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Example of Logos:

"However, although private final demand, output, and employment have indeed been growing for more than a year, the pace of that growth recently appears somewhat less vigorous than we expected. Notably, since stabilizing in mid-2009, real household spending in the United States has grown in the range of 1 to 2 percent at annual rates, a relatively modest pace. Households' caution is understandable. Importantly, the painfully slow recovery in the labor market has restrained growth in labor income, raised uncertainty about job security and prospects, and damped confidence. Also, although consumer credit shows some signs of thawing, responses to our Senior Loan Officer Opinion Survey on Bank Lending Practices suggest that lending standards to households generally remain tight."

The Economic Outlook and Monetary Policy by Ben Bernanke. August 27th, 2010.
http://pathosethoslogos.com/

IMAGE: http://www.theatlantic.com/business/archive/2012/12/ben-bernankes-secret-message-to-congress-more-stimulus-please/266594/

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Example of Pathos:

"I am not unmindful that some of you have come here out of great trials and tribulations. Some of you have come fresh from narrow jail cells. And some of you have come from areas where your quest -- quest for freedom left you battered by the storms of persecution and staggered by the winds of police brutality. You have been the veterans of creative suffering. Continue to work with the faith that unearned suffering is redemptive. Go back to Mississippi, go back to Alabama, go back to South Carolina, go back to Georgia, go back to Louisiana, go back to the slums and ghettos of our northern cities, knowing that somehow this situation can and will be changed."

I Have a Dream by Martin Luther King Jr. August 28th, 1963.
http://pathosethoslogos.com/

IMAGE: https://justgeneo.wordpress.com/2015/02/19/for-1000speak-on-compassion-and-nonviolence/

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Example of Ethos:

"I will end this war in Iraq responsibly, and finish the fight against al Qaeda and the Taliban in Afghanistan. I will rebuild our military to meet future conflicts. But I will also renew the tough, direct diplomacy that can prevent Iran from obtaining nuclear weapons and curb Russian aggression. I will build new partnerships to defeat the threats of the 21st century: terrorism and nuclear proliferation; poverty and genocide; climate change and disease. And I will restore our moral standing, so that America is once again that last, best hope for all who are called to the cause of freedom, who long for lives of peace, and who yearn for a better future."

Democratic Presidential Candidate Acceptance Speech by Barack Obama. August 28th, 2008.
http://pathosethoslogos.com/

IMAGE: http://ladydeelg.com/2014/11/thoughts-obamas-immigration-action-speech/

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Logos or the appeal to logic, means to convince an audience by use of logic or reason.

To use logos would be to cite facts and statistics, historical and literal analogies, and citing certain authorities on a subject.Logos is the Greek word for “word,” however the true definition goes beyond that, and can be most closely described as “the word or that by which the inward thought is expressed, Lat. oratio; and,  the inward thought itself, Lat. Ratio. (1) The word “logic” is derived from logos.

Logos can be developed by using advanced, theoretical or abstract language, citing facts (very important), using historical and literal analogies, and by constructing logical arguments.
http://pathosethoslogos.com/

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Pathos or the emotional appeal, means to persuade an audience by appealing to their emotions.

Authors use pathos to invoke sympathy from an audience; to make the audience feel what what the author wants them to feel. A common use of pathos would be to draw pity from an audience. Another use of pathos would be to inspire anger from an audience; perhaps in order to prompt action. Pathos is the Greek word for both “suffering” and “experience.” The words empathy and pathetic  are derived from pathos.

Pathos can be developed by using meaningful language, emotional tone, emotion evoking examples, stories of emotional events, and implied meanings.
http://pathosethoslogos.com/

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Ethos or the ethical appeal, means to convince an audience of the author’s credibility or character.

An author would use ethos to show to his audience that he is a credible source and is worth listening to. Ethos is the Greek word for “character.” The word “ethic” is derived from ethos.
Ethos can be developed by choosing language that is appropriate for the audience and topic (also means choosing proper level of vocabulary), making yourself sound fair or unbiased, introducing your expertise or pedigree, and by using correct grammar and syntax.
http://pathosethoslogos.com/

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Reward yourself with time to procrastinate. But "first things first."

