-modelling your personal values to yourself is as much a teaching tool for you as it is for others. It is time for you, in living Your Way, to influence others. And you can do this through example, explanation and education.

Proof of the benefits and effects – and perils – of role modelling are also found in your own experiences.

You found your personal values by watching and learning from others. That teacher who saw something in you that you didn’t even see in yourself: that professional mentor who guided you and whose example you still follow: even your father’s laugh has impacted the way you laugh. And people on television perpetually answering ‘So..’ and ‘Yeah, no, I mean…’ are further examples of societal conditioning.

Your accent, your speech patterns, your clothing choices – all are the result of influences from others.

Until now, however, those choices may have been unconscious. Imagine deciding, instead, to actively choose your role models rather than just absorbing the ways of those who just happened to be nearby.

This is now an accepted personal development technique, particularly promoted by exponents of Neuro-Linguistic Programming, who follow the advice of their founders Richard Bandler and John Grinder. They suggested that role-modelling is a key route to developing the attributes you desire, not just by adopting fashion ideas and behaviours of the selected model but by going deeper into the model’s way of thinking, acting, behaving, speaking – almost to the point of absolute impersonation.

One of the objectives in my small book ‘The Way: Integrity on Purpose ’is to promote YOUR adoption of the behaviours, beliefs, rules and values of those YOU admire. Not mine. Yours.

I had mine. I chose some, some were inflicted upon me. I am proud when the better ones’ influences shine through on my better days.

Now identify – or choose  – your own.

The SEAL Approach to the First Resolution

05 Thursday Aug 2021

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I am, as many are, all too guilty of not taking my own sage advice. There are days when, despite every good intention, aches, pains, tedium, circumstances and many other influences result in my thinking, “What’s the point?” I suspect this post will get two reads on LinkedIn.

Yet – here it is.

You see, the difference between ‘What’s the point’ and ‘here it is’ is measured precisely by the time it takes to stop thinking negatively, and start taking action towards execution on the plan.

So it isn’t so much the anticipated ‘bother’ that’s stops us from taking action. It’s a failure to recognise and utilise that moment productively. If, in that moment, we decide to be better (as implied in my last post), then the action flows.

Unless we re­-consider that decision.

Oh, and don’t we? I know I do. The mental effort that goes into deciding whether or not or whether or not and repeat, in relation to something I have committed to do (even if only to myself), uses up many a calorie.

Tony Robbins, personal development advocate par excellence suggests that one of the biggest influences on how we move from decision to action (and stop the routine protocol ‘decision-reconsideration-inaction’) id the emotional and/or physical state we are in when that decision is being made.

If we are happy, positive, healthy and fit, then the chances of our taking positive action towards progression of our goals is very high, indeed. Everything is a breeze, completed with a sense of flow. Lovely.

But when we are tired, ill, unfit, or plain old fed up, the chances are we’ll not do anything at all. And feeling like that is a reality for many of us, much of the time. I know I am having physical  issues that are affecting my ability (or willingness, or both) to get out on my bike.

And that, folks, is when the battle is won or lost. Overcoming those negative states of being is a discipline, and it is a discipline that serves us. And it serves us well. But it’s a drag.

I’ll repeat a quote I believe I have used before, one of a US Navy SEAL trainer. It’s the counter to the negative mental and physical obstacle to achieving what it is you want to achieve. Just for today. (and again tomorrow and the next day, but today – for now.)

EMBRACE THE SUCK

Yes, how you feel means that what you don’t want to do, sucks.

But your progress depends on how much suck you can embrace.

It sucks that so few people seem to read and comment on these posts.

Well, that’s okay. Their loss. I’m getting something from it.

I’m getting better.

Unwanted service? Do it anyway.

29 Thursday Jul 2021

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I write regularly for LinkedIn, the professional Facebook. (Although the lines continue to blur….) Owing to the fact I will not pay LinkedIn £30 a month for services I won’t use, I suspect that what I am writing isn’t getting the airtime my magnificence deserves. Alternatively, sobering as it is, I might equally have to accept that what I am writing isn’t being read – not for any particular reason, but perhaps for no better reason that people haven’t the time.

My ego says, “Why bother, then?” BUT the Third Resolution requires me to provide that service in any case. And it occurred to me this week that the simple truth, for an individual as much as a business is – you can’t force people to subscribe to your services.

You can market, you can advertise (different, apparently), you can beg and cajole, but no-one can be forced to accept what you have on offer, even if HMG is moving slowly from ask to cajole to enforce in terms of the vaccine. (Conspiracy, moi?)

Particularly if you can’t convince them that they need what you’re offering. (Although convincing people they need something that costs more than they earn is whole other level of begging.)

Which I think is odd, because – and I’m going out on a limb here – most people know that they could be better than they are. We can all be better, and we all know it. But we pretend otherwise, and we certainly (and in monetary terms, perhaps justifiably) resist investing money and time in closing the Gap between what and where we are, and what and who we want to be.

Some people – yes, you know someone like it – would even violently (verbally or physically) fight anyone who suggests they could be calmer, more restrained individuals.

