100 Ways to Motivate Others : How Great Leaders Can Produce Insane Results Without Driving People Crazy

overcome
them. They imagine a Rambo figure
who can overcome any odds and can fight off 50 or 100
people at one time if he has to, because he is so strong in

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Sample Chapter 1: “Taking Your Power Back”
his ability to overcome. Our national macho mythology nur-
tures an image of a guy who is really muscular and adept at
fighting. So we build into our culture and collective psyches
the idea that “If I only become stronger, if I only work out
harder, if I only run more miles, or go to more seminars, or
push myself harder, then I’ll finally become strong enough
to deal with the issues my team is facing.”
But the opposite is true. If you want a strong mind,
you must learn to quiet your mind. If you want real power,
you must learn to let go.
Doing this will eventually make you incredibly pow-
erful. Not so strong that you can lift hundreds of pounds
of weight at one time, but strong in a different, deeper way.
So strong that you can discipline your mind and discipline
your thoughts to let go of anything that isn’t serving you. So
strong that your people draw their strength and calm from
you—from just being with you! You don’t have to say any-
thing for them to feel how peacefully powerful you are. They
warm up to your vision, and teamwork begins to emerge of
its own accord. It’s being inspired to happen, instead of
forced to happen.
No more team-building seminars
Companies often ask me for a seminar in team-building.
I don’t give them anymore. I know that if people are not
performing and communicating with team spirit it’s not a
team-building issue, it’s a leadership issue.
I am very direct with the manager asking for the train-
ing. I want him to see that great leadership will create a
culture in which teamwork will simply grow. They don’t
need teamwork training. The manager himself needs hands-
off leadership training so he can learn to mentor success
instead of trying to impose productivity.

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Steve Chandler and Duane Black’s 
The Hands-Off Manager
If you are a newly enlightened manager you have be-
gun with a shift in awareness. You’ve pulled your power
back from the external world of form to the internal world
of energy. You now know how to shift your awareness up
and over the bothersome event so that you can see an-
other path to take.
You cannot be attacked from this lofty position. Even
if people say negative things about you, you don’t end up
giving your power to them. You keep it in yourself. “Nega-
tive” occurrences don’t bother you so much anymore be-
cause you simply use them for practice. You actually gain
strength from them.
Is it a tough discipline? Yes! It may be even harder than
working out with weights. Because, at first, it’s so counter-
intuitive. It goes against our whole upbringing and training.
Learning the inner game
When you study people in history who knew the se-
cret of inner allowing versus outer overcoming, you find
that they usually had long, happy lives. Bernard Baruch,
who died in 1965 at the age of 95, was an American finan-
cier, stock market and commodities speculator, statesman,
and presidential adviser. After his success in business, he
devoted his time to advising a range of American presi-
dents including Woodrow Wilson and John F. Kennedy on
economic matters for more than 40 years. Baruch was highly
regarded as an elder statesman. He was a man of immense
charm who enjoyed a larger-than-life reputation that
matched his considerable fortune. Baruch is remembered
as one of the most powerful men of the early 20th century.
Asked about his long life and success, Bernard Baruch
said he discovered the key when he was younger. He said,

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