BRAND Archetypes through lens -Indian-Brands

There has been so much already written about brand archetypes and this is certainly not one more of those articles. In fact, this is rather a personal discovery, one which I wanted to share with you.

It all started in one of the branding workshops that we conducted. We introduced a client to the concept of brand archetypes and recommended one that would reflect the brand’s personality. There was a healthy debate/discussion around the same. It was important that everyone was convinced that it was the right fit for the brand. 

In the process of arriving at a consensus, one of the tasks that we set out to do was to look at the archetypes that Indian brands fit into. Researching this was an arduous task because there was hardly any material.

This is the culmination of that journey, an honest attempt to decode the archetypes of different Indian brands. Hopefully, this will help SMEs and start-ups to relate their brands to the archetypes with an Indian context.

For the uninitiated, a short recap of ‘Brand Archetypes’.

Simply put, Brand Archetype is a tool used to develop the character and personality of a brand; and finding the right archetype is critical for building a brand identity that is unique, relatable and consistent. In a crowded or saturated market, a strong brand archetype can be the differentiation you are looking for. 

12 Brand Archetypes 

Universally, there are 12 Brand Archetypes. Here is a snapshot of each one of them with examples of Indian brands.

The Innocent

Innocent brands are simple, optimistic and happy. They are honest and see the good in every situation. Easy to trust, these brands are authentic in everything they do, bringing back nostalgic memories. 

Examples: Paper Boat, ID Fresh Food, Himalaya Face Wash, Fabindia, Parle-G, Titan Watches, Natural Ice Cream, Forest Essentials, Craftsvilla, Pure&Sure

The Sage

Sage brands are wise, truthful and knowledgeable. They are curious about the unknown and once they gain knowledge and wisdom, they like to share it with the world. They are trustworthy and dependable sources of information.

Examples: IIM, IISc, Medimix, Tata Sky, Magzter, The Hindu

The Explorer 

Explorer brands are outgoing, adventurous and brave. They are constantly on the lookout for new experiences, discoveries and new paths, and are brave enough to choose the untrodden path. 

Examples: Royal Enfield, Wildcraft, Thumbs Up, Flying Machine, Mahindra Jeep, Nivia Sports, Gini&Jony

The Outlaw

Outlaw brands are unconventional, wild and rebellious. They neither conform to the rulebook nor do they adhere to social norms. They believe in challenging the status quo and changing the name of the game. 

Examples: Fast Track, TrulyMadly, Poppuri, Happily Unmarried

The Magician

Magician brands are driven, charismatic and visionaries. They bring magic into your life by making your dreams come true. They offer transformative experiences by thinking outside the box.

Examples: Flipkart, Taneira, Allen Solly, Santoor, Paytm, Raymond, Titan Eye Plus, Axis Bank, Lakme, FreshDesk, Education Design International

The Hero

Hero brands are inspiring, determined and courageous. They motivate everyone to overcome challenges and push their limits. In the process, they empower them to realise their goals. 

Examples: Infosys, Airtel, Biocon, Zoho One, HDFC Bank, MRF Tyres, Van Heusen

The Lover

Lover brands are passionate, emotional and sensuous. They are, at one level, about romance and intimacy; but they are  also about bringing people closer together and celebrating all kinds of relationships. 

Examples: Fiama Di Wills, Monte Carlo, Tanishq, Manyavar, Nalli Silks, Moods condoms, Rupa, Woo

The Jester

Jester brands are fun loving, playful and energetic. They are here to bring a smile on everyone’s face and to spread joy in the world. They believe in living life to the fullest.

Examples: Gold Spot, Frooti, Chlormint, Bisleri, Bira 91, Chumbak, Bewakoof, Zomato, Fevicol

The Everyman

Everyman brands are relatable, honest, humble and authentic. They appeal to the masses and do so without being pretentious. They are down-to-earth and foster a sense of belonging among people.

Examples: Amul, SBI, LIC, Peter England, Cinthol, Max fashion, Nirma, Oyo Rooms, Jio, Sonata

The Caregiver

Caregiver brands are compassionate, strong and generous. They are here to serve people, take care of them and to protect them. They want to make people feel secure and nurtured.

Examples: Taj (Hospitality), Hamam, Mysore Sandal Soap, Parachute Coconut Oil, Aashirvad Atta, Reva, Amrutanjan, Berger Paints, Dabur Chyawanprash, Dabur Vatika Hair Oil, Good Earth, Bombay Shaving Company, Heads Up For Tails

 The Ruler

Ruler brands are powerful, authoritative and articulate. They believe in creating order out of chaos and making the rules. They are naturally dominating and command exclusivity, status and do not settle for anything but the best.

