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others, engaged, involved, completely in the moment and connected. Level three listening is intuition. It’s when you
have your arms around the entire room, listening to everything that is going on everywhere. It’s a calm listening that
goes beyond words, where you actually use all the resources that surround you to anticipate what will happen. At
level three listening, even in the speed of events, there is a steadiness where you have access to the message of what
is really happening, you know what you know.
In these situations you’ll see that good leaders, looking at numbers that work and operations that seem flawless,
make the final decision based on their gut. This skill of using intuition comes from the subconscious, but it can be
improved through awareness and experience.

Self-Management
Despite claims to the contrary, in getting things done, time management is not the issue. It’s really a matter of
activity and energy management, that is, highest, best use of time. As I’ve said, it’s doing the right thing at the right
time. This requires
Sequencing. Seeing the best next steps can be the most important quality of a good leader. Too many people get
all muddled in the process and bogged down with the details, or they get deluded by the vision and walk about
thinking big airy thoughts. A leader must have the ability to know what step to take when. But even leaders
get lost in the muck at times, and that’s why a great leader has great mentors and coaches who know when to
say “Whoa, wait a moment, here you go.” Circles are nice in geometry, but wealth builders look for straight
lines.
Timelines. In order to reach your goals, you need nonnegotiable timelines. I usually work with 120-day goals,
counting backward—which means tomorrow is day 119. Believe me, that gets you going.
Seeing real reward. The ability to see if each idea, or even each step, truly has, or will lead to, profit potential is
crucial. Ideas flow easily, but doing the work to make them happen is a whole other thing. It’s not worth the
effort if there’s no reward at the end, and a good leader should know if there is or is not potential for that
reward.
Catalyzing. Leaders have to be so certain about their sequencing capacity that they can insert suggestions or do
tasks that serve as a catalyst to get things done. Sometimes, leaders will notice that everyone is doing his or
her part, and doing it right, but in the wrong order. That’s when they need to catalyze and make sure that the
process gets in the right order. Catalyzing also means creating enrollment in the vision, seeing how people fit,
and aligning them so they feel significant in their role. Using language like “working with me” rather than
“working for me,” as well as letting people play the position they request, usually helps to create enrollment.
Compartmentalization. Many of us have a tendency to bleed the consequences of one situation into another.
You know what I’m talking about. It’s 9 a.m., you have a meeting, the people you meet excite you about an
idea or they anger you, you walk out of that situation, and into an 11 a.m. meeting, and that exciting news or
conflict from the first situation follows you right into that next situation. And either you spend the first 15
minutes distracted about it or you share it with the new people you’re with, but either way, the events of the 9
a.m. compartment have stolen minutes from the 11 a.m. compartment.

When you’re in activation mode for wealth building, you need to be efficient and productive. You need to
employ your self-management muscles and park the right issues in the right spots. Whatever it takes to do this,
taking notes, calling a trusted friend or accountability buddy in whom you can confide, or brain dumping your latest
and greatest ideas to a utility player on your team, just take care of it and put it aside. Then go into the next situation
clean. Meetings should be about driving for an outcome and next step. If you don’t leave a meeting moving forward,
then all you’ve done is had a nice chat.

Future Pacing: Staying a Step Ahead of Yourself
An essential quality of leadership is the ability to see the future and design your approach in a manner that will take
full advantage of the future envisioned. This means proactive guidance and initiating action as opposed to reacting
to whatever occurs. A leader is in front of the situation, not catching up to it, and anticipating, so that surprises don’t
drop out of nowhere. As a leader it’s your responsibility to look at both current events and future possibilities. If you
are investing in a specific sector, you need to lead your team toward the trends and currents of that sector. If you are
buying real estate in a certain geographic area, you should know the future of that area. If you are directly building a