Repeating the successes of the past, preserving tradition, doing things as they are “supposed” to be done, will- at best – produce results like those had before.  Except that in this new future – our present – those results can’t possibly be as good, as productive, or as powerful as they once were.  And probably not as much fun, either.

Unreasonable success requires unreasonable approaches to the future.Breakthroughs needn’t happen by chance. You can create them at will.Breakthroughs are great leaps forward, and while they can happen by accident, they can also happen by design.

Here are principles of Being Unreasonable

11. Don’t base your life on what’s likely. Base it on what you dream about

Take the possible further. Chart the course of your life not on what you think probable, not on what you think possible, but on that about which you think fantastic.  The biggest breakthroughs and biggest successes come from dreamers.  (Caveatfanaticus {dreamer beware}: It will still you take all the same work to get there – dreams just don’t yield results without action.)

12. Expect the best

Expect the best from those around you. Expect them to be successful. Count on it. Plan for it. Budget for it. Expecting the best gives you the highest likelihood of getting whatever IT is.  Start with the best case scenario and figure out how insure it. By the way, expecting the worst has a similar, but opposite, effect.

13. Don’t think, “Can I accomplish it?” Think, “How can I get this done?”

If it is worth doing, and you have strong reasons for doing it, you’ll find a way. Stop worrying if it is possible. Trust me, it is. Focus your deepest mind on how to make it happen.  Remember, the best answer to “How…?” is “Yes.”

14. Back yourself into a corner, so the only place you can go is forward

Warrior-sage Sun Tzu wrote that nothing is as dangerous as an enemy backed into a corner.  They will fight to the death for the have nowhere else to run.  Don’t think about “enemies,” use this strategy on yourself.

15. Cut your timelines in half. You’ll do better work

Not only does work expand to fill the time available, so do our schedules, creating a viscous and every-expanding circle. We need pressure to accomplish great things. Shorten your timeframes, cut them in half. Then tell your friends. Your work may not be any better, but you’ll get it done in less time.

16. Ask people for a lot. They just may give you what you need

Shrinking violets rarely accomplish anything, and asking for what you want will often get it for you.  People like to serve. People like to accomplish. People like to win against great odds. Why not ask them for everything.

17. You don’t have to when someone says you should

People say, “you should” when what they really mean is, “In the past, most people I have known have done thus-and-so.”  Ask, “Why should I?” whenever the conversation turns to should’s and shouldn’ts.  Should is the road to mediocrity.  “Why should I”, is the first step towards majesty.

18. If you’re not scared, you’re not doing anything worthy

ll great ventures things in life contain elements of profound risk, and the promise of failure as well as success.  Courage isn’t acting without fear, it is being afraid, and acting anyway.  If you are not at least a little afraid, you are probably not doing anything worthy of the name great. Unreasonable people are often afraid.  So what, just be sure you are afraid of the right thing.

19. Don’t worry about getting it just right

Perfection prevents progress. New ideas must be tested against human beings. If you wait until you get it perfect, it may be too late. It may be never. Think functionality and workability. Experiment in the chaos of the real world, and fix the problems that arise later.

20. Freedom comes from responsibility

Be fully responsible for your actions and the effects they produce. Most people look for outside causes. Unreasonably lay claim to every miracle and debacle within your sphere of influence, which includes, by the way, everything. Make it all yours, for that’s the only way to exert dominion over your world and gain freedom.

I’d unreasonably like to hear what you think.  Take a minute and put your comments below.

If you missed the first 10 ideas read them here.

If your vision is important enough you most likely can’t do it all yourself.  That’s why you build an organization in the first place. If you’re more of a lone ranger you have contractors, or outsource relationships, or joint venture partners.  Problem is, once you have these relationships, these people must be in action or you get nothing.

Key question: Does anyone do anything meaningful without someone asking him or her to, and without them promising to it in return?

I call this a request, and making requests is the thing that causes people to get things done.  Want something done? Just ask.  Little requests are easy.  People say yes.

But big requests carry their own little problem.

Most of us, even leaders, hate rejection. So we only ask for small things, easy-to-do things, wimpy things.  It’s rare that we ask for what we really want.

We cut back our expectations. Our scaled-down requests make it easy for others to say yes, but those requests get us results far below what we really want. After a while, we just accept the fact that we can’t ask too much from people, and our expectations drop without our realizing it.

Here’s a little secret that can make things easier for you:

A request is not a demand or an order. When you are “asking” (that’s what makes it a request) people can say “No.” Or they can counter-propose something different.  They can renegotiate.  

In each case, you’ll get something, and that something is always better than nothing. Often it’s a whole lot better.

So go ahead, and be unreasonable. 

Ask for the moon. 

Ask for whatever it is you need and want — no matter what.  

“Ask, and it shall be given you; . . . knock, and it shall be opened unto you,” says the Bible.  If you are going to knock, don’t be meek about it.  

Knock on the big doors. Knock loudly.

Someone might just answer.

Speaking of unreasonable requests, I have an unreasonable offer for you.