Examples: Louis Phillipe, Vistara, Xylus, Andamen, Blue Tokai

The Creator

Creator brands are innovative, daring and authentic. They have a vision and want to solve problems by creating products that are a manifestation of their self-expression and imagination.  

Examples: Sabyasatchi, Asian Paints, HiDesign, La Opala, TBZ, Flipkart, Funskool, Havells, Wipro, Anokhi, Nicobar, Nykaa, Maverick&Farmer 

 Disclaimer: This is purely a personal view and restricted to Indian brands. Please feel free to voice your opinion on the same.

 

Build a Family Business That Lasts Companies that endure do these five things right

 Summary.   

Judging from how they’re portrayed in the media, it would be easy to dismiss family businesses as hotbeds of power-playing, backstabbing, and favor-currying, ultimately destined to fail; think of the Murdochs and News Corp, or the Redstones and National Amusements, to name just two. But many family businesses have enjoyed success for decades, even centuries. The authors explore five aspects of ownership that are crucial to whether a family business thrives or perishes: the type of ownership (whether a sole owner, a partnership, or another arrangement); the governance structure; how “success” is defined; what information the owners will (and won’t) communicate to other family members and stakeholders; and how to handle the transition to the next generation.

Given their portrayals in the media, it might be easy to dismiss family businesses as hotbeds of power playing, favor currying, and back-stabbing—preoccupations that can hurt the company, the family, or both. Think of the Murdochs and NewsCorp, or the Redstones and National Amusements, to name just two. But despite the headline-grabbing tales, many family businesses have enjoyed success for decades, even centuries. For instance, the Italian winemaker Marchesi Antinori, established in 1385, has thrived as a family business for more than 600 years. Similar examples can be found across the globe just within the alcohol business; they include Gekkeikan in Japan (founded in 1637), Berry Bros & Rudd in the United Kingdom (1698), and Jose Cuervo in Mexico (1795).

So which is it? Are family businesses prone to dramatic implosions, or are they some of the most enduring companies in existence? The answer is both. They can be much more fragile or much more resilient than their peers. Given that family businesses—companies in which two or more family members exercise control, concurrently or sequentially—represent an estimated 85% of the world’s companies, ensuring their longevity is essential. The United States alone has 5.5 million of these businesses, which employ 62% of the workforce, according to the research and advocacy group Family Enterprise USA.

To explain the difference between those two fates, we’ll delve into an area rarely explored in business schools or the media: the impact of ownership on a company’s long-term success. Ownership of any asset confers the power to fundamentally shape it. Think of a professional sports team. Within the rules of the league, the owner has the right to make essentially every important decision, including whether to fire the coach, which players are on the roster, where the team plays, whether the franchise seeks to maximize wins or profits, and whether and when to sell it. The teams with the best track records have great owners at the helm. If your favorite team has an ineffective owner, you are probably doomed to disappointment.

The owners of family businesses wield profound decision-making power. We know of sizable companies in which not a dollar can be spent without their approval.

In a widely held public company, the owners are mostly investors. Their influence is limited. They typically let the board and management run the business; when dissatisfied, they “vote with their feet” by selling their shares. Ownership of a family business could not be more different. It rests with a relatively small number of people, who are related. Their ability to shape the company is profound and is itself shaped by their relationships with one another. That’s a potent mix, creating the extraordinary highs and lows we see daily in our work advising the owners of family businesses.

Five core rights accompany family ownership—the right to:

• Design: What type of ownership do you want?
• Decide: How will you structure governance?
• Value: How will you define success?
• Inform: What will—and won’t—you communicate?
• Transfer: How will you handle the transition to the next generation?

Understanding and effectively exercising these rights can lead to long-term success. Misunderstanding or misapplying them can destroy what a family has spent generations building. In this article we explore the five rights and offer battle-tested approaches for exercising them well.

What Type of Ownership Do You Want?

Family businesses are often lumped together as if they were all the same. But four fundamentally different types exist, distinguished by who can be an owner and how owners share control. If you want your family business to last for generations, you need to understand the characteristics of your type and the strengths and challenges associated with it. The choice of ownership type isn’t a mere legal formality; it can define or restrict various members’ involvement and may loom as an unrecognized source of conflict.

Sole owner.

One family member owns the company and is responsible for all decisions. This works best when the business requires decisive leadership and creates enough liquidity to satisfy nonowners (or when nonbusiness assets can do so).

