How to Achieve Your Own Financial Freedom-pt1

What is Meant By Financial Freedom?

In the 21st century the concepts of time and money are being redefined. ''Financial Freedom'', is one such term that has gained much importance in the changing financial scenario.

''Financial Freedom'' means the freedom from continuous financial responsibilities through a planned management and allocation of assets. It frees a person from back-breaking work by giving him a steady source of income for life.

One must not think that a financially free person is also debt free. However, his prudent asset management ensures that his debts do not become a burden but only a part of his over-all expenses. In this way, his debts do not hinder his long term financial goals.

Financial freedom cannot be equated with being rich. One must not forget that surplus wealth requires constant supervision. In the long run, a rich man's obligations do not make him ''financially free'' in the true sense.

Thus, financial freedom maybe defined as a lifestyle that blends expenses and income according to the individual preference. This makes ''financial freedom'' a more possible and convenient state of being.

Financial Freedom is Time Freedom

''Time is money'', is the general belief in the professional world. This attitude does not allow space for leisure time. However, financial freedom has changed this concept of work by enabling a person to enjoy leisure without hampering his steady income in any manner. The entire concept of "financial freedom'' is based on assets and investments that are compounded over time to generate money. It takes care of the regular expenses and leaves a person with both time and money in his hands. A financially independent person is free from the clutches of time-for-money routine. 

Achieving Financial Freedom

To understand ''financial freedom'' one must come out of the traditional concepts regarding income and expenses.

We have been taught that timely work generates money. ''Financial freedom'' opposes this concept of time-for-money swap and lets the money work for the individual instead. However, in spite of this advantage many professionals find it difficult to work without a fixed routine.

Thus, to achieve financial freedom one needs to change their old mindsets and develop a new attitude towards earning money. One must realize that money is simply the means to achieve ends.

One must also remember that a person cannot be judged by the money he possesses. Unless these misconceptions are cleared the entire purpose of financial freedom is defeated since satisfaction is the keyword to financial freedom.

Similarly, one must also get rid of the negative attitude towards earning money. While excess demand for wealth hampers one's healthy relationship with finances, a healthy perception of money is necessary to maintain an over-all balance. Remember that one earns money to achieve ends and therefore, it is healthy and normal to earn money as long as one feels the ethical need to do so.

In the end, one may say that financial freedom is the state of mind which works towards development through a process of self liberation. 

Realities of Financial Independence

Independence is a state of being every living being strives to achieve, and keep forever. From the moment a child sets foot in school, he is made to understand that the knowledge he gains from this point onward is for him to make intelligent use of, to shape his own future.

When one lives with his parents, he tends to take a lot of things for granted. Once one starts to earn his own living he is faced with two diabolical aspects: financial independence; and responsibility.

It is not enough to just earn money. A lot of factors crop up when one (sometimes arrogantly) decides to break away from the family and move into his own home. True, that now he doesn’t have to think twice before buying that extra pair shoes; after all, there is no father waiting at home to glare upon the packet in hand.

But one does have to think about the electricity bill that is due next week, the phone bill which now seems to be of an astronomical level, the laundry that needs to be picked up and the EMI that needs to be paid. The money that has been earned after hours of toil seems to trickle down into oblivion.

In Economics, we learn that a country grows only through investment. And investment is the direct result of savings.

Similarly, in case of an individual, his financial state grows through saving. Parts of this saving can be invested in stocks and bonds. And since emergencies and accidents don’t come with trailers before them, security in terms of Medical and other insurances need to be made.

Women in India have, for the longest time, been financially dependent on the men: first as a daughter on her father, second as a wife on her husband, and then as a mother on her children.

Although this has saved them the worry of earning their own living, it has come with its share of hitches as well. A wife abused by her husband is unable to leave him and sustain herself. Even after divorce, she is at the mercy of her husband for child support. 

....To be continued

DELEGATION-GET THAT WORKLOAD OFF YOUR NECK

Delegating authority skills, tasks and the process of effective delegation

Delegation is one of the most important management skills. These logical rules and techniques will help you to delegate well (and will help you to help your manager when you are being delegated a task or new responsibility - delegation is a two-way process!). Good delegation saves you time, develops you people, grooms a successor, and motivates. Poor delegation will cause you frustration, demotivates and confuses the other person, and fails to achieve the task or purpose itself. So it's a management skill that's worth improving. Here are the simple steps to follow if you want to get delegation right, with different levels of delegation freedom that you can offer.

