Happy spring everyone! (You know it’s been a

tough winter when you get

snowed in...in Dallas!)

Yep—happened to me.

This is our quarterly ex-panded version of our

“Four-Minute Newsletter”

we like to call “The Magna

Cartland.”

So much has happened this last quarter. One of the

things I’m most proud of is

that my new book hit the shelves. It’s called Doug

Cartland’s Four-Minute

Essays for Leaders. If you enjoy my newsletters,

you’ll enjoy this book! I

hope it’s practical and en-tertaining at the same time.

As a matter of fact, the

article I’m presenting in this newsletter is one from

the book!

If you haven’t done so yet,

you can order yours at this

link: http://www.dougcartland.com/

products-resources.html

Heather will once again be

on board for this newsletter

with an article and some very interesting pictures

you’ll find on the inside. I

disavow all knowledge of

anything she shows there.

Justin Davis is our terrific guest contributor with an

article about money. I’ll

also have a number of other tips and quotes for you and

another book recommenda-

tion on the back page.

We at DCI (Doug Cartland

Inc.) hope that all of your 2010s have gotten off to a

rip-roaring start. As the

recession eases, we hope

that everyone’s boats float.

I hope you are helped by this edition of “The Magna

Cartland.” See you next

week with another “Four-

Minute Newsletter.”

Welcome

Order or Freedom? by Doug Cartland

Down through the centuries the least successful leaders

were those who did not

trust their people. Democ-racy itself is built upon the

precept that people are able

to govern themselves better than a ruler in a high posi-

tion with consolidated power can. Tyrannies suc-

ceed for the moment be-

cause they get action from their people out of fear.

But they lose in the long

run because eventually

those people rebel.

Inherent in tyrannies--and many failing businesses--is

the basic distrust of people;

believing that they are not

capable, and that all deci-sions of any import and

duties of any significance

need to be made and done by those at the top. Those

at the top get all of the re-

wards, too—fleeting as

they may be. This fails.

On the other hand, anar-chies fail because order and

purposeful direction are

keys to any organization’s success. So what’s the

middle ground?

Democracies flourish and

are thrust forward because,

though they have a degree of order, they also thrive on

trust, empowerment and

the belief in the abilities, creativity, ideas and collec-

tive genius of their people.

So it was that former Sec-retary of State Madeline

Albright said, “The more

you give people a chance to make a difference, the

more they will.”

It’s this balance between

reasonable order and free-

dom that makes the Ameri-

can experiment successful.

Inherent in democracy--and a well run business--is trust

and belief in its people to

make good decisions and to handle duties of signifi-

cance well within a certain

{continues on page 2}

In This Issue

Welcome

Order or Freedom?

Build Wealth the Smart Way from the Start!

One Last Note

Well Said... 2

History Comments 2

VP Message 3

Bright Idea 4

Book It! 4

Features:

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Volume 7, Issue 2

April 2010

framework under an attentive eye. And the rewards are for everybody. This suc-

ceeds.

In his book Guns, Germs and Steel, Jared Diamond comes to this very conclusion

after studying why certain societies sur-vived and thrived from the beginning of

time and why others did not. Tyrannies

as I noted fail, but so do anarchies. Lead-ership is indeed needed, but it’s the type

of authority that draws reasonable lines,

expects people to operate within them, but gives a tremendous amount of latitude

for how they do it. A loose application of leadership, as the United States has, is

best for direction, vision and a free cul-

ture that allows for the exploration and expression of new ideas and the growth

and success of any company.

I understand that business is not a democ-racy and that people certainly need that

disciplined framework to work in. Hu-

man nature too often will take advantage of a culture that is too lax in its discipline

and expectations (anarchy).

Indeed, people by instinct know that an

orderly environment is healthiest and

they will help support order as long as it is established and maintained fairly. Ac-

tually people are so comfortable and se-

cure with order that they will even take bad order over no order at all. Chaos and

disorder are frightening, uncomfortable and unnerving to the average human be-

ing. In Iraq some of the backlash by

common Iraqis to the American invasion has been because of the lack of order.