The French cognac maker House of Camus has had a sole owner since its founding, in 1863. In each generation, one member leads the company, buying out siblings’ shares. The current owner, Cyril Camus, says this model has been essential to the firm’s longevity. With no siblings or cousins involved, family conflict around the business is rare. Sole ownership has downsides: Succession becomes a central issue, which may be decided according to merit (as assessed by the current owner) or assigned by primogeniture or a similar rule, and the owner must wrestle with what benefits to extend to other family members. This model can be risky, because much of the family’s capital and talent exit in each generation.

Partnership.

Ownership is restricted to family members actively working in the business. This allows for multiple perspectives and requires clear rules governing how people can join or leave the ownership group and what benefits accrue to nonowners. The German-Dutch Brenninkmeijer family, sixth-generation owners of the clothing chain C&A, have chosen this type. Children of current owners are admitted to the partnership on a competitive basis, after a rigorous evaluation and an apprenticeship. Like sole ownerships, partnerships keep family owners highly engaged but can be vulnerable to the loss of capital and talent. They are typically more resilient because they don’t rely on just one leader, but they may face conflict over who is admitted to ownership.

Distributed ownership.

Any family member may be an owner and participate in decision-making. This works well when most of the family wealth resides in the company, when it is mandated by law, or when it is expected by family culture. The Brazil-based conglomerate Votorantim has this type of ownership: In each generation, family members pass down their shares, usually evenly. With no need to buy out nonowner members, distributed ownership can keep family capital tied to the business. But owners may vary in engagement; aligning their interests and defining decision-making norms can be challenging, and resentment about “free riders” may arise if some are operating the business while others are “only” investors. Big problems may crop up if some members of the family want to cash out; having a clearly defined exit ramp reduces that risk.

Concentrated ownership.

Any family member may be an owner, but a subset controls decision-making. This works well when decisive action is required despite a multiplicity of owners, and it mitigates some of the challenges of distributed ownership. But the question of who will exercise control becomes more complicated with each new generation. Vitamix, the 100-year-old manufacturer of high-performance blenders, operates this way. Shares are passed down to descendants, but in each generation the CEO must own or control a majority of voting shares. Although the owners aim for consensus on big decisions, the CEO makes the final call. One of the chief risks is conflict over who will lead. Another is the possibility that those not in power will lose interest and sell their shares.

Although hybrids exist, most family businesses fall into one of those four categories. (If a family business has some shares that are publicly traded, it may fit into any of them, depending on how the family has decided to handle its piece.) In a survey we conducted of family businesses of various sizes and across numerous industries and geographies, we found that 13% had a sole owner, 24% were partnerships, 36% had distributed ownership, and 27% had concentrated ownership.

The type of ownership needn’t be a static choice. Be on the lookout for the need to make a change, which may arise when the next generation is joining, when the size or complexity of the business alters significantly, or when you’re bringing in outside leaders. The Antinori winemaking family had a sole owner for 25 generations: Control passed to a male descendant, keeping the business and associated land united. But Piero Antinori, who took the reins in 1966, has three daughters and no sons. He opted for a three-way partnership to succeed him.

How Will You Structure Governance?

The owners of family businesses wield profound decision-making power. We know of sizable companies in which not a dollar can be spent without their approval. When this power is channeled appropriately, it confers a major competitive advantage, facilitating the nimbleness needed to capitalize on opportunities as they arise. Many family business leaders we know can make big bets at a moment’s notice, without having to run decisions through multiple layers of management and bureaucracy. “Speed of response is becoming more crucial, and we can put large projects to work quickly,” says Alexandre Leviant, the president of the specialty chemical conglomerate ICD, which his father founded in 1952.

But if that power is wielded ineffectively, the business will suffer. Some owners exercise too much control, stifling innovation and making it hard to attract and retain great talent. Others step back from major decisions, leaving a vacuum that may be filled by executives looking to their own interests. We saw a number of family businesses nearly destroyed when decisions were left to nonfamily managers who wanted to run the company down and buy it at a fire-sale price.

Governance in a family business is all about finding a middle ground between micromanaging and abdicating responsibility, and it becomes more challenging as the family and the business grow. We suggest a simple framework to guide decision-making: the four-room model. Imagine your business as a home with one room each for the owners, the board, management, and the larger family. The owners set high-level goals and elect the board; the board oversees the business and hires (and if necessary fires) the CEO; and management recommends business strategy and directs operations. Because the board and management report to the owners, the first three rooms are in a row, with the owners’ room on top. The family’s room, which is critical for maintaining members’ emotional connection to the business, sits alongside the other three, underlining the importance of family influence and unity throughout.

