Skip to main content

A Reason, A Season, or A Lifetime

I have always been amazed and sometimes confused as to why people come into my life, and then some years ago I read this poem: A Reason, A Season or a Lifetime that sort of put it all into perspective.

People come into your life for a reason, a season or a lifetime.
When you figure out which one it is, you will know what to do for each person.

When someone is in your life for a REASON, it is usually
to meet a need you have expressed.
They have come to assist you through a difficulty;
to provide you with guidance and support;
to aid you physically, emotionally or spiritually.
They may seem like a godsend, and they are.
They are there for the reason you need them to be.
Then, without any wrongdoing on your part or at an
inconvenient time, this person will say or do something
to bring the relationship to an end.
Sometimes they die. Sometimes they walk away.
Sometimes they act up and force you to take a stand.
What we must realize is that our need has been met,
our desire fulfilled; their work is done.
The prayer you sent up has been answered and now it is
time to move on.

Some people come into your life for a SEASON,
because your turn has come to share, grow or learn.
They bring you an experience of peace or make you laugh.
They may teach you something you have never done.
They usually give you an unbelievable amount of joy.
Believe it. It is real. But only for a season.

LIFETIME relationships teach you lifetime lessons;
things you must build upon in order to have a solid
emotional foundation.
Your job is to accept the lesson, love the person,
and put what you have learned to use in all other relationships
and areas of your life.
It is said that love is blind but friendship is clairvoyant.

 — Unknown

Comments

Popular posts from this blog

The Moldy Middle

While taking statistics during my quest to get an MBA and while earning my engineering degree, the professors always emphasized the importance of finding the statistical mean of any population by using the Central Mean Theorem (a.k.a the highest point of the Bell Curve). As an engineer, this was essential in order to maximize throughput, minimize cost and waste, and ultimately make a better, faster, cheaper widget. A funny thing happened on the way to the dark side of marketing. I discovered that the only thing in the middle of the road was quite literally dead road kill. I do not know if you remember stores like Bradlees, Ames and Service Merchandise (just to name a few), but they all folded because the environment changed and they were caught trying to service the mythological “average customer.” Part of that change came when Wal-Mart began its juggernaut with the discount department store. Wal-Mart did two things right: 1) Focused on “mobile” consumers, and 2) Fo

The Rush to Bottom

I cannot take credit for these words of wisdom, and sadly I do not know who wrote it originally. So, I cannot acknowledge them by name but I can acknowledge their exceptional talent to get a message across with clarity and hard-hitting truths.   Whomever this author is, I thank and admire you and take pleasure in sharing this with others!   I have also included a video if anyone is interested in sharing it. “When the reward is great, the effort to succeed is great...but when government takes all the reward away, no one will try or want to succeed.” An economics professor at a local college made a statement that he had never failed a single student before, but had recently failed an entire class. That class had insisted that socialism worked and that no one would be poor and no one would be rich, a great equalizer. The professor then said, “OK, we will have an experiment in this class on socialism. All grades will be averaged and everyone will receive the same grade so no one wi

The Saleman's Litmus Test

If your goal is to become a great company or even improve your existing one, every employee in you company should be able to “sell” the product or service that you are merchandising. Since that is usually not the case, you are forced to hire sales people to help implement the objectives laid out by upper management. A national study indicated that less than 3% of the population has an inherent penchant for sales, and as much as 50% of all salespeople really do not know how to sell. During my 20 odd years in sales, I have hired, worked with, and observed great sales people (yes, both men and women). Being the observant type and believing in best practices, I have complied a listing of questions you should ask any salesperson before you hire them, and should use this Litmus Test to review of your existing sales force to determine whether to keep them or cut them loose.  I hope you find it useful. Psyching Out the Test : People always try to answer questions the way they think yo