This delegation skills guide deals with general delegation principles and process, which is applicable to individuals and teams, or to specially formed groups of people for individual projects (including 'virtual teams').

Delegation is a very helpful aid for succession planning, personal development - and seeking and encouraging promotion. It's how we grow in the job - delegation enables us to gain experience to take on higher responsibilities.

Effective delegation is actually crucial for effective succession. For the successor, and for the manager too: the main task of a manager in a growing thriving organization is ultimately to develop a successor. When this happens everyone can move on to higher things. When it fails to happen the succession and progression becomes dependent on bringing in new people from outside.

Delegation can be used to develop your people and yourself - delegation is not just a management technique for freeing up the boss's time. Of course there is a right way to do it. These delegation tips and techniques are useful for bosses - and for anyone seeking or being given delegated responsibilities.

As a giver of delegated tasks you must ensure delegation happens properly. Just as significantly, as the recipient of delegated tasks you have the opportunity to 'manage upwards' and suggest improvements to the delegation process and understanding - especially if your boss could use the help.

Managing the way you receive and agree to do delegated tasks is one of the central skills of 'managing upwards'. Therefore while this page is essentially written from the manager's standpoint, the principles are just as useful for people being managed.

Delegation and SMART, or SMARTER

A simple delegation rule is the SMART acronym, or better still, SMARTER. It's a quick checklist for proper delegation. Delegated tasks must be:

·         Specific

·         Measurable

·         Agreed

·         Realistic

·         Time bound

·         Ethical

·         Recorded

Traditional interpretations of the SMARTER acronym use 'Exciting' or 'Enjoyable', however, although a high level of motivation often results when a person achieves and is given recognition for a particular delegated task, which in itself can be exciting and enjoyable, in truth, let's be honest, it is not always possible to ensure that all delegated work is truly 'exciting' or 'enjoyable' for the recipient. More importantly, the 'Ethical' aspect is fundamental to everything that we do, assuming you subscribe to such philosophy.

Below are:

The steps of successful delegation - step-by-step guide.

The levels of delegation freedom - choose which is most appropriate for any given situation.

The steps of successful delegation

1 Define the task

Confirm in your own mind that the task is suitable to be delegated. Does it meet the criteria for delegating?

2 Select the individual or team

What are your reasons for delegating to this person or team? What are they going to get out of it? What are you going to get out of it?

3 Assess ability and training needs

Is the other person or team of people capable of doing the task? Do they understand what needs to be done. If not, you can't delegate.

4 Explain the reasons

You must explain why the job or responsibility is being delegated. And why to that person or people? What is its importance and relevance? Where does it fit in the overall scheme of things?

5 State required results

What must be achieved? Clarify understanding by getting feedback from the other person. How will the task be measured? Make sure they know how you intend to decide that the job is being successfully done.

6 Consider resources required

Discuss and agree what is required to get the job done. Consider people, location, premises, equipment, money, materials, other related activities and services.

7 Agree deadlines

When must the job be finished? Or if an ongoing duty, when are the review dates? When are the reports due? And if the task is complex and has parts or stages, what are the priorities?

At this point you may need to confirm understanding with the other person of the previous points, getting ideas and interpretation. As well as showing you that the job can be done, this helps to reinforce commitment.

Methods of checking and controlling must be agreed with the other person. Failing to agree this in advance will cause this monitoring to seem like interference or lack of trust.

8 Support and communicate

Think about who else needs to know what's going on, and inform them. Involve the other person in considering this so they can see beyond the issue at hand. Do not leave the person to inform your own peers of their new responsibility. Warn the person about any awkward matters of politics or protocol. Inform your own boss if the task is important, and of sufficient profile.

9 Feedback on results

It is essential to let the person know how they are doing, and whether they have achieved their aims. If not, you must review with them why things did not go to plan, and deal with the problems. You must absorb the consequences of failure, and pass on the credit for success.

