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Take Control, Part Three


Take Control, Part Three

Your Control Problems Are Caused by Your Weaknesses with Starting, Changing or Stopping

“Franticness, helplessness, incompetence, inefficiency and other undesirable factors in a job are all traceable to inabilities to start, change and stop things.”

“No business can succeed unless it has been properly started, unless it is progressing through time or changing position in space and unless it is capable of stopping harmful practices and even competitors.”

“Thus the secret of doing a good job is the secret of control itself. One not only continues to create a job, day by day, week by week, month by month, he also continues the job by permitting it to progress, and he is also capable of stopping or ending any cycle of work and letting it remain finished.” -- L. Ron Hubbard
from The Problems of Work

To improve your control, you strengthen the part of control that is most difficult for you. To do this, start by identifying your weakest part. Which is most difficult for you: starting, changing or stopping?

Signs You Have Difficulties Starting Things

You have many ideas that you never implement. You make notes and even write down plans, but you never start them.

You may even obtain the material you need to do a job, but do not start it. For example, you buy the tools and materials to build a dog house, but never actually start to build the dog house.

You might have big goals, great plans or incredible dreams, but you never take that first step.

Signs You Have Difficulties Changing Things

You may take the first step on a work project, but you never get much done.

You might leave things incomplete. For example, you paint a wall with the first coat, but never get around to putting on the second coat.

You might follow the same routine you learned in school or have had for years, even though you know a better way exists.

You possibly make big resolutions every New Year and do well for a day or two. Yet you never really make the change.

Signs You Have Difficulties Stopping Things

You probably have bad habits that you cannot break. You might say, “I just can't stop myself.”

You may hate to throw things away, even if they are useless. Your closets are stuffed with worthless junk.

If you force yourself to finish a project, you are likely to leave your tools lying around as you hate to clean up after yourself.

If you are a boss, you take too long to fire employees, even though they deserve it. Stopping people, who are damaging your operation, may be difficult for you. You may also have a hard time ending bad relationships or forgiving people.

When you give a job or object to someone, you have a hard time leaving him or her alone. You can't stop possessing the responsibility or the object.

Signs You Are Fixated on Start, Change or Stop

Control is also difficult if you are fixated or obsessed with starting, changing or stopping things.

For example, you are constantly starting new programs or projects. Every week or so you start a new project or two. Unfortunately, they do you no good as you or your group cannot complete all the things you start.

Or you are constantly changing things. You do not like the way things are. You are never satisfied. Unfortunately, you end up changing things that should be left alone.

Or maybe you like to stop things a little too much. Your first reaction to any change is to stop it or end it. If you are a boss, you fire people too quickly. You throw things away you later need. Or maybe you feel like a police officer and constantly try to stop bad things from happening. Unfortunately, you end up stopping good things, as well.


1. Determine your biggest problem: starting things, changing things or stopping things.

2. Write down how you can improve this weakness this week.

3. As you make these improvements, notice how your control improves.

4. Keep working on your weakest areas until you enjoy more success.

When you can easily and effectively start, change and stop things when they need to be started, changed or stopped, you are in control

For more free assistance with your control skills, go to

Provided by as a public service to introduce the technology of L. Ron Hubbard to you.

Copyright © 2009 All rights reserved. Grateful acknowledgment is made to L. Ron Hubbard Library for permission to reproduce selections from the copyrighted works of L. Ron Hubbard.

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Take Control, Part One


Take Control, Part One

Like money or nuclear power, control can be used for good or evil. You can use it to harm, suppress or destroy lives. Or you can use it to help people, increase your income and improve the world around you.

Negative, destructive control gives control a bad name. Yet positive, constructive control is essential to successful living. No control over your job, family or life leads to failure.

When you are not in control of your sphere of operation, you feel stress, fear and frustration.

When you are in control, you make progress, enjoy your work and achieve success.

Taking better control of yourself, your time, career, business, equipment, computers, marriage, family, personal property, bad habits and so on, is much easier when you understand and apply these five facts about control.

1. Control is the biggest difference between success and failure.

2. Control consists of three parts: Start, Change and Stop.

3. Your control problems are based on your weaknesses with starting or changing or stopping.

4. If you try to control people or things outside your sphere of operation, you fail.

5. To succeed, you must let others control you.

In this first of five articles, we cover the first fact.