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They laughed when I said I use Pomodoro technique ... But wh

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Source: http://www.michelemmartin.com/thebambooprojectblog/2015/08/how-to-find-time-to-grow-your-career-work-a-side-gig-or-do-anything-else-you-want-to-accomplish.html

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Source: http://www.michelemmartin.com/thebambooprojectblog/2015/08/how-to-find-time-to-grow-your-career-work-a-side-gig-or-do-anything-else-you-want-to-accomplish.html

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Source: http://creativesource.com.ph/try-stephen-coveys-secret-to-getting-things-done/

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I'm writing this from the kitchen table in my brother-in-law Doug Sutton's mountain lodge home on the snow-covered golf course of Huntsman Springs in Driggs, Idaho, on New Years Day. My family just left to go into town. John Huntsman, the billionaire, built this entire development. I'm told Steve Young and Glenn Beck have both stayed in this lodge.

It's a great place and time to reflect. The sun is just setting on the first day of the new year. It's time to get back to basics- Ken

Every year I stand up in front of my company, InsideSales.com, and talk about time management right before the new year. I usually do it in that slow time between Christmas and New Year's when everyone is trying to finish the year strong.

I just did it Friday again for the ninth time.

Time management is one skill universal to all disciplines of business and life. These skills decay without constant refreshers and over-compensation with process and systems. We all have huge goals to get organized, but much like our New Year's resolution of going to Gold's Gym, the parking lot is full in January, but by May it is mostly empty again.

Until you learn Level 5 Time Management... building habits of execution through recurring tasks.

I ran the inside sales department for Franklin Quest for four years when they were the biggest training company in the world. Our job was to fill up 200-300 seminars each month with 30-40 people who wanted the peace of mind of being in control of their lives. Time Quest was our best seminar back then.

Those were glory days.

We rubbed shoulders with Hyrum Smith, Stephen R. Covey, Denis Waitley, Ken Blanchard, and the trainer of trainers, Joel Weldon.

This was before Franklin Quest merged with Stephen Covey's company and became Franklin Covey. I hear they are doing very well under the leadership of Robert Whitman; he runs a tight ship. Today their seminar is The 4 Disciplines of Execution.

They live it.

My hobby has been watching over the shoulders of the greats, noticing the patterns, putting the patterns together, and trying to apply them in my life. I have noticed that there are many levels of time management:
Level 1 Time Management is Capture: Make a list.
Capture your random thoughts in one place so you don't forget. A dull pencil is sharper than two bright minds. And Evernote that syncs on my iPad, iPhone, and Macbook Pro is better than any dull pencil. My father is great at this. He learned it in the military.

Level 1 is where you manage your minutes.
Level 2 Time Management is Prioritize: Rank your list.
Once you have made a list of tasks, put them in order in which you want to get things done. Then get to work on your list by priority. The prioritization step takes time.

While at Franklin Quest we often surveyed people to find why they didn't prioritize: their answer was funny... it takes too much time.

Level 2 is where you manage your hours.
Level 3 Time Management is the Prioritized Daily Task List: Control the events of your life.
An event is the basic building block of time.

An event is a task with a date and time (a deadline) attached.

Franklin Quest taught us that controlling the events of our lives brings peace of mind. Their Productivity Pyramid built Long-Range Goals, Intermediate Goals, and Daily Tasks on a foundation of Governing Values.

What are Governing Values? They are what matters most in your life.

Anything you care about is a governing value. Good or bad.

Both Gandhi and Hitler had governing values.

I guess this level of time management would have helped them both be more productive. Society has judged their outcomes.

I remember we taught the story of how Ben Franklin outlined twelve values he deeply believed in. A Quaker friend of his looked them over and commented he really should add humility, so he did. He worked on one per week for thirteen weeks, then started over, four times a year.

At the end of his life he said he believed he achieved each of those values, except humility, but that one wasn't really his anyway.

Here they are:

He wrote a defining statement after each one. Click here to see what he wrote.

It's a good exercise right about now.

So how does the Productivity Pyramid work?

You set long-range goals, break them down into intermediate goals, and then break them down into bite-sized daily tasks which you write in your Day Planner.

Then you prioritize them A (must do), B (should do), and C (could do.) Then if you have time you put a rank order on your A's, B's, and C's with a 1, 2, 3, etc. This is highly efficient, and largely effective.