How big is YOUR Gap – the distance between your current emotional, physical, financial, spiritual and mental state, and your ideal? I digress. Mull over that question  later but, for now, let me get back on point.

Despite the fact that people don’t want your services today, or ever, there is great personal gain in carrying on trying. In maintaining professional and personal relevance, in keeping up with technologies and thinking in your field.

(Did you know, all thought leaders pretty much think what their predecessors have thought? They just put it differently. Fair dos, so do I.)

If you do that, the moment you are called upon to provide a service – you’re ready. You’re not embarrassed by ‘having to look something up’, to buying some piece of kit that supports your efforts.

As you may be aware, I teach advanced driving. You may appreciate that for the past 18 months that hasn’t been possible. So rust could set in. meanwhile, my qualification to do that is up for renewal next week. In preparation for that, I figured that I would hit the books and prepare. So I did.

And I discovered that I knew it for the simple reason that I practice it. It’s not just something I teach, it’s something I do. As I read the books I realised ‘I know this stuff’ because I review it constantly, not just before an examination process. (In fact, three years ago I got a call from a tester about a due retest, and he said, “How about tomorrow?” I was ready. I just drove as I now routinely drive. It wasn’t an exam as much as it was a demo.)

Keep up your service standards. You may get the opportunity to provide them sooner than you expect.

For more on this subject, read The Three Resolutions, available at AMAZON in paperback and Kindle formats.

Two kinds of Character – but not really.

15 Thursday Jul 2021

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I’ve stated before that I like to compare Stephen Covey’s material with that provided by other learned people, and here is another nugget I found.

In his book ‘The Only Way to Win’ (Hyperion, 2012) Author and coach to tennis stars Jim Loehr makes the observation that there are two kinds of character, although when he explains he is talking about two types of characteristics.

He writes about Performance Characteristics, and Moral Characteristics. He provides examples of each, suggesting that Performance Characteristics relate to excellence, resilience, perseverance, self-control, bravery, commitment, positivity and so on. Moral characteristics include truthfulness, kindness, honesty, gratitude, patience, respect and so on.

Next, he proposes that the Performance Characteristics are external – they tend to promote and provide external results, results that are dependant upon others in the sense that doing them requires they be done for others, and they require relationships to make them work. They tend to be ‘doing’ characteristics, in that without visible action they have no meaning.

Moral characteristics are internal – they relate to the value we place upon, and the relationships we have with, ourselves. They tend to be ‘being’ characteristics, where their invisibility doesn’t matter because ‘we know’.

The problem, opines Loehr, is that while society rewards performance character, a lack of moral character underpinning it creates the Madoffs, the Epsteins, the Nixons, and so on. Performers are great, until their corrupt morals muck it up for everyone, including themselves.

The Second Resolution, written about in the early 1970s by Covey, speaks of the desire to overcome pride and pretension using Character and Competence. Isn’t Loehr just repeating what Covey says, but in different words? Performance Characteristics relate to Competence, while Moral Characteristics relate to Character.

I am not saying Loehr poached Covey’s idea! What this reflects is two things – first of all, great minds always come to the same conclusion when independently exploring the same material. And second – it underpins the fact that the findings are correct, universal, external and timeless truths.

Loehr applied his philosophy to developing moral character in his tennis prodigies as much as he ever did their tennis competence. In fact, moral character was his main focus. John Wooden, famed US Football Coach, did the same with the young people he coached. Both created winnners, but winners with a higher purpose than self- aggrandisement.

Are you a winner? If so, great. But if you are a winner at someone else’s expense, shame on you. I’m not saying competition isn’t good – it is. When I suggest ‘someone else’s expense’ I am talking about whether your objective is ‘Me Me Me’ or a genuine effort to be better so that others may be entertained, or so that your greater purpose can be achieved, e.g. teaching others. Andre Agassi ( a Loehr trainee) said that it wasn’t until he decided to use tennis as a means to find efforts to teach others and develop young people, his game was never right. In fact, he credits his resurgence with that realisation – that serving others (moral) was a better motivation than any self-serving goal (performance).

In essence, the Moral (Character) serves the Performance (Competence), but it is the former which matters most of all. If Agassi hadn’t been tennis seed No 1, then his later revelation would still have made him a great teacher.

You don’t have to be famous to be successful. But you really do need to ‘be’ your best, perhaps more than ‘doing’ your best.

For more about The Three Resolutions, listen here:

Or read the book, available from Amazon HERE as a hard copy or HERE in Kindle format.

Wipe away the Tiers with Proactivity

17 Thursday Dec 2020

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What a mess we are in, and what a mess the authorities seem to be creating. I don’t know whether they are right to create fear about a virulent flu that is a threat, whether this is a gross over-reaction to an annual event (and will happen every year for the foreseeable future), or whether it is a failing effort to reduce greenhouse gasses using the annual plague as an excuse. All I do know is that it is creating havoc for people, like me, who ‘make plans’ only for the prevailing rules to change 24 hours later. And I am lucky – I have no business or formal employment to worry about.