1. Control Is the Difference Between Success and Failure

"What is control?

"Whether one handles a machine of the size of a car or as small as a typewriter or even an accounting pen, one is faced with the problems of control. An object is of no use to anyone if it cannot be controlled. Just as a dancer must be able to control his body, so must a worker in an office or a factory be able to control his body, the machines of his work and, to some degree, the environment around him.

"The primary difference between 'the worker' in an office or a factory and an executive is that the executive controls minds, bodies and the placement of communications, raw materials and products, the worker controls, in the main, his immediate tools." -- L. Ron Hubbard
(The Problems of Work)

Consider two different restaurant owners.

Steve owns an Italian restaurant and Kate owns a French restaurant. Steve loves to chat with customers while Kate loves to improve her operations.

Steve hires an accountant to handle his bookkeeping while Kate stays late to figure out how to do her own books. Steve hires an attorney to write the employee policies and keep him out of legal trouble. Kate goes to a labor law seminar, writes her own employee policies and has a lawyer check it over.

Steve believes his personality will keep people coming back while Kate decides good food and well-trained servers will keep people coming back.

Steve has no idea how to cook, clean the kitchen or balance the books. He can only hire experienced people to do these jobs. He must bend over backwards to keep them on the job, despite their bad attitudes.

Kate and her cooks invent their own recipes and keep them in a book. Kate establishes checklists for the staff for setting up tables, cleaning and so on. She also enjoys training inexperienced cooks, servers and other staff.

Who is in better control? Who is making a better profit? If Steve's top people quit working for him, what will happen to his restaurant? If Kate's top people quit, what will happen to her restaurant?

Another Example

Two medical transcribers, Jill and Sue, are hired by a large hospital on the same day. They are expected to type medical reports explaining the patients' treatment so the hospital can collect its fee from insurance companies.

Jill decides to be a robot and simply type whatever is in front of her. One day, her computer goes down. She calls the technician and paints her fingernails until the computer is fixed. She has no idea what she is typing as she cannot understand the medical terms. She decides to just pretend it is a foreign language. She types every word placed in front of her without using the computer shortcuts. She produces 20 reports per day.

Sue wants more control of her position. As well as typing the reports, she learns about the computer. She reads the help screens to learn shortcuts in the program. She learns to copy and paste large sections of text and other time-saving actions. She produces 30 reports per day.

When the computer goes down, Sue carefully watches the technician and asks questions so she knows what to do next time.

Sue finds a medical dictionary in the storage room and starts to look up the terms in her reports. She buys lunch for a nurse so she can ask about medical procedures. She even listens to tapes about insurance code rules.

Who is in better control of her job? Of her career?

One day, Jill types a report about a one-year-old receiving treatment for Alzheimer's disease. She types it exactly and sends it to the insurance company. That same day, Sue is typing a report for a eighty-year-old man's immunization shot for chicken pox. She knows this is a mistake and sends it back to the nurse. The nurse realizes the patient names were switched.

Another day, Jill's computer goes down. She learns the computer technician is unavailable and asks to go home. Sue overhears the request and offers to fix the computer, which she does.

Who is the more valuable employee? Who should get the next promotion? If business slows down, who will keep her job?

Certain symptoms show how well you control your job.


10 Signs You Are Not in Control of Your Work
Easily fatigued or exhausted
Work area is messy and disorganized
Job is not interesting
Easily stressed
Need constant help
See no way to improve performance
Easily confused by others while on the job
Frequently think of quitting
Frantically react to emergencies
You cannot conceive of greater productivity

10 Signs You Are in Control of Your Work

Energized, motivated
Work area is neat and organized
Work is interesting and enjoyable
Feel challenged, not stressed
Effectively supervise self
Constantly looking for ways to improve
Rarely confused while on the job
Frequently thinking of more responsibility
Rationally respond to emergencies
You have good ideas for increasing productivity

On a scale of 1 to 10 with 10 being in full control, how well do you control of your job? Your home life? Your possessions? Your personal habits? Your success?


