It didn't take long while on safari in Botswana, to begin to recognize the animal calls heralding a predator roaming in the area. What intrigued me was the pass-along path those calls took, from animal group to animal group. The shrieks of baboons, the trumpeting of elephants, the screams of francolins, the cries of impalas were picked up by adjacent animals and sent out for as long as the threat remained.

Seated in the courtyard of a sports bar during a playoff game in the home city of one of the teams, it was an energetic crowd that Sunday. While we'd come for a quick bite to eat, we caught a glimpse of a play now and then as home-team enthusiasts roared their approval during the first half.

"How could that be?" I muttered silently as I reread the message. This was not a person I wanted to encounter as I returned from a holiday vacation filled with family, friends, and fun. And yet, there he was on my calendar. My first meeting of the New Year was scheduled with my nemesis.

I'm not a big fan of New Years resolutions. Sure I've made dozens of them, all with good intentions and a bit of magical thinking, believing this time the resolution will stick. Maybe a few have, but generally these wishful self-promises end up broken. And when that happens my self-esteem suffers.

As a frequent conference speaker, I take advantage of other presentations when my schedule allows. So I was delighted, with three hours to spare before heading to the airport, to hear best selling author of "Built to Last," Jim Collins, address a group.

Thirteen percent. That number should make you pause if you manage staff, lead a group, or own a business. It's a number recently released from an on-line survey reported by Reuters.

Once upon a time, a prince and princess lived in stressful palace, surrounded by a stressful village, inside a stressful land. They knew it was stressful because everyone said it was. Their parents, the king and queen, worked from sunrise to sunset hearing issues from their kingdom, weighing the requests, and appropriating the collective harvest to the people of their land.

"Red tape. Infighting. Office politics. Employee morale. Can't get things done. Lack of communication. Layers of bureaucracy. Not valued. Rude, difficult people. Indecision. Lack of support. Inconsistency. No clear direction." These are sample answers from readers to a Winning at Working survey that asked about the biggest problems at work. And then we wonder, as supervisors and managers, why employees aren't motivated?

In the Black Hills of South Dakota, carved in granite, the six-story faces of George Washington, Thomas Jefferson, Abraham Lincoln and Theodore Roosevelt create a grand impression viewed from a distant, or standing on the national monument's viewing terrace. Visiting Mount Rushmore on vacation, I found the documentary of its making fascinating. Weeks later, one story stayed with me.

When young children misbehave, many parents, teachers and caregivers insist on a time-out. Think how much better your workplace would be if you initiated the same approach. No, not for your boss or coworkers, but for yourself.

From the iron age to nearly the industrial age, blacksmiths prospered. Villagers needed plows, shovels, iron tires for wagons, nails and tools to build their homes, all of which the blacksmiths forged. They needed their horses and oxen shod and their tools repaired. Being a blacksmith was a sound professional choice.

Maybe you received the email offering cash in exchange for testing the Microsoft/AOL email tracking system. Or you heard that theaters were using subliminal advertising to increase sales of popcorn and soft drinks. Maybe it was the "buy one, get one free" Porsche promotion that caught your attention, or the warning that reusing plastic water bottles is unhealthy since components breakdown and are ingested.

You can have outstanding ideas, yet never leverage them into winning at working results. That's because the secret behind those ideas lies in performance. Yours.