"We're out to become the McDonald's of Relaxation," says Keith Cason, Western distributor of Float to Relax. He maintains that "this isn't a fad; there are 20,000 Valiums consumed in Denver every day, and we're stress-management consultants offering a better way." And Robert Tyhurst, 37-year old former financial executive for Exxon and Itel Corp. and now Samadhi's managing partner, envisions his tanks eventually "in every skyscraper," allowing workers "the opportunity for complete privacy."
It is hard to imagine any such success for a device that has been around for 25 years without catching on. (Dr. Lilly, noted now more for his unusual work with dolphins, used early tanks for various mental-research projects.) Only a few more than 1,000 tanks have been sold, mostly to private solitude-seekers in the last couple of years. And the price of $1,195 to $2,750, including air pump, water filter and heating unit, hardly seems likely to cause a flood of buyers.
Lately the two companies have been competing for the health-club market, a first step out of the narrow category of "meditational aid," where most current users seem to place the tanks. Nautilus-plus, a fitness chain in Southern California, has ordered 12 units from Float to Relax, which recently opened the 13th center of its own, in Philadelphia.
Skepticism Voiced
In New York, targeted by Mr. Tyhurst as one of six planned Samadhi regional centers, the only two public Samadhi tanks are at a place called the East-West Center for Holistic Health. (Many orthodox health professionals are likely to be tank skeptics. MIT Prof. Richard Held. who labels Dr. Lilly a "fringe" scientist, says conventional research in the sensory-isolation area was dropped years ago. But Prof. Held, who once did such research, adds that a couple of hours in a tank "shouldn't be a problem" for most people.)
Meanwhile, back in Beverly Hills, an intense young Samadhi assistant, Ramon Repp, senses from my many nervous questions that I'm more interested in talking about sensory isolation than in trying it.
Will somebody be around to help if I have trouble? "No," he says curtly. (I'm relieved, though , to try the demonstration tank door and find it opens at a feather's touch, and there's no latch at all.) How will I know when my hour is up? "You'll hear soft music," Ramon answers. and points me toward my private tank room.
On my way, I reflect how different this experience seems from my several memorable adventures in hot tubs. I'm taking this dip alone. Really alone.For one thing, I've been having a spat with my girlfriend. I'm also nervous about another article I'm writing, and I wonder how the saltwater will affect a recent scratch I suffered on the top of my head.
I lift the tank lid and climb into the tepid 93.5-degree water. As I lie down. my scalp ' does sting a bit, but right now I'm more concerned about how things will look when I pull the door closed over my head.
They don't "look'' at all. It is the darkest dark I've ever felt, and it actually seems to lighten when I close my eyes. Breathing is difficult in the stuffy chamber. Also, there's a lot of noise at first; but it's really just my thumping heart and the "narration" I'm getting from my mind, which, after all, is my only companion on this trip. It first recalls the enjoyment I used to get taking baths as a child instead of the showers that now are my morning routine, and then it criticizes itself for the "small" caliber of such thoughts.
But at least, I notice, the stinging is gone. So are the little waves of water against my skin, and those "outside" worries. Now there IS nothing.
Heartbeat Returns
My heartbeat is back. But of course it was never gone; my mind was just on other things. I fret briefly about "freaking out" like some buried Edgar Allan Poe character. Then I remember how easily that door opens, wherever it is.
When, with practice, I get really good at floating still, my mind finds itself almost wishing for the stinging to return or even for my toe to touch the tank wall. Anything. It seems my mind won't let me completely relax.
But as soon as I think that, I begin to feel a strange sensation in my limbs. It is as if there is no difference between my skin and the water, and I begin to fantasize about being part of the water, disappearing into it and no longer being a separate human body. Opening my eyes, I see nothing to dispute the fantasy. My usually argumentative mind now begins to play along with the feeling, and I picture myself lying on a grassy hillside with a warm breeze blowing ever so lightly over me. And now I am the grassy hillside.
Every now and then I have little "mind attacks," and my body starts as if waking from a sound sleep. But I'm awake, and it's easy, I find, to resume my disappearing act.
On the Beach
Now I'm running on the beach in a dense fog, and almost vanishing into it. I run effortlessly, and watch an occasional runner glide toward me and vanish into the same fog. In the cloud, now, there is nothing but mind, and heartbeat, and . . . something else. Something like . . . lilting electronic music.
I guess my time is up, and I guess I can push the door open. In a minute. I feel euphoric, and I sit up slowly, push and step out. I shower and dress, give Ramon my MasterCard and sign the slip. Someone says "thank you" and I leave.
Outside, the sunny, warm afternoon seems somehow quieter. The flowers I pass as I walk to my car are unquestionably a brighter purple than they were before. Driving home, I notice that I don't want to turn on my radio.
The air hits me and I come down a bit, thinking that daydreaming on that grassy hillside would be a cheaper form of relaxation. And for about the same amount I could have had an invigorating massage. But I'm satisfied with my hour in the tank.
I stop and buy a bunch of daisies for my girlfriend. And I buy a rose for myself.