Levels of delegation

Delegation isn't just a matter of telling someone else what to do. There is a wide range of varying freedom that you can confer on the other person. The more experienced and reliable the other person is, then the more freedom you can give. The more critical the task then the more cautious you need to be about extending a lot of freedom, especially if your job or reputation depends on getting a good result. Take care to choose the most appropriate style for each situation. For each example the statements are simplified for clarity; in reality you would choose a less abrupt style of language, depending on the person and the relationship. At the very least, a "Please" and "Thank-you" would be included in the requests.

It's important also to ask the other person what level of authority they feel comfortable being given. Why guess? When you ask, you can find out for sure and agree this with the other person. Some people are confident; others less so. It's your responsibility to agree with them what level is most appropriate, so that the job is done effectively and with minimal unnecessary involvement from you. Involving the other person in agreeing the level of delegated freedom for any particular responsibility is an essential part of the 'contract' that you make with them.

These levels of delegation are not an exhaustive list. There are many more shades of grey between these black-and-white examples. Take time to discuss and adapt the agreements and 'contracts' that you make with people regarding delegated tasks, responsibility and freedom according to the situation.

Be creative in choosing levels of delegated responsibility, and always check with the other person that they are comfortable with your chosen level. People are generally capable of doing far more than you imagine.

The rate and extent of responsibility and freedom delegated to people is a fundamental driver of organizational growth and effectiveness, the growth and well-being of your people, and of your own development and advancement.

Levels of delegation - examples

These examples of different delegation levels progressively offer, encourage and enable more delegated freedom. Level 1 is the lowest level of delegated freedom (basically none). Level 10 is the highest level typically (and rarely) found in organizations.

1 "Wait to be told." or "Do exactly what I say." or "Follow these instructions precisely."

This is instruction. There is no delegated freedom at all.

2 "Look into this and tell me the situation. I'll decide."

This is asking for investigation and analysis but no recommendation. The person delegating retains responsibility for assessing options prior to making the decision.

3 "Look into this and tell me the situation. We'll decide together."

This is has a subtle important difference to the above. This level of delegation encourages and enables the analysis and decision to be a shared process, which can be very helpful in coaching and development.

4 "Tell me the situation and what help you need from me in assessing and handling it. Then we'll decide."

This is opens the possibility of greater freedom for analysis and decision-making, subject to both people agreeing this is appropriate. Again, this level is helpful in growing and defining coaching and development relationships.

5 "Give me your analysis of the situation (reasons, options, pros and cons) and recommendation. I'll let you know whether you can go ahead."

Asks for analysis and recommendation, but you will check the thinking before deciding.

6 "Decide and let me know your decision, and wait for my go-ahead before proceeding."

The other person is trusted to assess the situation and options and is probably competent enough to decide and implement too, but for reasons of task importance, or competence, or perhaps externally changing factors, the boss prefers to keep control of timing. This level of delegation can be frustrating for people if used too often or for too long, and in any event the reason for keeping people waiting, after they've inevitably invested time and effort, needs to be explained.

7 "Decide and let me know your decision, then go ahead unless I say not to."

Now the other person begins to control the action. The subtle increase in responsibility saves time. The default is now positive rather than negative. This is a very liberating change in delegated freedom, and incidentally one that can also be used very effectively when seeking responsibility from above or elsewhere in an organization, especially one which is strangled by indecision and bureaucracy. For example, "Here is my analysis and recommendation; I will proceed unless you tell me otherwise by (date)."

8 "Decide and take action - let me know what you did (and what happened)."

This delegation level, as with each increase up the scale, saves even more time. This level of delegation also enables a degree of follow-up by the manager as to the effectiveness of the delegated responsibility, which is necessary when people are being managed from a greater distance, or more 'hands-off'. The level also allows and invites positive feedback by the manager, which is helpful in coaching and development of course.

9 "Decide and take action. You need not check back with me."

The most freedom that you can give to another person when you still need to retain responsibility for the activity. A high level of confidence is necessary, and you would normally assess the quality of the activity after the event according to overall results, potentially weeks or months later. Feedback and review remain helpful and important, although the relationship is more likely one of mentoring, rather than coaching per se.

10 "Decide where action needs to be taken and manage the situation accordingly. It's your area of responsibility now."

