In order to be incredible, you first have to credible - to have people who trust you and your ability.

The winner of the 2007 TED Prize was awarded $100 000 for his wish of creating a world-class health system in Rwanda. He wrote the following to TED:

I wish you to help create a better future for Rwanda by assisting my foundation, in partnership with the Rwandan Government, to build a sustainable, high quality rural health system for the whole country.

Sounds incredible, doesn’t it?

But what if I told you the winner was Bill Clinton, ex-Commander in Chief of the United States of America? That’s credible.

When Richard Branson was in talks to sell Student Magazine to IPC Magazine, he shared his ideas for extending Student into a travel agency, bank, nightclub, hotel, train service, and airline with the board of directors. They thought his dreams were incredible and immediately backed out of the deal to buy his magazine. They didn’t want a loony guy running one of their magazine subsidiaries!

Now, over forty-years and eight billion-dollar companies built from scratch in eight different industries later, when Richard Branson speaks and outlines his plans for the future, people sit up and listen. Richard Branson is credible.

How credible are you to achieve your incredible goals? Work on your credibility, and you will achieve the incredible.

Go. Do it. Make a wish. Be wild! Be wise! Be audacious!

How much does your wish cost?

Can you afford it?
Then pay and do it.

You can’t?
Calculate how much you’ll need to achieve it, then pay and do it.

It’s free?
Go and do it!

1. Make sure everyone is clear about the meeting time and location.


2. If you are the one hosting the meeting, show up. Woody Allen has a quote, “80% of success is showing up.” If you’re the one calling the shots, and you’re not there - what’s everyone else meant to do?


3. Be on time. You’ve scheduled the meeting for a certain time, and everyone has allocated that time in their diaries. Something comes up at last minute? Unless it’s a real, unforeseen emergency which you had absolutely no control over, who cares? Think of everyone else. I’m sure they could have all thought of other things to do to occupy the time they spent waiting for you. Your being there makes a difference.


4. Always have an agenda. Plan out what you want to go on in the meeting, and what you want to get out of the meeting, otherwise, the meeting turns into conversations with no outcomes. People can have conversations with their friends - they don’t need to go to meetings for that. People go to your meetings because they’re inspired by your project, your vision, what they can get out of it, what they can contribute towards it, and because they want to cause something with you.


5. Have an end time. That way, people can have and plan a life outside of your meeting. Also, it’s so you don’t feel disheartened if 50 people come to your meeting initially, then filter out slowly until you’re left with 3 people at the end, and you’re left trying desperately to find a way to end the meeting (politely). Be straight about when you want people to be there, what you want them to do and when you want them to leave. That way, people know and are conscious of the deadline for achieving results in the meeting.


6. End on time. Even if you don’t have anything planned after your meeting, keep in mind other people might. Let people know beforehand if you’ve planned anything that involves them after the meeting. Otherwise, let people know when the meeting officially ends so that they feel free to leave without having missed anything important and so they don’t feel rude about leaving on time.


7. Take notes. If you say you’re going to do stuff, write it down so you don’t forget. That way, you won’t get a shock when you get an email asking you for your part of the project.


8. Fulfil on all your agenda items and come to a conclusion on everything. Remember, that was the point of you having the meeting in the first place. Don’t loiter around in indecision - weigh up all the choices, and if it’s not life-altering, come to a conclusion.


9. Decide on next actions. Allocate tasks to everyone. It makes them feel useful and a part of the project. Best way for people to really take on ownership of the project.


10. If it’s not essential, don’t hold a meeting.

If you tell people you are going to be at X location at X time, people take your word for that. If you’re not there, they decide that next time, you’re not reliable for being where you say you’ll be. If you tell people you’ll do something, people expect you to have done it by when you say you’ll do it. If you don’t, people rely on you less the next time around. If you give your word to things offhandedly, and then don’t fulfil on it. People see you as someone who throws your word around, but doesn’t get stuff done.

If you want to be seen as trustworthy, credible, reliable and powerful, it’s simple.

Be your word. Do what you say you’ll do by when you’ll say you’ll do it. Furthermore, deliver on the intention of what you say- do things wholly, completely and with integrity. That way, people will be able to relate to you powerfully, and your word will be powerful.

What is power? Power is being able to say whatever you want to say, whatever the situation.

If you don’t keep your word, don’t make yourself wrong. All there is to do, is to clean it up, so that your word may be powerful again. To clean up with people you first have to think about what you will put in place so that what you did doesn’t happen again. How will you do it differently next time? What’s going to make the difference? Once you’ve figured that out (and don’t take too long - life’s short) you say to them what you gave your word to, you say what you did, and then you tell them the structures you’ve put in place such that it’ll never happen again. If they get your commitment behind what you’re saying then they will forgive you and relate to your word powerfully again. If they don’t, don’t stress. Keep your word again and again and again and again and again… and show them!

Do you take a bold stand in how things are going to turn out?

Do you take responsibility for your actions?

Do you have an empowering context for what you are doing?

Do you stand for the honour of another?

Do you consistently perform at an outstanding level?

… Are you a champion?

Being the champion of a project, an organisation or a company is no easy feat. It requires you to take a bold stand in how you want things to turn out. If you’re dead-keen committed to the project, organisation or company working out, then no matter how many set-backs or failures you encounter, you’re going to keep going.

Being responsible for your cause is being willing to take on any consequences that your actions may incur. If you put your word to something, and don’t uphold your word like others would expect you would, acknowledge that and be with any consequences that that may cause. Be responsible for why you’re doing what you’re doing.

Why are you doing what you’re doing anyway? Do you have a reason that touches, moves and inspires you? Or is it all just mechanical for you? Have something which drives you, makes you want to see a project through to the end and motivates you. Your empowering context what will get you through the hard times, when everything looks like it’s going to fail, and see you through the project.

Providing service in whatever way you can to help others is standing for the honour of another. It’s being selfless when others are being selfish, giving when others are taking, nice when others are cruel and standing for justice rather than justifying your inaction.

Let your individuality shine for the world to see by creating with personality, humanity, passion and love. Then, you will create something that has never been created before, and your work will be outstanding.

And lastly, be on time. Champions are usually the first to arrive and the last to leave.