In a well-run family business, each room has explicit rules about who belongs there, what decisions are made there, and how. People’s roles vary from room to room. For example, a nonfamily CEO can run the management room but shouldn’t decide how the owners will use their dividends. Nonowner family members, for their part, can’t walk into other rooms and make decisions. Governance based on the four-room model makes the hierarchy and boundaries clear.

Time and again, we’ve seen businesses slide into chaos for lack of a good decision-making process. Too often the problem becomes apparent only after disagreements have begun to destroy what years of collaboration built. At a regional retail chain headed by a family member we’ll call Steve, the lack of governance let his self-described “cowboy” instincts run unchecked, sparking resentment in his sister and his cousin, who were equal owners. Once they all recognized the problem, they turned to the four-room model and created an owners’ council, which Steve was required to consult for decisions of a certain magnitude. That allayed his co-owners’ concerns while forcing him to plan big moves more carefully, and the business—along with the family—got back on track.

The four-room model helps owners maintain control over the most important issues and delegate other decisions. It establishes a process for revisiting decisions as goals evolve for the family or the business or both.

How Will You Define Success?

The owners of a business have a right to the residual value it creates. With that right comes the ability to define success. For widely held public companies, that’s straightforward: They aim to maximize shareholder returns. But few family businesses we know would describe their primary objective in those terms. That’s one of the best things about family ownership: You get to determine what matters most. No outsider can force you to value earnings growth more highly than, say, providing family members with employment, or can insist that you pursue opportunities that clash with your beliefs.

Effectively exercising this right can be an incredible advantage in making a business last. It enables a long-term, generational approach that contrasts sharply with public companies’ obsession with quarterly results. But not all families are clear about what they value most. That lack of clarity can trigger battles over priorities, missed opportunities, or a failure to retain talented employees. More fundamentally, if you are unclear about your objectives, you risk losing your raison d’être for being in business together, especially as the company grows and transitions to new generations. Your path may become a dead end.

To avoid that fate, you need an owner strategy that identifies concrete goals and sets up guardrails.

Goals.

 

These fall into three main categories. You can aim for growth: maximizing financial value. You can seek liquidity: prioritizing a healthy cash flow for the owners’ use outside the business. You can look to maintain control: keeping decision-making authority firmly within the ownership group by avoiding outside equity or debt.

There will be trade-offs among these options. You might pursue only one goal, or you might decide on a combination. We have found that for most family-owned companies, this is a “pick two” situation, meaning they prioritize two goals at the expense of the third. That suggests three basic owner strategies—one for each possible pairing of goals, each forming a side of what we call the owner strategy triangle.

Growth-control companies—the most common type we have encountered—focus on becoming bigger while keeping decision-making within the owners’ purview.

Growth-liquidity companies also seek to become bigger, but they pay out considerable money to the owners and use outside equity or debt or both to keep the engine going—consequently relinquishing some control.

Liquidity-control companies are not concerned with rapid growth; instead they hope to produce a significant cash flow for the owners while retaining decision-making authority.

We know highly successful family businesses that have chosen each strategy combination. And these are broad strategies; companies can find spaces between them. What’s most important is understanding the explicit and implicit choices you are making about what to prioritize; those should flow from your fundamental values. You should revisit your choices as circumstances evolve, whether because of external factors such as economic developments, industry consolidation, and regulatory shifts or because of internal factors such as generational transitions, family conflict, and changes to senior management.

Guardrails.

 

Aligning on priorities is essential. But without concrete ways of measuring performance, it’s just lip service. Guardrails can help ensure that those running the business day to day are directing their energy and resources toward what you as owners care about most. They allow you to delegate decisions more confidently.

Guardrails can be financial or nonfinancial. Owners should home in on a small number of financial ones—for example, minimum levels of return on invested capital or maximum levels of debt—and ensure that the company stays within them. Nonfinancial guardrails define outcomes for which owners are willing to sacrifice financial performance. The values informing them are often part of the glue holding the family together and a means of making the world a better place. For example, we work with a U.S.-based family business whose members lost relatives in the Holocaust. It invests only in countries with a high score in the nonprofit NGO Freedom House’s annual ratings.

Having a clear owner strategy fosters longevity by ensuring that the business accomplishes the owners’ financial and nonfinancial goals. Over the long term, families need an emotional connection to their company; they must be able to say, “We own this because we want to make a difference” or “This represents what our grandfather sacrificed to give us a better life.” Without an emotional connection, owners may be tempted to cash out.