The most freedom that you can give to the other person, and not generally used without formal change of a person's job role. It's the delegation of a strategic responsibility. This gives the other person responsibility for defining what changes projects, tasks, analysis and decisions are necessary for the management of a particular area of responsibility, as well as the task or project or change itself, and how the initiative or change is to be implemented and measured, etc. This amounts to delegating part of your job - not just a task or project. You'd use this utmost level of delegation (for example) when developing a successor, or as part of an intentional and agreed plan to devolve some of your job accountability in a formal sense.

Contracts - 'psychological contracts', 'emotional contracts'

Variously called 'contracts' or 'psychological contracts' or 'emotional contracts', these expressions describe the process of agreeing with the other person what they should do and the expectations linked to the responsibility. It all basically means the same, whatever you call it. The point is that people cannot actually be held responsible for something to which they've not agreed. The point is also that everyone is more committed to delivering a responsibility if they've been through the process of agreeing to do it. This implies that they might have some feelings about the expectations attached, such as time-scale, resources, budget, etc., even purpose and method. You must give the other person the opportunity to discuss, question and suggest issues concerning expectations attached to a delegated task. This is essential to the contracting process.

Certain general responsibilities of course are effectively agreed implicitly within people's job roles or job descriptions or employment contracts, but commonly particular tasks, projects, etc., that you need to delegate are not, in which case specific discussion must take place to establish proper agreement or 'contract' between you and the other person.

PRINCIPLES OF LEADERSHIP-pt2

Leadership is a Property of the Group

Leadership is a combination of three dynamic factors: the group, the environment, and the task. More than one member of the group will perform leadership functions. Several members may contribute to goal achievements, depending on the requirements of the situation and the resources it offers, including the people, time, and material available. The task in which the group is engaged also affects the type of leadership needed. Leadership, therefore, may be looked upon as the property of the group.

What is a Group?

The group is "an assemblage of persons or objects gathered or located together; an aggregation."We believe that when two or more people gather for the purpose of accomplishing a task, leadership emerges. This is the concept of leadership with which we concern ourselves in White Stag. It is vital in all cultures that groups are able to work together to achieve the maximum benefit for society.

How do Groups Come About?

The most basic and obvious group is our family.

Leaders are needed in all circumstances, even for the most routine tasks, in the most common affairs of every day...In the family the leadership function of a parent is most basic. There is scarcely any leadership role in society which would be of greater significance than parenthood.

With the many challenges facing society today, it is abundantly clear that many families lack leadership.

Beyond the family, people band themselves together for numerous reasons. Some involve simple interpersonal relations such as neighbors organized to form a neighborhood association. Others may involve quite complex interrelationships, such as a large integrated manufacturing enterprise. In each case the group has been organized to meet a need that is recognized by or is common to all the members of the group.

About Leaders

What constitutes leadership? How can a leader be recognized? Leadership in most dictionaries is simply the "capacity or ability to lead." In White Stag, we argue that it is not quite so simple or that obvious.

The Leader's Function

Some groups persist and prosper and some blow up or wither away. Those that prosper are characterized by having a leader, someone who functions in two ways.

• The leader helps the group meet the needs of the individuals.
• No two members join for exactly the same reason. The leader helps knit the individuals into a cooperating group. The leader helps them all to see a common reason, a common goal that is mutually desired, and he delegates responsibilities among the individuals so they can see how their efforts will lead toward reaching the goal.
• The leader helps the group realize the purpose for which it was created. The leader helps the group:
  • Define the purposes for which it exists.
  • Keep its activity within the defined purposes and goals.
  • Find alternative ways of attaining their goal.
  • Grow to a more progressive organization in its own eyes.
  • Clarify the responsibilities of its officers and members to carry out the program.
  • Evaluate itself--why it exists, where it is headed, how much progress it is making.

Simply put, leadership is...

...influencing the group to accomplish a mutually agreed-upon task while advancing the group's integrity and morale.

In the language of an eleven-year old, it's "getting the job done and keeping the group together."

The group remains in existence only as long as these two needs are being fulfilled. The leader is not the same as the boss. The following poem says it well.