A Franklin Day Planner is one of the best time management tools ever invented. Many people are going back and using inserts to fit their iPhone, Android, or iPad into their trusty planner. The planner is still very good for managing tasks and taking handwritten notes. Electronic devices are great for scheduling and managing contacts but still struggle in tasks and notes.

My favorite app, Evernote, hasn't addressed tasks yet.

Level 3 is where you manage your day.
Level 4 Time Management is Week-at-a-Glance: Mission, Vision, Roles and Principles
I just listened again to 7 Habits of Highly Effective People by Stephen R. Covey, probably one of the most copied titles or headlines, and one of the most impactful books ever written. I love the Audible.com version so I can listen to his voice again. My Forbes tribute to Dr. Covey on the day he passed away is still one of my most commented articles... he changed people's lives all over the world in a way few have.

He promoted time management to a whole new level. He often spoke of Mission, Vision, Values, and Goals. But in fairness to Franklin, they had values and goals clear back in Level 3.

He added the fourth level or four quadrants to be exact:

The Quadrant Four Model is very powerful.

I won't spoil the read of either of these two landmark books, but the key is focusing proactively on Quadrant Two, important but not urgent, lessening Quadrant Three, not important but urgent, and killing Quadrant Four, not important and not urgent, by saying that all important word, "No."

Dr. Covey was a proponent of inside-out, or the 'character ethic,' ahead of outside-in, the 'personality ethic.'

Both are important, but first things first.

He believed in universal truths, he called them 'Principles.' They were a necessary addition to the agnostic and relativistic 'Values' of the Level Three disciples.

He argued we can't really break universal laws; we can only break ourselves against them.

No amount of argument will change the law of gravity as I slip off of a roof. Perhaps anti-grav belts will one day show us a higher law, but for now, gravity rules.

He also inserted the critical concept of 'Roles' into his model of time management. Roles warrant their own priorities in our model of time management. He warned we needed to find time for the important roles in our life: Husband, Father, Son, Partner, Friend, Citizen, Author, Self.

He warned of spending lots of time building a ladder only to find it is leaning against the wrong wall.

You have probably seen the example where you have a jar full of big rocks, a jar of pebbles, a jar of sand, and a jar of water.

It is an amazing visual demonstration to watch someone put the big rocks in first, shake the pebbles, and then the sand around the rocks, and then pour the water in on top and have all four jars settle together.

Four jars... into one.

Dr. Covey recommended that we begin the week with the big rocks. The important tasks that align with our roles and principles; we put them into our schedule first. Then we add the pebbles and the sand, then pour the water around to fit it all in, or not.

Remember, it's ok to say "No."

His New York Times Bestselling book ' First Things First,' along with A. Roger Merrill and Rebecca R. Merrill is a must read for anybody who is serious about time management.

Dr. Covey espoused effectiveness more than efficiency; getting the right things done at the expense of getting lots of things done.

Level 4 is where you manage your week.
Level 5 Time Management is Monthly: recurring tasks that build habits
I mentioned earlier that Franklin Quest and Covey Leadership merged into Franklin Covey. And now their flagship seminar is called The 4 Disciplines of Execution. The forward to the book is written by Clayton Christensen, one of my favorite thought leaders. It is about combining effectiveness and efficiency into execution in business.

It rocks... literally.

Execution is getting the right things done well, day in and day out.

The right things are those Quadrant Two actions, important but not urgent, that bring the most leverage, but are forever delayed by practicing procrastinators.

As an entrepreneur, these are the keys to a good business. These little daily drops into the reservoirs that sustain life when cash flow is uneven, growth unsteady, and morale suffers:

Making the calls

Answering messages

Balancing the books

Walking the floor

Testing the results

Hitting your numbers

Reporting back

Meeting with your people

Calling your customers

Listening to voicemail

Building relationships of trust

I first learned this lesson of life during two years as a Mormon missionary in South Carolina. Now an important caveat here, I'm not proselyting for my church, but I am advocating the development of daily habits. Habits shape us.

Later in life I learned from my mentor, Dr. Chauncey Riddle, that...

"Our religion is the sum total of our habits."

It isn't just what we think about, intend, or talk about...

It is what we actually spend our life doing that reveals who we really are.