1. Make a list of all your duties, responsibilities and areas of your life.

2. Rate your control of each on a scale of 1 to 10.

3. Work out a plan to take a little more control of each.

For more free assistance with your control skills, go to

Provided by as a public service to introduce the technology of L. Ron Hubbard to you.

Copyright © 2009 All rights reserved. Grateful acknowledgment is made to L. Ron Hubbard Library for
ermission to reproduce selections from the copyrighted works of L. Ron Hubbard.


Take Control, Part Two


Take Control, Part Two
Control Consists of Three Parts: Start, Change and Stop

“Control consists entirely of starting, changing and stopping. There are no other factors in positive control. If one can start something, change its position in space or existence in time and stop it, all at will, he can be said to control it, whatever it may be. If one can barely manage to start something, can only with difficulty continue its change of position or existence in time and if one can only doubtfully stop something, he cannot be said to control it well, and for our purposes he would be said to be able to control it poorly or dangerously. If he cannot start something, if he cannot change its position in space, if he cannot stop something, then he is definitely not in control of it.” -- L. Ron Hubbard


If you are a boss, a parent or a leader, you know how difficult it can be to control others. Yet when you control people properly, they like it!

People feel satisfied when you control them properly. You start them, allow them to make changes and then stop them when they are finished.

“Jill, please bring me the red pen . . .” (Start) “. . . and put it right there.” (Change) “Thank you very much.” (Stop)

People do not like you to control them when you mess up any of the three points.

For example, if a business does not start its employees by telling them when they should arrive for work, people just start work when they get around to it. The late starters irritate the prompt starters. Some might not start at all. The business is a messy confusion.

So if you want to control a group or an individual, you need to give a clean “START” and then let them get on with it. “Everyone must be here at 8:00 AM for staff meeting. Not 8:01! We will start the meeting at 8:00.” Of course, you then make sure the meeting starts exactly at 8:00.


Once you start someone, you create problems if you prevent the change portion of the cycle. For example, you tell one of your staff members, “Dave, please sweep up this room.”

Just as he gets out the broom, you say, “Dave, you need to file these papers right now.”

After he files a few papers, you say, “Hurry Dave, go get me a box!”

You earn better cooperation if you let people complete the change without interruption.

“Dave, please sweep up this room.”


The final mistake you can make when controlling people is not stopping them. For example, you fail to notice they are done and do not acknowledge them for finishing. If you do not stop people, they may tend to keep working on the project indefinitely.

For example, you say, “You swept up the room very well.”

If you don't stop the cycle, you lose control. By cleanly stopping the cycle, you complete your control on that matter. People are now open to your next cycle of control. You are in charge.

When people discover that you cleanly start, change and stop them, you can ask and obtain more and more from them. You can give complicated instructions, long lists of tasks and major projects. They feel comfortable with your control as they know you will let them complete the work and acknowledge them when they are done.

Some people believe you need to use fear, force or threats to control people. The government and certain institutions get a bad reputation for using fear and threat. This type of control makes you feel like you are a slave.

A business manager runs into trouble when he tries the same type of control. His or her employees revolt!

Fortunately, you will find that using the information in this article will put you in much better control than fear, force or threats. Simply start, change and stop people, cheerfully, cleanly and consistently.


1. Write down the name of someone you want to control.

2. Write what end result you want the person to accomplish.

3. Plan how you will:
A. Start him or her
B. Allow or direct the needed changes or activities
C. Bring him or her to a stop

4. Finally, follow the steps of your plan.


1. You want to control your 10-year-old son, Joey. He gets upset when you tell him to clean his room.

2. You want Joey to clean up his room when you ask and without any drama.

3. You work out your plan.
A. You get him to agree on a time to start. “Joey, in 10 minutes, I'd like you to start cleaning up your room.”
B. You will direct the change part of the cycle by watching and helping, as needed. “You're doing a good job Joey. Let's look under the bed now . . . “
C. You acknowledge his good work. “Joey, that is a really clean room! Good job!”

4. You then follow your plan. Joey calms down, cleans his room and feels proud of himself.


1. The only person who understands your computer is also a jerk. Russ is constantly complaining about your old equipment.