The Leader

The boss drives group members; the leader coaches them.
The boss depends upon authority; the leader on good will.
The boss inspires fear; the leader inspires enthusiasm.
The boss says "I"; the leader says "we."
The boss assigns the task, the leader sets the pace.
The boss says, "Get there on time"; the leader gets there ahead of time.
The boss fixes the blame for the breakdown; the leader fixes the breakdown.
The boss knows how it is done; the leader shows how.
The boss makes work a drudgery; the leader makes it a game.
The boss says, "Go"; the leader says, "Let's go."

--Author unknown

A Leader's Key Functions

The leader accepts three key functions in his role:

• Authority: the right to make decisions.
• Responsibility: assignment for achieving a goal.
• Accountability: acceptance of success or failure.

You may at times be asked to accept a leadership position but are granted only two of these three responsibilities. If this happens, watch out. When you do not possess any one of the three functions, just imagine you are sitting on a three-legged stool--and you've just had one of the legs broken off from under you. You know what's going to happen next.

What the Leader Must Know

What must you, as the leader, know to be able to help the group? You must know:

• The members and be interested in their welfare.
• Their hopes, ambitions, abilities, limitations and prejudices.
• The things the members want to learn, or at least where and how to get the knowledge, such as woodcraft skills.
• How to motivate members to want to learn new skills and gain new attitudes. Without motivation no learning takes place and without learning the member stagnates and consequently finds no satisfaction from being a part of the group.
• How to establish communication between the members of the group.
• How to conduct or supervise meetings, discussions, and informal activities. Within White Stag, these include campfires, singing, Sunday services, troop leader councils, work parties and so forth. Common experiences that the group enjoys or that they are proud of help weld the group together.
• How to assess his own effectiveness, how to get the group to evaluate itself, its goals and its progress toward them. This in turn becomes a powerful motivating force for further learning.

Can a Group Have Several Leaders?

This leadership capability is usually assumed by the world at large to rest in a designated individual. He or she, in modern democratic social structures, typically governs with the consent of the governed for a specified period of weeks, months or years.

In White Stag we implicitly include as a leader any member of the group who possesses the knowledge, skill, and ability needed by group members to help the group achieve cooperative results. While there is usually a designated leader--someone appointed or elected to that role--for our purposes a leader is someone who is exerting more influence on the group than anyone else at that moment.

At any specific moment, one person is exercising more influence than anyone else on the group and therefore by definition is the leader. This functional take on leadership assumes that different leaders exercise different roles in keeping the group moving towards its purpose. The leader of the moment does not automatically usurp the responsibility and authority of any designated leader, although in certain crisis situations this may in fact take place.

The leader of the moment is usually fulfilling only one of the many functions necessary to the group's continued success. The leadership control of the group continues to rest with the person selected to function in most of the required roles. Some leaders excel in several leadership functions and neglect others. Those women and men who are recognized and acclaimed as outstanding leaders have cultivated excellent skill in many areas, are in effect multi-disciplinary leaders.

To give you a practical example, take a group of Scouts on a hike. The Patrol Leader is the designated individual in charge. But perhaps one of the members had just been hiking in the same area last week. That person then might assume temporary leadership in guiding the group towards its campsite over the next ridge. If, during the hike, a Scout falls and sprains his ankle, yet another Scout with superior skills in first aid may assume leadership in treating and managing the care of the injured Scout. Everyone, including the designated leader, willingly takes direction from another member of the group who demonstrates the leadership skills necessary in the moment.

Some might say that map reading and first aid are practical skills and not a demonstration of leadership. True for only a moment. For the Scout familiar with the terrain, or the knowledgeable first aider, what must each be able to do to persuade the others that he really knows what he's talking about? If either is non-communicative, uncertain, cannot articulate a plan, does not demonstrate resourcefulness, fails to be sensitive to group members' needs--then they fail as leaders. To implement the practical skill in a group setting requires something more, which we conceive of as a specific set of leadership skills.

The real measure of leadership excellence is evident when members of the group talk in terms of "we" instead of "I". They are identifying their personal goals as the group's goals and feel they belong to the very best group.

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PRINCIPLES OF LEADERSHIP-pt1

This section describes why leaders exist and what knowledge, skills, and abilities are important to manage learning. We know, to begin, that leaders exist because man is a social creature. The leader in our society is responsible for the essential tasks in the collections of groups that make up civilization.