How do you keep your attitude in tip-top shape, no matter what's going on? Maintain your passion, increase your satisfaction and meditate on your purpose. Here are some questions to ask yourself to keep things moving in the right direction: onward and upward!
1. MAINTAIN YOUR PASSION
a. Do you basically love what you do?
b. Do you do it for your own reasons?
c. Have you become immersed in your job and your industry?
d. Do you constantly find ways to upgrade your skills?
e. Do you have fun?
2. INCREASE YOUR SATISFACTION
a. Do you seek to expand your personal experiences and horizons?
b. Do you work at finding mentors and thus learn from them?
c. Do you listen to yourself?
d. Do you read motivating, stimulating subjects?
e. Do you explore new areas and willingly accept new challenges?
3. RETHINK YOUR PURPOSE
a. How much time do you take for self-management?
b. Have you clarified your primary purpose (both personal and career)?
c. Is your life reflecting your values and priorities?
d. Do you have a personal mission statement?
e. Do you celebrate your uniqueness?
1. Sell the Salespeople
Give them what they want which is:
2. Verify salespeople have their room arrangements, traveling cash, and first day's per diem, in their hands before departure.
a) Crew Leader handles all issues on the trip. No worries
b) Load product.
c) Supply and help with paperwork.
d) Handle any problems salespeople may have.
The crew leaders ’ sole purpose is to keep the Salespeople working every production hour.
3. Have a definite departure time and date.
4. Stated
"Rules of Conduct" while on the trip.
To be explained to
and accepted
by all Salespeople.
Reveille: 6:30AM
Production hours: 7AM to 5PM. Training Consulting: 5PM to 7PM Salespeople Free hours: 7PM to 10PM
Lights Out: 10PM
From 7AM to 7PM the salespeople are under full authority of crew leaders, except in obvious Headquarters matters. From 7PM to 10PM the salespeople are on their own free time.
Daily logs will be maintained by salespeople and seriously reviewed and analyzed by crew leaders. Salespeople will turn in daily logs at end of work. Salespeople who do not make a sale will pitch the crew leaders. Crew leaders will pair Salespeople with Closers.
Salespeople must behave professionally during production hours and on Hotel property. Infractions will be penalized.
5. Crew leaders will be available to Headquarters 24 Hours. Crew leaders will follow all orders, rules, systems, methods, etc. of Headquarters. Crew leaders will make "Field Decisions" only.
Nevertheless,
there are 10 basic qualities that all good sales managers possess. Most can be
learned. Here they are; check those you possess.
1. You like people. We hope you already have this quality! (If you don't, you
may as well stop here.)
2. You are well organized. Organization is the foundation of everything that
you do successfully in life.
3. You have a sense of commitment. Until one is committed, there is hesitancy,
doubt and always ineffectiveness.
4. You have a strong desire for responsibility. Since you will be judged on
results, you know you are responsible for the results of your sales team. And
you wouldn't have it any other way.
5. You are persistent in the pursuit of your goals. Recognize the value of persistence.
Former U.S. President Calvin Coolidge said, "Nothing in the world can take
the place of persistence. Talent will not; nothing is more common than
unsuccessful men with talent. Genius will not; unrewarded genius is almost a
proverb. Education will not; the world is full of educated derelicts.
Persistence and determination alone are omnipotent."
6. You bring out the best in people. The German philosopher Goethe explained this succinctly when he said, "If I accept you as you are, I will make you worse; however, if I treat you as though you are what you are capable of becoming, I help you become that."
7. You have tolerance. You understand the art of being human
includes allowing people to grow by learning through "mistakes." In
reality, you realize there are no "mistakes"—only steps to mastery.
8. You are flexible. New
situations call for different actions over time. You need to know when to
direct and control and when to follow and discover.
9. You engage in
self-analysis. In a survey, one-third of sales people interviewed were
dissatisfied with their manager. Have the guts to accept feedback, and be
willing to listen. Along this line, ponder the words of Sigmund Freud:
"Work is man's strongest tie to reality.”
Today organizations are working with smaller budgets and fewer people. At the same time, customer expectations are increasing. In this environment making the best use of all employees' skills, knowledge, and abilities is more critical than ever before.
To meet this challenge, many organizations are redefining and expanding the role coaching plays in helping to meet organizational goals. Coaching is no longer a ritual that only managers carry out during scheduled performance reviews and appraisals. Instead, it’s seen as a way for everyone in the workplace to work with, motivate, and support one another—both within and across functional lines.
The goal of coaching is not to provide direction, but for employees to work together to help one another find direction. To accomplish this goal, employees must take on greater personal responsibility in the workplace— not only for their own performance, but also for the performance of others. Instead of saying, “That's not my job," employees must find opportunities to help others:
• Gain confidence in their own abilities
• Analyze problems and find solutions
• Set goals
• Think of a better approach to their work
• Find new ways to apply their skills
• Sort through their fears and concerns
• Find ways to overcome obstacles
After all, the security of your job may ride on how well others do their jobs. Each employee's success depends on the organization's success—and for the organization to thrive, everybody has to be a coach.