What Will—and Won’t—You Communicate?

Owners are legally entitled to know a great deal about their business, such as what’s in financial statements, certain organizational records, and ownership documents. And except when they bring in outside investors, lenders, or board members, they are not obligated to share that information with anyone (other than the government). That means they control communication; nothing of consequence can be shared without their permission.

How owners exercise this right significantly affects the business’s longevity. That’s because effective communication is critical to building one of a family business’s most valuable assets: trusted relationships. These are often underappreciated, but they help generate three important things:

• Financial capital: committed owners who have an emotional connection to the business and value long-term performance
• Human capital: engaged employees and family members, including spouses, who bring their full talents to their work and the family
• Social capital: a positive reputation with customers, suppliers, the public, and other stakeholders, which can help differentiate you in a crowded marketplace and build partnerships across generations

The impulse to keep things private is understandable. Privacy can protect the business and the family from outsiders. But if owners hold their cards too close to the vest, they risk starving the business of its ability to cultivate valuable relationships.

A business school professor we’ll call Sophie married into a family with a fourth-generation media business in Asia. Concerned about what she saw as a casual attitude toward innovation, she began asking about the company’s long-term strategy. The more questions she asked, the more information the executive team withheld, until it requested that her husband stop sharing financial reports with her for fear she would “rock the boat.” Sophie became increasingly anxious about whether her children would inherit a business with any value. In the face of the stonewalling, she withdrew, even scheduling vacations elsewhere during the family’s annual reunions. That deprived her children of opportunities to forge relationships with their cousins (and future co-owners), which could have a devastating impact on the business in the years to come.

Delaying or poorly planning a transition to the next generation can wreak havoc on the family and the business alike. You need a continuity plan.

Early on in the life of your business, communication is likely to be informal, perhaps taking place over meals. As things progress, consider what meetings, policies, functions, or technological platforms could improve your dialogues. Start by aligning on what you will and won’t disclose to each audience. In our experience, owners are often so worried about protecting details regarding their wealth that they fail to think through what they can share to help stakeholders feel connected to the business’s long-term success. Such information might include your owner values and strategy, how decisions will be made, how you think about succession, and your passion for the business. If you decide to keep such information private, tell your stakeholders why.

We have seen cases in which the failure to communicate effectively was the single biggest reason for a family business’s demise. We’ve also seen some in which skillful communication pulled the company through tough times. Wield the right to inform wisely.

How Will You Handle the Transition to the Next Generation?

The final right of owners is deciding how to exit. You can choose who will own the business next, what form that ownership will take (whether shares or a trust), and when the transition will occur. With this right come complex and difficult decisions. What will you do with the assets you worked so hard to build?

 How will you let go?

 What roles should members of the next generation play? 

How should you prepare them? 

Are the relationships among them strong enough that they can work through decisions together?

Delaying or poorly planning your transition can wreak havoc on the business and the family alike.

 A Boston Consulting Group study of more than 200 Indian family businesses found a 28-percentage-point difference in market capitalization growth between companies that had planned their transitions and those that had not. Family empires may be consolidated or squandered in the transfer of power across generations.

To execute a successful transition, you’ll need a continuity plan that maps a path from the current generation of owners to the next. It should address three main challenges:

• Passing down your assets. Will you keep the same type of ownership (sole owner, partnership, and so on) or change it? Will you transfer ownership all at once or gradually (for example, by giving economic interests to the next generation while retaining voting control)? What tools, such as trusts and gifting, will you use to minimize taxes?
• Handing off roles. How will you create the glide path necessary for the current leaders to let go? How will you select successors across the four rooms in a way that feels fair and identifies the most-talented candidates? How will you ensure a smooth passing of the baton?
• Developing next-generation capabilities. What skills will each of the new owners need, whether they actively work in the business or not? How will you help them identify the roles for which they are best suited?  How will you create opportunities for them to learn how to collaborate with one another?

Transition is a process, not an event—and the more the continuity plan resembles a discussion rather than an ultimatum, the greater the chances of success. The plan can’t simply be dictated from one generation to the next; incoming leaders need to be prepared and aligned. To see what can happen when they’re not, consider the Pritzker family, which built the business empire that includes Hyatt hotels. Jay Pritzker, the leader of the third generation, and his brother Robert gathered the family in 1995 and handed out a two-page document describing their succession plans. It detailed a complex web of trusts created to hold the family’s assets, spelled out when members would receive distributions, and assigned leadership to a triumvirate. It was undoubtedly well-intentioned, but it didn’t work. Just months after Jay’s passing, in 1999, a series of lawsuits began. The family eventually decided to divide its holdings.