In most traditional or conventional training events, because of a lack of systematic programming, most of the emphasis is focused on attempts to change people's perception. Little time is usually allocated for practice and even less to measure changes in performance during the training situation. The White Stag method puts a strong emphasis on individual and group participation and practice long to ensure sufficient habit-formation during the training situation. We also systematically evaluate the participants, staff, and the overall program. We take a direct approach 

Leadership and Leaders: the Direct Approach

The leader is the central person who guides the group toward its goal. No single trait has been found which separates leaders from non-leaders; nonetheless, leaders usually have more drive and determination and probably a greater concentration of positive qualities than non-leaders.

Research over many years, some of which formed the basis for the original conceptualization of the White Stag program, has revealed that leaders commonly share a definite set of skills, or competencies. We do not believe in "born leaders;" we believe the leadership is a skill, ability, or competency that can be acquired. In White Stag, our functional definition of competence is: knowledge, understanding, way of thinking, skills and disposition. Our program is designed to affect all of these qualities.

The idea of born-leaders has become outdated. The founder of White Stag, Béla Bánáthy, in his research for his Master's thesis on leadership, compiled a list of over 80 behaviors that authorities in the field described as "leadership." The key notion here is that these behaviors are skills that can be learned.

For many years, leadership in traditional Boy Scout of America junior leader training programs was referred to only indirectly, by example and inference.

White Stag does not depend on happenstance or luck for leadership training to take place. This "indirect" way of training for leadership is what the White Stag method challenges and transforms into a "direct approach." The skills of leadership are specifically described.

Defining Leadership Objectively

The direct approach is oriented toward a specific leadership behavior which is clearly and objectively defined. The elements of leadership behavior are isolated as specific learnings which are systematically programmed into a long-term developmental process.

The direct approach ensures that appropriate and sufficient time is given the development of leadership skills, to bring about the desired change in behavior and to achieve leadership competence.

The SECOND concept is that, rather than being some nebulous characteristic which one has to be born with, leadership can be defined as a set of competencies which can be learned. Some eighty aspects of knowledge, skills, and attitudes have been taken into account in our research which have been clustered into competencies. To sum it up. an understanding of the concepts described here has helped us to bring into focus that the acquisition of leadership competencies should occur by plan and design, rather than by accident. Although leaders may emerge - as they do today - as by-products of group processes, this is neither an economical nor an effective way of developing leadership.

Leadership Can be Learned

Leadership competencies cannot be acquired in a few training sessions or in a single training course, but only as the result of a long-range development process over a number of years. Leadership development must begin during the formative years of youth, and is a life-long process that never ends.

The acquisition of leadership competencies occurs by plan and design.

[It is a] process with a purpose. It is a process of the learner moving from a state wherein he cannot yet perform as the described purpose of the training to a state where he can demonstrate such performance. This move is what training is about. Training is the making of specific arrangements in the environment of the learner which provide him with experiences by which he can confront and master the learning task, by which he can be transformed to the state where he can perform as desired.

Leadership development cannot be perceived as a single training course or as a one-shot event, but must be a continuous seqence of closely chained and systematically organized learning and experience-building opportunities.

Developmental psychologists postulate that each child passes through a series of specific stages; White Stag addresses each youth in terms appropriate to his particular stage of development and levels of need. The program is structured in three tiers, or "phases," each designed to meet the needs of developing adolescents. (Refer to Chapter 4 - "Organizational Structure" for more information.)

We understand that organized learning opportunities like the White Stag program are not for every youth, and that many youth grow into fine, mature adults and leaders in their communities without participating in organized youth groups.

However, participants in the White Stag program strongly feel that the program helps young people realize their full potential, assists them in developing positive concepts of self esteem, self evaluation, and the ability to get along with others in the widest variety of situations. The White Stag program plants a seed in some who then grow it themselves; others return to partake again and again of the distinctive spirit which nurtures growth, that is marrow to the bone of White Stag.

Growth in leadership capacity does not happen in isolation as a member or learner in the program. The support and understanding of peers and adults in the youths' home environment is critically important. The opportunity to apply what he has learned, to experiment, is essential if the leadership competencies are to be transferred out of the White Stag program. It is at home, in the school, in their church or temple, in the community, and at work while helping others grow, that the youth applies the leadership competencies and captures the White Stag Spirit.