Some Iraqis have pined for Saddam be-

cause, although his order was bad, it was

still order.

But, for a business to be truly healthy,

there also needs to be the freedom to think, express and fail. We need author-

ity without being overbearing, expecta-tions without being overburdening and

leadership without being aloof. It’s this

common sense (though not commonly practiced) balance that leaders need to

find. This is a “touch” that not every

leader has--but it can be acquired.

The first time when Roosevelt shouted, “CHARGE!” his men didn’t hear him.

Thus he found himself riding up alone

into the teeth of an entrenched enemy on higher ground-- bullets whizzing by. He

looked over his shoulder and thought—

“Lord, nobody’s with me!” How he

didn’t get killed we’ll never know.

He went back to the line and shouted, “I said CHARGE!” This time he got his

men’s attention and up they went and

took San Juan Hill. That was the day

Teddy Roosevelt became a legend.

He was the Assistant Secretary of the Navy when the Spanish-American War

broke out in the 1890s. He decided that

his place was not sitting in Washington, but leading on the front lines. And so he

went to Texas and gathered a group of

men who dubbed themselves the “Rough

Riders” and went across to Cuba to fight.

Most Americans know the story of soon-to-be President Teddy Roosevelt leading

the rough riders up San Juan Hill to a

courageous and historical victory. But most don’t know that Teddy Roosevelt

actually went up the hill twice on that

famous day!

The moral of the story: When you give orders or instructions to your team:

MAKE SURE THEY GET THEM!!

Page 2

Well Said...

Order or Freedom? (cont’d)

History comments, I don’t need to...

T H E MAGNA CAR T LAND

“The logic of worldly success rests on a fallacy—the strange error that our perfection depends on the thoughts and opinions and applause of other men. A weird life it is to be living always in somebody else’s imagination, as if that were the only place in

which one could become real.”

Thomas Merton, The Seven Storey Mountain

VOLUME 7 , I S S UE 2 Page 3

Build Wealth the Smart Way from the Start! by Justin Davis

A Message from the VP by Heather Cartland

Most people when working to improve their finances or per-

sonal life will take random

ideas that they have learned from their favorite magazine,

television program, books or

resources and apply them to their current financial situation

without a specific plan or goal

to be attained.

While this is an improvement

over doing nothing to better your life and the lives of your

friends and loved ones… it is vitally important to have a spe-

cific, measurable, attainable,

compatible (SMAC)™ goal or set of goals to work towards. If

all of the actions you put in

place now meet the above re-quirements when working to-

wards that ultimate goal… you will find that the positive attrib-

utes of these actions will fall

into place almost automatically if the end result is powerful

enough to keep you motivated.

For instance, let’s look at the

area of paying off debt:

Typical financial advice sug-

gests that you should begin

contributing to a retirement plan as soon as possible to take

advantage of the time value of

money. While there is merit to this strategy for most people,

we at The Strategic Millionaire have proven time and time

again that it is more effective to

focus on debt first.

By focusing on the smallest

balance first and ignoring inter-est rates… the time schedule to

pay off each obligation is short-

ened dramatically. Once the smallest debt is paid off, shift

focus onto the second smallest

debt applying the usual monthly payment in addition to

the payment that was paid on the smallest debt. Once the

second obligation is paid off move to the third smallest using

the total monthly payments

from the first two previous debt amounts in addition to the cur-

rent payment, etc.

This strategy has been proven

effective for many of our cli-

ents… some even paid off their mortgage in less than seven

years.

Justin Davis started in the fi-

nancial advisory field with his

father, Randy Davis. After many years of painstaking re-

search and practice, watching

what succeeded and failed in wealth and business building,

The Strategic Millionaire, Inc.

was born.