One of my favorite quotes:

"Watch your thoughts; they become words. Watch your words; they become actions. Watch actions, they become habits. Watch your habits, they become character. Watch your character; it becomes your destiny." -Frank Outlaw

The Mormon, Muslim, Catholic, Jew, Hindu, Protestant, Agnostic, or Atheist would all fall under this same guideline when we are measured and weighed in the balance; whether the measure of good is God, conscience, society, or humanity.

It is only our actions that bring results.

The politics of the liberal, conservative, moderate, libertarian, or progressive are ultimately measured by whether we are full of mere political theories, or whether our words turn to action for the good of mankind.

In business, as an entrepreneur, or an executive, talk is cheap.

Key actions, leverage actions, actions that are pursued until finished... follow through... this is what matters.

In life, habits shape our character. The character of our business is its culture. And it is the recurring small things that shape a culture.

You see, these principles are extremely relevant...

So here is the key Level 5 question:

How do you discipline yourself to do those key important things every day that you know you should do?

This was especially hard to do as a missionary. You see, it wasn't a job. I didn't get paid to be there, in fact, I was paying my own way just to knock doors for two years in the humid summers of the Deep South. I'm from the heart of the Rocky Mountains; I grew up at 4500 feet above sea level.

This makes it especially hard to get up early every morning.

For the first few months I was up and down, like a rollercoaster.

Has your life ever been like you were on a roller coaster? How is it right now?

It was Ronald Pierce, the guy in charge of me, who taught me one of life's profound lessens... steadiness. He told me if I would do several things every day I would be steady through the day. I won't give them all away, but one was to get up early. Another was to end the day by writing in my journal; a form of 'debrief' of my day.

"Every day?" I asked? I knew I was sunk. Steady I was not.

I wanted to do it. He did it! I knew I had to find a way to overcompensate for my times of weakness. I needed a process, a system.

Bryan Tracy said,

"Character is the ability to follow through with a resolution long after the emotion with which it was made has passed."

I had an idea.

I went to the five and dime store and bought a large piece of poster board, a sharpie marker, and a yardstick.

I came back and marked a chart with roughly 60 columns and several rows.

I put 'Get Up on Time,' as the first row on my chart with 60 check boxes, enough for two months.

Then I added a couple of other items; read the scriptures, say my prayers, and ended with 'Write in Journal.'

I called it my 'Reservoirs' chart. I hung it on the inside of the door that went out of my apartment so it would just sit there in my path and bother me until I did my daily recurring tasks, and marked it.

I did OK for a few days, then a few weeks, and then I never missed.

Research we accessed while at Franklin Quest showed that it takes somewhere between 21 and 28 days to build recurring tasks into a habit.

After I had built all four daily recurring actions into habits, I dramatically improved in my steadiness. I seemed strong all the time. Then I added a fifth item, a sixth, a seventh. By the end of my two years I was checking 24 things on my chart every day. Writing a letter daily. Eating right. Exercising. Memorizing a paragraph a day.

When I got home I kept my discipline up for several months. I went into sales. The one thing I had learned how to do was to knock doors. I married my dear wife Crystal during the high point of my life. Slowly the cares of life, going to school, full time work, and raising a family crept in. I fell into a five year long dark time of my life.

One day my wife said, "You aren't the same person I married."

Wow. Shock to the system!

What happened? My reservoirs were empty.

Gone.

In fact, I had holes in my reservoir I needed to patch just to hold anything. I knew what I had to do.

I printed a new chart.

And this time I put things for me to build into habits and for my family to do together. Every night I had a checkbox for, "Read a Story to the Kids," and "Activity" where we played a short game like hide and seek. Every Friday I put "Date night with Crystal," and "Family Night with Kids" on Monday.

Then I printed a chart for work.

Be 5 minutes early

Check voice mail

Return email

Make 50 prospecting calls

Manage by walking around

Talk to 3 clients

Daily reports

Weekly meeting preparation

Things started to take off. My reservoirs started to fill. That was almost 20 years ago. I taught my teams to do the same. Daily Recurring Actions. Habits.

We became the fastest growing department at the second fastest growing company in America.

The darkness left. The roller coaster of life steadied out. We often read our favorite poem:
The Habit Poem
I am your constant companion.

I am your greatest helper or heaviest burden.

I will push you onward or drag you down to failure.

I am completely at your command.