The Focus is on the Learner

We have shifted our attention from instruction to learning. This does not mean that we minimize the importance of instruction or the role of the instructor.

The significance of instruction is not questioned here at all. The point that is made here is that the learning task is the nucleus around which to design instruction. The role and function of instruction should be viewed in its proper relationship to learning. It should be planned for and provided for accordingly. Instruction is a means to an end and not an end in itself. Its function is to facilitate learning.

The effectiveness of the program is not measured by the effort made by the instructor but by the amount of learning achieved by the learner.

ABOUT HOLIDAYS AND CASH

Holidays and Cash is an international company with credible leadership, a facinating product bouquet and an exciting business opportunity. The company officialy launched on October 1,2008 and has already attracted customers in 70 countries. The company is debt free with strong cash reserves has a very experienced management team with a track record of success in this industry.

Holiday's and cash offers a Privilege Pack with global benefits with unlimited access for 12 months to:

• More than 900,000 global hotel and resort discounts
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• Hot deals for flights, cruises, hotels and holiday packages
• A growing resource centre full of travel information
• A personal development resource centre full of development materials
• And a growing list of privileged products as we seek to meet the needs around us

Holidays and Cash client base is built by the fairest marketing deal in the world. Rather than the conventional business model, where the sales people are rewarded with commission from only direct sales, we use a model that keeps track of who you sold to, who they sold to and on without limit. We reward you for the sales you create for our company with your network.

• Our customer base is built by word of mouth
• We reward people for recommending a good idea that has great value
• Over 80% of our sales profit goes back to members as CASH REWARDS

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Introducing Holidays And Cash

International Online Travel Business Overview

• Offers people ways to access discounted travel worldwide
• Offers a unique cash rewards program
• Offers opportunity to earn life changing weekly income
• Attracted Distributors in 80+ countries
• Debt free with strong cash reserves
• Very experienced management team with track record of success
• 60% of sales revenue is paid back to Distributors as CASH REWARDS
• Cash Rewards Program can develop into a serious weekly income stream

You will find resources available to you for immediate action, no waiting around to start building your business and earning money from home!

• Personal Replicated Website
• Leadership Events-Qualify for Free Vacations!
• Banners
• Flyers
• Business Cards
• Powerpoint Presentations
• Videos
• Flip Charts
• Slide Shows
• PDF Manuals
• Training Centre
• Help Desk and Support
• Mulitple Language Supported! 

Rewards Program Overview

Rewards are paid on WEEKLY sales of Privilege Packs

• It is NOT an investment program
• You do NOT sell membershipsYou do NOT get paid for signing up people
• $160 per $250 sale is allocated towards the rewards program
• $20 per sale rewards your personal sales
• $100 per sale rewards your team sales
• $20 per sale rewards you earn royalties for helping others make money
• $20 per sale is allocated towards sending our top leaders on luxury vacations

Earn Rewards by Building 2 Teams

Holiday and Cash – Binary Plan.

View the video below that explains how simple and powerful the binary rewards program in Holidays And Cash really is!

The Holidays and Cash rewards program has been designed so that members can work to achieving one small goal after another to earn the maximum rewards on offer!

• Become a Bronze Member -  2 sales placing one sale in the left team of BC1 and one in the right team of BC1.

• Gain the Fast Start Bonus – Every third personal sale a member makes, allows them to qualify for a pro-rata share of the Fast Start Bonus Pool in the pay week they make their 3rd, 6th, 9th, 12th sale, and so on. Fast Start Bonus Pool LIVE STATS can be viewed HERE

• Duplicate – By teaching each new member you introduce to personally become a BRONZE ranked member and then earn a pro-rata share of the Fast Start Pool you will create team sales.

• Qulify for Cycle Payments -Each time you develop 3 new team sales with a ratio of 2:1 between each team you are paid a cycle payment. Members can earn up to 750 cycle payments per BC each pay week. Any team cycles not used towards a cycle payment are stored for future cycle payments. Cycle value history and LIVE STATS can be viewed HERE

• Become a Silver Member – & earn 10% matching bonus – personally introduced 6 Bronze members, placing a minimum of 3 Bronzes in the left team of BC1 and 3 Bronzes in the right team of BC1.