Oftentimes the biggest hurdle to continuity planning is getting started. When facing pressing concerns in the present, it can be tempting to put off cross-generational conversations that may be fraught with issues of mortality and identity. So put those conversations on your agenda (in your owners’ room, with a designated continuity-planning task force, or through your board) and set some deadlines for them.

. . .

We won’t sugarcoat the bottom line: Without hard and smart work by the owners, other family members, and employees, family businesses often implode. Much energy is needed to keep the many competing interests from turning destructive.

There is no single way to survive, and there are few universal best practices. But by applying the five-rights framework, you can organize yourself for the work that family ownership requires. Ask the members of your business to individually assess your performance against each right. Then share the results and develop a plan that builds on your strengths and shores up your vulnerabilities. Only through such collaboration can you use the power of ownership to sustain your family business for generations to come.

23 Things to Stop Doing to Yourself In 2023 (NO ONE TAUGHT ME WHEN I WAS ON TOP)

AS THE AUTHOR Maria Robinson once said, "Nobody can go back and start a new beginning, but anyone can start today and make a new end- ing." But before you can begin this process of transformation, you have to stop doing the things that have been holding you back. Here are some ideas to get you started:

1. Stop spending time with the wrong people.

 Life is too short to spend time with people who suck the happiness out of you. If someone wants you in their life, they'll make room for you. You shouldn't have to fight for a spot. Never, ever beg for the attention of someone who continuously overlooks your worth. And remember, it's not the people who stand by your side when you're at your best, but the ones who stand beside you when you're at your worst who are your true friends.

2. Stop running from your problems.

Face them head-on. No, it won't be easy. We aren't supposed to be able to instantly solve problems. In fact, we're made to get upset, sad, hurt, stumble, and fall. Because that's the whole purpose of living-to face problems, learn, adapt, and solve them over the course of time. This is what ultimately molds us into the person we become. 

3. Stop lying to yourself.

Our lives improve only when we take chances, and the first and most difficult chance we can take is to be honest with ourselves. 

4. Stop putting your own needs on the back burner.

The most painful thing is losing yourself in the process of loving someone too much, and forgetting that you are special too. Yes, help others; but help yourself too. If there was ever a moment to follow your passion and do something that matters to you, that moment is now.

5. Stop trying to be someone you're not.

One of the greatest challenges in life is being yourself in a world that's trying to make you like everyone else. Someone will always be prettier, someone will always be smarter, someone will always be younger, but they will never be you. Don't change so people will like you. Be yourself and the right people will love the real you.

6. Stop trying to hold on to the past.

You can't start the next chapter of your life if you keep rereading your last one.

7. Stop being scared to make a mistake.

Doing something and getting it wrong is at least ten times more pro-ductive than doing nothing. Every success has a trail of failures behind it, and every failure is leading toward success. You end up regretting the things you did not do far more than the things you did.

8. Stop berating yourself for old mistakes.

We all make mistakes, have struggles, and even regret things in our past. But you are not your mistakes, you are not your struggles, and you are here now with the power to shape your day and your future. Every single thing that has ever happened in your life is preparing you for a moment that is yet to come.

9. Stop trying to buy happiness.

Many of the things we desire are expensive. But the truth is, the things that really satisfy us are totally free-love, laughter, and working on our passions.

10. Stop looking to others for happiness.

If you're not happy with who you are on the inside, you won't be happy. in a long-term relationship with anyone else either. You have to create stability in your own life first before you can share it with someone else.

11. Stop waiting.

Don't think too much or you'll create a problem that wasn't even there in the first place. Evaluate situations and take decisive action. You can not change what you refuse to confront. Making progress involves risk. Period! You can't make it to second base with your foot on first.

12. Stop thinking you're not ready. 

Nobody ever feels 100 percent ready when an opportunity arises. Most great opportunities in life force us to grow beyond our comfort zones, which means we won't feel totally comfortable at first.

13. Stop getting involved in relationships for the wrong reasons.

Relationships must be chosen wisely. It's better to be alone than to be in bad company. There's no need to rush. If something is meant to be, it will happen in the right time, with the right person, and for the best reason. Fall in love when you're ready, not when you're lonely.

14. Stop rejecting new relationships just because old ones didn't work.

In life you'll realize that there is a purpose for everyone you meet. Some will test you, some will use you, and some will teach you. But most important, some will bring out the best in you.