Half of the things you do you might as well turn

over to me and I will do them - quickly and correctly.

I am easily managed - you must be firm with me.

Show me exactly how you want something done

and after a few lessons, I will do it automatically.

I am the servant of great people,

and alas, of all failures as well.

Those who are great, I have made great.

Those who are failures, I have made failures.

I am not a machine though

I work with the precision of a machine

plus the intelligence of a person.

You may run me for profit or run me for ruin -

it makes no difference to me.

Take me, train me, be firm with me, and

I will place the world at your feet.

Be easy with me and I will destroy you.

Who am I?

I am Habit.

That is Level 5 Time Management, where you manage your month ... your habits.

Stay tuned for Level 6, where you manage your quarter, your change, your character, and more.

Oh, and make it a great day, a great month, and a great year.

Author: Ken Krogue | Follow me on Google+
Summary of Ken Krogue's Forbes articles

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Level 5 Time Management: Beyond Stephen R. Covey And Ben Franklin

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I'm writing this from the kitchen table in my brother-in-law Doug Sutton's mountain lodge home on the snow-covered golf course of Huntsman Springs in Driggs, Idaho, on New Years Day. My family just left to go into town. John Huntsman, the billionaire, built this entire development. I'm told Steve [...]

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"Singletasking" (an American Management Association webinar) Very valuable resource to help with organizing your workday and work habits!

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"Singletasking" (an American Management Association webinar) Very valuable resource to help with organizing your workday and work habits!

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Top Online Training Courses in Management, Business, Communications | AMA

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View the top online training courses in Management, Business, Communications and more.

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TED Talk: Innovation and the Myth of the Aha! Moment. Dr. Linda Hill's take on interdependence in innovative organizations.

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Inspiration is often imagined as lightning striking, or a lightbulb flicking on in a person's mind. Linda A. Hill sees it very differently.

Hill is the Wallace Brett Donham Professor of Business Administration at Harvard Business School, where she studies organizational creativity and innovation. One of her chief findings to-date has been that magical "Aha!" moments of creative inspiration are actually exceedingly rare and almost never consistently come from one individual. Instead, Hill's research has shown that innovation and creativity are best accomplished through cooperation and regimented best practices, which she discussed in presenting to TEDxCambridge in 2014.

Hill's 2014 work " Collective Genius: The Art and Practice of Leading Innovation" is a kind of innovator's cookbook, a study and compilation of recipes for creativity employed by some of the world's most innovative organizations. On an episode of the HBS podcast The Business, for instance, Hill discussed how companies like Pixar demonstrate that while the creative process is usually messy and iterative, it requires a surprising amount of structure and funding to consistently facilitate.

Hill's work extends to leadership, as well, where she says it is now all but a requirement that company heads can think in visionary terms themselves, and inspire their teams to do so time and again.

Comments must be on-topic and civil in tone (with no name calling or personal attacks). Any promotional language or urls will be removed immediately. Your comment may be edited for clarity and length.

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Innovation and the Myth of the ‘Aha!’ Moment

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Professor Linda Hill takes a close look at what the best companies do to consistently enable innovation, and how leaders can inspire it.

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Short article: Guess Who Doesn't Fit in at Work

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Opinion | Guess Who Doesn’t Fit In at Work (Published 2015)

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Recruiters for top firms often define merit in their own image.

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Short article: Bottega Veneta CEO: Short-term decisions must mirror long-term goals

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Bottega Veneta CEO: Short-term decisions must mirror long-term goals

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Luxury brands’ core values must match their long-term goals if they wish to be successful and grow their market share in the current unstable economy, according to the Bottega Veneta CEO at the WWD Apparel and Retail CEO Summit 2011.

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Short article: 5 Big Reasons Not to Hire for Culture Fit

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Are you guilty of this, too?

You have a sparkling job interview. You discover a ton of things in common. Bringing this person onboard is a no-brainer. Later, their success fitting in only confirms what you already knew. You are pleased with your hiring prowess and your process.

I've done this. Sometimes, I still do this. I've resolved to quit for good. Here's why.

1. Consensus can be a cover up.

January 28, 1986, I was an eighth grader in rural Georgia holed up in my safe place-the library. Back then, middle schools didn't have computers, but they did have TVs. I was watching the Challenger launch. One of my personal heroes, Christa McAuliffe, was living the dream that smart women go places. The moment catastrophe struck, I saw what happens when big dreams are built on bad management.