• Gold Members – earn 20% matching bonuses – personally introduced 10 Bronze members, placing a minimum of 5 Bronzes in the left team of BC1 and 5 Bronzes in the right team of BC1.

• Become a Platinum Member - A PLATINUM member is a member who has become a GOLD ranked member and earned a total of $3,000 USD in ONE pay week from the combination of their cycle and matching rewards income.

• Qualify to earn from BC2 and BC3 -   PLATINUM members are able to start building a team through BC2 and BC3 allowing them to have 2 more earning centers each capable of earning up to 250 cycle payments per week.

Take the FULL TOUR of Holidays And Cash RIGHT HERE

Becoming a distributor is very easy…

• Go the Holidays and Cash website http://www.holidaysandcash.com/favored

• Click on BUY NOW to register and complete the online application. (Make sure yoursponsor username is favored and sponsors name is  favored Going On Vacation to gain FREE access to CEO Success Training)

• Make payment for your Privilege Pack with. .Credit Card, ewallet, AlertPay or purchase a Pre-Paid Voucher from a local payment agent.  PRE-PAID VOUCHERS HERE

• Start accessing the travel discounts and other benefits immediately

• Start earning CASH REWARDS and create a new lifestyle

HOW TO JOIN HOLIDAYS AND CASH-STEP BY STEP.

Go to: Holidays And Cash Website.

(Make sure your sponsor username is favored and sponsors name is  favored Going On Vacation to gain FREE access to CEO Success Training within our Business/Team)

• You can Make payment for your Privilege Pack with. .Credit Card, ewallet, AlertPay or purchase a Pre-Paid Voucher from a local payment agent.  PRE-PAID VOUCHERS HERE

1.  Click on BUY NOW to signup

2.    You will see the Congratulations page. Follow the steps. If paying via prepaid vouchers you need to click the pre-paid voucher button to access the page. http://www.holidaysandcash.com/vouchers/   Find your country listed. Click  your country to find instructions on how to purchase your pre paid voucher. Ring the number listed to organize correctly! Go through your checklist on the registration page again and makes sure you have -  Phone ready, way to pay organized, username ideas done. When you are ready to join, click on Purchase Privelage Pack.

3.    Fill in your details on the registration form. Make sure you have your cell phone ready to receive your codes.  YOU CAN NOT use the same mobile phone for other distributors.  Remember you need to tick all boxes at the end of the page. Then hit SUBMIT Button.

I HAVE REGISTERED BUT NOT PAID – What to do.
Click on the Already Registered button at the top of the registration form page, the following page will tell you this below:

If you have already verified your mobile, please complete your application by submitting the following information.

4.    You are now on the Cell verification page. Enter the sms code that has been sent to your cell phone and click verify and proceed button. You may need to wait a few minutes to receive the code.  If you do not receive the code, click change number in case you have placed the number in wrongly.  When you are taken to the next page, your cell phone will receive another sms message with your private password for your holidays and cash business login. KEEP IT SAFE at all times.

5.    You can now proceed to pay your preferred way. Simply click the button you require.
We will do the following example showing Alertpay.

Paying  via  ALertpay. Click on the Alertpay button.

You will then be taken straight to your Alertpay account. Login with your alertpay email and  password.  Add your Alertpay transaction number and click PAY.

Wait for the system to process the payment and be returned to the merchant website.

You are now a member of Holidays and Cash!

• Travelers ~ Start accessing the travel discounts and other benefits immediately via logging into the Privilege Pack Login area of your personal Holidays And Cash Website.

• Business Builders ~ Start earning CASH REWARDS and create a new lifestyle! Log in and view your Distributor area within your personal Holidays And Cash website.  Join the Newsletter here at the blog to remain updated. Contact Favored via: stockchap@yahoo.com or +2348038916150 so that you can be plugged into CEO Success Training! This is only for our business team members.

You can join the best business with the best product online to create your own financial independence, however without support, training and access to the very best of marketing tools you will find it difficult and sometimes extremely costly. This is where we give you and your business the edge, to help ensure your success!!

Join Now at: http://www.holidaysandcash.com/favored to take your position.