I don’t want to get caught up in the stats and how they are skewed and interpreted to suit. An increase in ‘cases’ resulting from an increase in ‘positive tests’ which results from massive testing doesn’t tell you/me how many cases have required action above going to bed for a few days. No, this blog is about how to respond to these inconveniences.

Proactively.

Whatever kind of challenge presents itself, it creates a psychological anguish that is representative of the gap between ‘what should have been’ and ‘what now is’. It means that we believe that what we had under control is, for the moment, outside of our control. The key to an effective response is to decide to act within that gap, using our God-given personal endowments.

You see, whatever happens, we can control our response if we decide to do so. We tend to default to ‘Poor Little Old Me’ (PLOM) in the first instance because the change imposed upon us creates work, in the sense that as we can’t do what we intended, we have to apply mental effort – and occasionally physical effort – to regaining the control we had. But that’s life. We do it every day, but most days we are immune to the PLOM effect because we are familiar with that particular inconvenience.

Three days ago I booked an event in Kent which I know would go ahead because despite that area’s Tier3 status they were still holding events of the kind I’d booked. Then yesterday, the local authority where I live changed its rules and threatened to cock things up here, instead.

Initially, despondency. Then a moment of clarity and the decision to explore with the event’s organisers whether I can change my date and pay a slightly increased fee for a later, less threatened date. If they say No, I have a choice – wait and see what happens the week before the event (when the Tier gets reviewed as planned) and comply. Or, yes, I can choose to go in any case. If there are penalties, then I can choose to pay them. It’s up to me.

And that’s the other abiding truth. We can decide how to respond to any imposition or event that affects us. But we can’t choose the consequences. They are outside our control. We can anticipate and plan for the consequences we reasonably expect will occur as a result of our choice, but we can’t guarantee them. So (for example), in the event that I would have to bend the law to execute on my plan and go anyway, I can choose to risk the authorities’ wrath. Or I can decide to comply, wear the relatively cheap cost of not being able to go, and start a revolution instead. (I am soooo miffed.)

If you think you have lost control of events, simply decide to take it back.

Look at the event and consider alternatives. Talk to people, ask questions, and despite advice to the contrary look for loopholes that will enable you to come through on what you intended. That’s why they are there – to exercise the mind, to beef up your initiative, to make you better.

Or you can just be miserable. ‘Cause that’s easy.

By all means. explore the purchase of my book. No pressure.

When over-focusing won’t work.

08 Thursday Oct 2020

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“The key to meeting an unmet need is in addressing, not ignoring the other needs.” Stephen R Covey.

It is widely acknowledged that we humans have four needs. Various writers have jiggled with them, added some, changed the terminology and so on, but for the purpose of this article I’ll use Covey’s four – the physical (food, drink, rest, exercise), the social-emotional (relationships), the mental (intellectual growth) and the spiritual (meaning). Covey opines that so often, when one of these needs is unmet we tend to address that gap it by only focusing on that area – for example, by exercising passionately when we need to lose weight. This can work, of course it can, but what about the other needs that are being minimised or even ignored while you sit and sweat on the exercise bike? Are you ignoring your spouse? Are you moving forward on your other, important goals? Are you ignoring professional development? Are all these areas suffering because of your manic focus on the ‘one problem’ you have identified? The answer is often Yes.

To the same degree, I decided to explore The Three Resolutions. In my book I describe how they present a progressive self-development from self-discipline and self-denial, through competence and character, to the achievement of a self-identified purpose through service to others.

I consider they confirm Covey’s thinking. My life’s experience is full of examples of people who focus in one or two areas identified in the Resolutions, and yet remain oblivious to the fact that their singular focus in one area prevents them becoming the best that they could be. (Of course, I also have examples of great successes who, coincidentally, demonstrate compliance with all three.) Athletes who excel – and then we find they used performance enhancing drugs. Amazing singers – whose hypocrisy about green issues gets laid bare when they buy a plane ticket for their hat. Dedicated politicians – whose expense claims render them untrustworthy.

For me, as for Covey – and I’ll be candid and say I ain’t no perfect example either – the finest expression of greatness is seen when all Three Resolutions are addressed, and when all three are addressed simultaneously. When we utilise our self-discipline to empower our competence, which is founded in great personal character, and serve others for a worthwhile purpose.

You can train in each area separately, but success in each enables success in all of the others.

So, just as Covey suggests with his needs, consider this: when you have a problem or personal challenge, don’t just think which ONE of the Three Resolutions you need to address: think how you could address that issue with all three.

Not fit enough? Don’t just hit the bricks (discipline) – research fitness (competence), train with and help others (service), and do so with dedication (character).

Don’t know enough? Don’t ‘just’ study (discipline) – carefully identify what you need to learn and set about it (competence), resist others’ invitations to take unnecessary breaks (character), and teach as you learn (service), which enhances that learning.

Want to serve others but don’t know how? Consider and understand your needs, capacities and competencies (character/competence), identify what service you can provide (purpose) and then learn ways of using that before allotting time (discipline) to providing the optimum service to the best effect.

You can be the buffest, prettiest, strongest, fittest, shiniest narcissist in the gym – but you won’t get the respect you’ll get if it’s all about you.

Exercise all the Resolutions. The best among us have shown you this works.