Through consultation, coaching

and seminars, The Strategic Millionaire, Inc. focuses on

ways to decrease the time nec-essary to reach business or indi-

vidual financial goals. They do it by

consolidating proven business build-ing, wealth building, tax, incorpora-

tion, sales and marketing strategies

and techniques. Their approach is unique, powerful and highly success-

ful!

Justin Davis

Co-Founder

The Strategic Millionaire, Inc.

Justin@TheStrategicMillionaire.com

Fax: 217-355-6753

Hello, readers! Our puppy, Risi, turned 1 year old last

month, and much to Doug’s

chagrin, we had a party for her. She had a party dress (complete

with leopard print and a big red

sash), her own cake and cook-ies, presents, and of course, all

of her little dog friends came.

There were six 4-leggers and

twelve 2-leggers at our house that Sunday afternoon, and all

were very well behaved. The

dogs played together nicely, they sat at the table and ate

their cake, and then Risi opened

her presents and they all had their chance to play with them.

It was a delightful afternoon. I thought it might put a smile on

your face to share some of the

photos with you.

Now, in order for me to be able

to tell you that story, Doug said

I had to include at least one embarrassing photo of myself.

To appease him, I am sharing this photo of me as the Easter

Bunny for Sharon’s Easter Egg

Hunt in the park. The lady that normally plays the Bunny was

recovering from back surgery and I was asked to take her

place. About 300 children were

expected. I’m not sure how many turned out, but a lot of

them wanted to sit on my lap

(or at least their parents wanted them to). Doug seemed to find

the whole situation very amus-

ing.

Risi welcomes her friend Kodi to the

party.

Risi and Chloe get some playtime in

before things get started.

Risi enjoys her banana birthday cake. I’ll be the first to admit...that costume

was a little freaky!

Doug Cartland increases the efficiency, productivity and profitability of

teams through training workshops, keynotes, seminars, consulting and/or

personal coaching.

Hundreds of organizations and thousands of people will attest to Doug’s

ability to generate outstanding results in these areas: Leadership, team

building, communication, time management, stress management, creativ-

ity, motivation, change management, sales, customer service and presenta-

tion skills.

The co-author of “Motivational Leaders” and the author of “Ray Eliot: The

Spirit and Legend of Mr. Illini,” Doug Cartland is different. Through his

mixture of passion, humor and story telling, Doug makes an impact in excit-

ing, entertaining and meaningful ways!

107 Grace Street

Sharon, Wisconsin 53585

DO UG CAR TLA ND, I NC.

It may not seem like it, but most doctor’s offices leave 10 or so appointments open during the day in case acute patients show up—patients that get sick TODAY. If every appointment is filled, one right after the other, and a patient shows up that they didn’t expect,

then their entire schedule would be thrown off. In the same way, we should schedule “flex time” during our work days. Schedule thirty

minutes of flex time in the morning and thirty minutes in the afternoon—extra time that isn’t set aside for anything. That way when the inevitable emergency or the unexpected comes up, we can handle it without our schedule being completely pushed back or thrown out

of whack.

This Month’s Bright Idea

Phone: 262-736-1800

Web-Site: www.dougcartland.com

E-mail: doug@dougcartland.com

Remember Your Worth

We’re on the web!

Visit us at www.dougcartland.com

Recommended highly: Leadership by Rudy Giuliani, Published by Miramax Books, 407 pages, 2002

I resisted reading this book. Most contemporary books on leadership are filled with generalized self-bragging plaudits and are little

practical good. But Heather bought it for me, and I thought that Giuliani did take a city through 9/11, so I should give him the benefit

of the doubt. I’m glad I did. You don’t have to agree with his politics to glean a lot from the book. He gives principles and then practi-cal story after practical story to illustrate them. I thought it was really well done. The book has one major flaw: when he wrote it, he

still had an eye on running for office; therefore he mentions virtually nothing that he did wrong. We learn so much from people’s mis-

takes and I wish, for that reason, that it was more honest. But I thought about 80% of it was terrific.

Book It!

One Last Note

Happy Spring Everybody!!