Richard Feynman, another personal hero I met in that same library through his books, nailed the toxicity of the "consensus culture" within NASA at the time that was the root cause. He said in the report detailing what happened to Challenger:
It would appear that, for whatever purpose, be it for internal or external consumption, the management of NASA exaggerates the reliability of its product, to the point of fantasy.[9] . . . For a successful technology reality must take precedence over public relations, for nature cannot be fooled.[10]
2. Playmates rarely make for a sound company process.

Great companies in the making build the cultural muscle to thrive with actual diversity. Yet interviewers are often encouraged to prioritize looking for common personal connections, instead of digging for common values. This perilous short cut is called "culture fit."

Professor Lauren Riviera at Northwestern's Kellogg School of Management researches hiring bias. She finds this common trap that hiring managers fall into:
Interviewers look for a sense of connection, often seeking potential friends and "playmates" rather than those with the best work experience or job-relevant skills.
3. Behaviors do show values-but only if you know how to look.

Creating a culture of excellence requires knowing how to build hard won consensus-not "hardly won" affirmation because everyone already holds the same opinion. After skills are established, the interview should explore values through actions, not activities at face value. Consider the difference:

"You believe like we believe."

OR

If your hiring process discovers if "you believe like we believe," then you are working on a core values framework. If your hiring approach is to learn whether "you act like we act," then you are working on a culture fit hypothesis. Companies that love "Game of Thrones"' or "the Red Sox," prefer "wine down Wednesdays," or "in by eight," are all working with culture fit stereotypes, rather than with the clarity of defined core values.

4. "Like me, like you" is fertile grounds for discrimination.

Employee law attorney Casey Sullivan warns that, "cultural fit can quickly become a smokescreen for old-fashioned discrimination."

Consider the lawsuit against Twitter, which has a 70% male work force, 59% white. Tina Huang, an Asian woman, filed for discrimination based on gender, saying current employees hire and promote candidates who look and act like them. This is one case; there are more. You have to fight the natural urge to only hire people you feel personal connections with. Otherwise you run the risk of giving preferential treatment to "your type"-and opening the door to risk. So now that you are peeling away the admittedly cozy comfort of hiring people like you, what are you left with?

5. Core values trump culture fit.

If the Challenger team shared beliefs on critical issues like safety, that January morning may have turned out differently. Good to Great author Dr. Jim Collins offers a free core values questionnaire to help you figure out the core values at your company. He writes,
You cannot "set" organizational values, you can only discover them. Nor can you "install" new core values into people. Executives often ask me, "How do we get people to share our core values?" You don't. Instead, the task is to find people who are already predisposed to sharing your core values.
It's not that big a shift to move from "culture fit" to "core values" in your hiring processes. The most important thing is to be conscious of it. Culture fit is a cheap shortcut on the journey of getting what you really want-core values alignment.

When you interview, interview on core value fit, like Zappo's does. After a skills assessment, they company asks one question on each of its 10 "committable core values." The interviewer rates their perception of the core value commitment in that person after hearing their answer.

Bottomline: discover your culture's actual core values. Enshrine them. Then, hire them every chance you get.

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5 Big Reasons Not to Hire for Culture Fit

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Are you guilty of this, too? You have a sparkling job interview. You discover a ton of things in common. Bringing this person onboard is a no-brainer. Later, their success fitting in only confirms what you already knew. You are pleased with your hiring prowess and your process. I've done this.

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Webinar: The 5 Behaviors of a Cohesive Team

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The Five Behaviors of a Cohesive Team: Transforming Organizations With Teamwork (Wednesday December 2, 2015 4:00PM EST) on @Webvent - Association for Talent Development

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The World's Largest Talent Development Association

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Source: http://profitingwithpublicrelations.com/are-you-spinning-your-wheels-or-getting-the-right-things-done/

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Source: http://www.the-scrap-room.com/Digicards-InspirationalQuotes.html

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Source: https://behappy.me/shchedrina/the-significant-problems-we-face-today-cannot-be-solved-at-the-same-level-of-thinking-we-were-at-whe-609387

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Boats and boating--Equipment and supplies