By now, you’ve probably read your copy of Being Unreasonable.  (If you haven’t, go get a copy at www.be-unreasonable .com, or wherever you buy books.) and you may be thinking about who you know who hasn’t read it yet. 

Go ahead, buy some copies and give them away.  Use Amazon’s free shipping and send them directly, or get a few copies and give them to colleagues, employees, friends.

I want to reward you for your generosity and give you a few gifts for buying multiple copies.

Buy 3 copies, send me a receipt, and I’ll send you an autographed copy of  Faster Than The Speed of Change.

Buy 13 copies and you can be my guest at the Unreasonable Profits teleseminar series.  (You can find out more about his at www.unreasonableprofits.com.)  That’s a great deal; it’s about the same price as the teleseminar, and you get to give the books as gifts besides.

Buy 54 copies, and I’ll spend two hours on the phone with you – all at one time or in several shorter meetings; whatever is worth more to you.  People typically pay $2,000 for a couple of hours for my world-class business advice – the kind that could change the future of your company and as you can imagine, I don’t have a lot of these “blocks” to give away, so act quickly if you’re interested.

Lastly – buy 144 copies of Be Unreasonable, you will be my guest at a closed-door round table that I’m holding for a few special guests.  There is no price tag on this rare event, but my conference room only holds 10, which leaves room for nine people.  This unique meeting will take place in November, and I guarantee you, being there will rocket your business.  And I mean rocket in every dimension.  We will change the way you think about your company, and if you’re like my clients – the ones who pay $15,000 for this kind of meeting – you could solve your most pressing problems and even figure out how to quickly double, triple, or grow your business ten-fold. 

That’s my unreasonable request.  Go out and buy some books.  Lots of them.  And send me the receipts.

I read your article on Value Proposition and ROI. Your examples deal with physical products. I coach people in so-called ’soft skills’ – presentations, speaking and listening, enhancing imagination. I can detail many positive outcomes but do not know how to quantify the results of such training. Therefore I don’t know how to use the methods you suggest. Can you help me?

Since this is such an important question, I thought I’d post my response here:

I know it sounds unreasonable, but you’ve got to be able to put a number on it. The reason “soft skills” people tend to charge less, and earn less, is because they don’t go through the exercise of pinpointing the value.

If someone becomes a stronger speaker, how much will it impact their speaking fees? And if they don’t charge for speaking, what do they hope to get from that improved skill? What will the downstream effects be? Will they sell more, or perhaps gain support for important ideas or campaigns? Why do they want to be a stronger speaker, anyway? You must have an answer to the question, “why do it?”

At some point, if the “soft skill” doesn’t lead to an increase in productivity, and somehow profits – why are they trying to learn it? Why should the invest?

Let’s take the idea one step further to something as abstract as “enhanced imagination. “ Why should someone pay you for this? While it might seem obvious, you want to make sure what’s obvious to you is explicit for your potential client. The answer the comes to my mind is that enhanced imagination will lead to more effective product development, or stronger sales presentations — something like that. Which in turn will lead to something that either earns income or saves income. But that’s in my mind – what is in theirs?

You may think it is unreasonable – crass even – to try to reduce everything to dollars and cents, but if it doesn’t come down – in some way – to a return on investment, why should a business, or a business person, spend their money with you. If it’s not commercial– it’s not a business. It’s a hobby. An avocation. A pastime. But then you’re in a whole different kind of market, and a completely different selling proposition. Businesses are in business to make money, and if you’re soft skill doesn’t help them do it, they should spend their money on something else. When you can clarify how your services do that, the sky’s the limit.

So this brings up an interesting question – not just about lines but about rules in general. When should you follow them and when not? In Croatia, I was standing in line while all these people started to cut in front. Since no one seemed to react or even care, after applying a little game theory, I jumped the line as well.

When you consider that playing buy the rules may not be in your best interest, you have to evaluate the consequences of breaking them. In every case, one will outweigh the other. It’s not cut-and-dried.

Ray’s response? 

“If we can’t do it by offering a better fifteen-cent hamburger, by being better merchandisers, by proving faster service and a cleaner place, then I would rather be broke tomorrow and start all over again in something else.”

He said that positioning was dead because the people, the users, the community… they were creating the positions of companies by participating in Web 2.0. He believed that companies’ positions were defined by what was being said about them in the infosphere.

This is total nonsense. While Web 2.0 gives people a voice and amplifies the conversation, you have to ask where the conversation comes from in the first place.

Look–most people, bloggers included, want to be lead. They want to be told what to think about and how to think. Then they can react and respond, but not until then. It’s very rare that people initiate the conversation. Those who do are called “thought leaders,” everyone else is part of the crowd.

Positioning is all about framing a context that defines what people need to think about. Positioning is about providing the seeds that ultimately flower into conversation. Reasonable people take the seeds and help them germinate. Unreasonable people create the seeds. Good positioning unreasonably tells people what to think in the first place.

Web 2.0 is a fabulous development in how people and businesses communicate. It’s like going from a one-way street to multi-lane boulevard. Just don’t get deluded into seeing this as creativity. Most of the time it’s just traffic.