15. Stop trying to compete against everyone else.

Don't worry about what others are doing better than you. Concentrate on beating your own records every day. Success is a battle between you and yourself only.

16. Stop being jealous of others.

Jealousy is the art of counting someone else's blessings instead of your own. Ask yourself this: "What's something I have that everyone wants?"

17. Stop complaining and feeling sorry for yourself.

You may not see or understand everything the moment it happens, and it may be tough. But reflect back on those negative curveballs thrown at you in the past. You'll often see that eventually they led you to a better place, person, state of mind, or situation.

18. Stop holding grudges.

Don't live your life with hate in your heart. Forgiveness is the answer... let go, find peace, liberate yourself! And remember, forgiveness is not just for other people, it's for you too. If you must forgive yourself, moveon, and try to do better next time.

19. Stop letting others bring you down to their level.

Refuse to lower your standards to accommodate those who refuse to raise theirs.

20. Stop wasting time explaining yourself to others.

Your friends don't need it and your enemies won't believe it anyway. Just do what you know in your heart is right.

21. Stop doing the same things over and over without taking a break.

The time to take a deep breath is when you don't have time for it. If you keep doing what you're doing, you'll keep getting what you're getting. Sometimes you need to distance yourself to see things clearly.

22. Stop overlooking the beauty of small moments.

Enjoy the little things, because one day you may look back and discover they were the big things. The best portion of your life will be the small, nameless moments you spend smiling with someone who matters to you.

23. Stop trying to make things perfect.

Making mistakes is always better than faking perfection. Live your life accepting that you're not perfect, rather than spending your whole life pretending to be.

20 THINGS THAT WILL MAKE YOU MORE PRODUCTIVE THAN EVER

The last three years have been huge for me. I've got more things one than ever, moved countries, bought an apartment and a mall office building, spent loads of time with my family and ends, kept a healthy lifestyle, and exercised at least 4 times a week.

Many variables determine your overall productivity. Tools,

apps, or hacks, don't work if you lack the right mindset because productivity is a way of living. It's about achieving maximum output, getting shit done, and not wasting time. I think that output and happiness go hand in hand. To me, doing nothing

equals misery.

I want to share 20 things I've done in the past three years that  have made me more productive than ever (in no particular order).

Always Cut To The Chase

With everything in life, there's a bunch of crap, and there's stuff that matters. Chit chat, small talk, delaying, waiting around, not speaking up, is all useless. If you want to get shit done, you have to jump straight into the action.

2. Record All Your Thoughts And Ideas

Similar to computers, we have a Random Access Memory

(RAM). Your human RAM stores relevant short-term

information. But your RAM capacity is limited. When it's

full, older information that you have stored will be deleted

to make room for new information. You want to write

down your thoughts to unload your RAM, which gives you

more brainpower. Even if you never take a look at that note

again, it's still worth it.

3. Say No

When it comes to work, I say no to everything that doesn't

support my goals and values. We live in an abundant

world there are always enough opportunities. In my

personal life, I say no to everything that doesn't thrill me.

When I think 'meh'(expressing a lack of interest or enthusiasm) about something. I always say NO.

That eliminates wasting time on shit that I'm not excited

about.

4. Take A 5 Minute Break Every 30 To 45 Minutes

You can stretch your back, walk around, drink some water. But more importantly, you take your nose out of your work. When you come back to your desk, you might have new ideas. Or, you might think: "WHAT AM I DOING?" And stop it before you waste all your time.

5. Eliminate Everything That Distracts You 

Willpower is overrated. If something distracts it. One of my friends has a news addiction. I suggested to eliminate get rid of his tv, delete his news apps, and block the news sites on his laptop. Two weeks later he told me that he's

finally starting a business. Don't think you're immune to your distractions. Remove them.

6. Keep Away Clutter

A cluttered life means a cluttered brain. And with a cluttered brain, you can't get stuff done. I prefer a simple work and living  environment. A desk, a laptop, and a notebook. Keep it simple. You don't need any fluff.

7. Focus On 1 Thing Some Days

If you have recurring tasks, try to do as much of the same thing on one day. I write 2-3 blog posts on 1 day, the other days of the week I use for my other projects and businesses. On my writing days, I turn off my phone and just write. Nothing else gets in the way.

8. Stop Consuming So Much Information

You don't need to read 5000 articles on productivity. If you find useful information, try it. Don't search for more. More is not always better. You can only process so much of it. Stop consuming, start creating.