2. The end result that you want is that Russ does his job without complaining.

3. You work out your plan.
A. You decide on how to get Russ to start. “Russ, instead of just showing up this week, can you start at 10:30 on Wednesday? Great.”
B. You plan on how to change Russ. “Russ, I know our equipment is old which is why we need your help. Instead of complaining, it would be great if we could just make it work, okay?”
C. You plan on how to stop Russ. “Russ, you did a great job. I'll take it from here. Thanks.”

4. You implement your plan with Russ. At first, he is resistive to your control. But you persist and gain small pieces of control until you are successfully starting, changing and stopping Russ. You are soon in control of the relationship.

So starting with step 1, who would you like to control?

Provided by as a public service to introduce the technology of L. Ron Hubbard to you.

Copyright © 2009 All rights reserved. Grateful acknowledgment is made to L. Ron Hubbard Library for permission to reproduce selections from the copyrighted works of L. Ron Hubbard.

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Take better control of your life with the TipsForSuccess coaching website at or click here.


Boost Your Success by Thanking People

Boost Your Success By Thanking People

"Approval and validation are often far more valuable than material rewards and are usually worked for far harder than mere pay." -- L. Ron Hubbard

In a Gallup Organization poll of 2,000 workers, 69% said praise and recognition from their bosses is more motivating than money. Four out of five workers said recognition or praise motivates them to do a better job. Despite this, most workers feel they are not properly recognized nor praised.

Studies by the US Army show soldiers improve their performance 90% of the time when praised and 30% of the time when criticized. But officers in the US Army still prefer to criticize and rarely praise anyone.

This principle proved itself once with a failing business that could not pay its staff. Instead of laying off employees or borrowing money to cover payroll, the new owner used validation and acknowledgement as "pay."

Every staff member stayed on board without financial pay for nearly two months. The morale of the group was tremendous. The operation became profitable and the staff was rewarded with money.

Thanking employees is an effective management technique. Every manager and executive must know how to show appreciation to deserving staff members. Good acknowledgments encourage better behavior and increased production.

Workers can boost their success by properly thanking their bosses and coworkers. If your leader and teammates do better, you do better. For example, successful sports teammates are constantly approving and encouraging each other, the louder the better! Enthusiasm is contagious.

Thanking people in your family or your friends can also create interesting results.

You can thank people in many ways.

Eight Ways to Thank People

1. Verbally and directly thank the person. Stop the person, look them in the eye, get their full attention. "Pat, thanks for straightening out those files."

2. Explain why you appreciate what the person did. Be specific. "I liked how you used the colored folders to make it easier for us to find files." "I'm amazed how you got little Bill to calm down and clean up his room.” "Ever since you upgraded my computer, I get my work done much faster!”

3. Expand your compliment. "The way you organize everything really makes it nice to work around you." "Ever since you came home, everyone in the family gets along better." "If you help me with my computer in the future, I'll get a raise!”

4. Give indirect praise. For example, compliment one person about another person. "Bob sure did a good job fixing my car!” "You know, Mary is one of the best friends I've ever had." "I think our boss is a fantastic manager.”

5. Defend the person. "You said Chris is too much of a perfectionist, but no one can organize things like she does." "If one of us was the boss, we'd have to be tough too." "Maybe you should say that to his face and not behind his back."

6. Ask for the person's help, opinions or ideas. Asking for advice shows that you value the person's intelligence. “Where is the best place to eat lunch?” "Could you give me your ideas about the parking problem?" “Any ideas of how I can earn more pay around here?”

7. Compliment their achievement. Become happy, even excited, about the person's accomplishment. "This dinner is really fantastic!" "That fish tank has never looked cleaner!" "Mrs. Jones was very happy after you met with her.”

8. Physical contact. Hand shakes, shoulder pats and even hugs can communicate your appreciation quickly and effectively.

Give it a try and thank someone today!

Provided by as a public service to introduce the technology of L. Ron Hubbard to you.

Copyright © 2009 All rights reserved. Grateful acknowledgment is made to L. Ron Hubbard Library for permission to reproduce selections from the copyrighted works of L. Ron Hubbard.

To subscribe, buy books, contact us or learn more about, click here.

For permission to copy, print or post this article, go to or click here.

Take better control of your life with the TipsForSuccess coaching website at or click here.


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