9. Create Routines

Decisions fatigue your brain. And routines eliminate decisions. Which ultimately means more brainpower. Routines are not OCD(Obsessive Compulsive Disorder)-they are efficient. Use them.

10. Don't Multitask

When you juggle multiple things simultaneously, like; sending an email, texting a friend and checking your Facebook while you are in a meeting, you engage in context switching. In a research done by Gloria Mark of the University of California, Irvine, it showed that it takes an average of 25 minutes to return to the original task after an interruption. That's a waste of useful time.

11. Check Email Twice A Day

Every time you check your email, you get a rush of dopamine. I get it-checking email feels nice, and most of us are addicted. While dopamine may cause a rush, it also exhausts you. That is why you still feel tired at the end of the day while you have not been productive. To minimize that, turn off notifications, and check your email only twice a day on set times.

12. No Smartphone During The First Hour Of Your Day

A smartphone's primary function is to interrupt you. But don't let other people or apps interrupt you during the first hour of your day. Take that first hour to think about the day ahead of you, read a book, enjoy your breakfast, coffee or tea. 

13. Plan The Next Day

Every night before I go to bed, I take 5 minutes to set my priorities (usually 3-4) for the next day. That makes me more focused when I wake up. I find that I waste time if I don't do this practice. It's cool to go with the flow. The only problem is: I don't want to be a dog that mindlessly chases cars.

14. Keep 'Thinking' To A Minimum

When people say: "I'm thinking." They mean worrying by thinking. Don't think too much. Just DO, and see what happens. If you like what you're seeing, continue. If not, do something else.

15. Exercise

A few things are vital in life: Food, water, shelter, relationships, and exercise. Without this stuff you can't function properly. Scientific research shows that regular exercise can make you happier, smarter, and more energetic.

16. Laugh A Little

Laughing reduces stress. And if you want to keep up your productivity, you don't want stress. So move the corners of your mouth upward as much as you can.

17. Don't Go To Meetings

This is a tough one for people who work for corporations. Some companies have a 'Meeting' culture. People organize  meetings just to look important or procrastinate real work. For goodness sake, PLEASE STOP.

18. Is That Really Necessary?

Ask yourself that question as often as you can. You will find that your answer is often: Nope. So why do unnecessary things?

19. If You're Having A Shitty Day, Press Reset

You might screw, maybe someone gets angry with you- shit happens. Don't get down about it. Take some time alone, meditate, listen to music, or go for a walk. Try to get back on track-don't let your day go to waste

20. Do The Work

Yes, talking about work is easier than doing it. Everyone can do it. But you're not everyone, right? You're a productivity beast. So act like one.

LIVE RISK BE GAMBLER

 Put everthing at the stake. Be a gambler! Risk Everything because the next moment is not certain, so why bother? Why be concerned? Live dangerouly, Love joyously. Live without Fear,Live without GUILT. 

Live without any Fear of HELL or any Greed for HEAVEN. 

JUST LIVE.

WHAT IS MONEY AND ROLE IN OUR LIFE?

 Helping Juinors to have a different outlook on Money and how to use is different type of Satisfaction.

When i got job to the MNC it was Showtime for me. Iam looking glamourous, i can finally buy my own shoes, I got my own Phone,Own Car. You know what i am Saying? I got my own jewellery i mean i was spending it before i got it. Growing up, you an\in't had no money , so you didnt have to manage money , becuase they dont teach us this in the classroom.

They teach us how to be consumer. They teach us how to take on Debt. Never teach in school how to keep money and i blew so much moneyu on fake life style that we want to live for REAL. Forget all the instagram and the glamour its Fake.

What real is Investing Money. Everything i learned after 2016 is REAL and it changed my MINDSET. It changed my OUTLOOK, it shifted my focus on what it needed to be.

The knowledge that i have gained is priceless.

WHAT IS MONEY IN LIFE?

The money is to help explore the world. The money is to learn into New Experience. The money is to help create the life that you really desire and that is your reward for taking care of it.

Money being on of the resources to expand the amount of time and prioritize our kids. Its not the material stuff. Its the TIME that we care about.

Defination of  Money has shifted from a way to create short term comfort short term relief to LONG TERM FREEDOM.

The ultimate Goal of Money is not to have to think about Money. If your spending is low then all the other probjems just kind of EVAPORATE.

Money is just a tool. You can use Money to build yourself up financially but more money can also be used to destroy yourself financially.

But Ultimately the good news is you get to decide. You are in charge its not just teaching the person How to budget or teaching the person how to Invest.

THIS IS A LIFESTYLE.