التخطيط الاستراتيجي | كيف تحقق أهدافك وتتخلص من العشوائية؟

本站添加: 2026-05-24

[00:00:01]Okay, okay, sorry everyone for the technical jargon. Let's begin, in the name of God, the Most Gracious, the Most Merciful. Today we're going to talk about a comprehensive methodology for personal planning, and this methodology will be very important for each of us, regardless of how you use it. We'll now learn about the basic aspects of life, and I'd like your feedback on the most important aspect for you so that we can differentiate or tailor the content to focus on the most important aspect that concerns you right now.

[00:00:33]Okay, we have the main themes for our meeting today. The first theme is the knowledge- execution gap, and this is a scientifically documented phenomenon. This phenomenon is considered a fundamental challenge facing any ambitious person. Anyone who has the will to do something will fall into this problem or this gap, and this has absolutely nothing to do with the level of experience or the level of understanding. So we will understand this phenomenon from its roots and find out why it exists.

[00:01:03]Secondly, we'll learn about planning from a neuroscience perspective. We'll understand the brain internally, what happens there, and why most of the methodologies we use for planning, the SMART goals we employ, and all that stuff do n't answer all the questions. Consequently, it becomes very difficult to stick to the plans we set, and they often turn into procrastination and so on.

[00:01:25]We'll also learn about this. The third axis is methodology. So, what do we start with? We'll learn about methodology and its five stages.

[00:01:34]This methodology addresses the human consciousness as a whole, and its essence contributes to activating the cognitive, emotional, and behavioral aspects as we work on our goals. Not only should the plan be realistic and logical, but the plan and its details should also be emotionally charged and provide guidance for behavior. This ensures complete harmony with the plans we set for ourselves.

[00:01:57]This methodology, of course, has many uses, so you can use it whether you're helping yourself plan better or If there is someone in your circle who would like you to help them plan their life better.

[00:02:08]Our fourth focus is practical application, and here I 'll share a model to show how this methodology was applied. I have more than one model, and we'll also have space in this fourth part to discuss and answer important questions and inquiries related to the practical application of the methodology.

[00:02:27]Before we begin, we need to understand that life has four aspects: the spiritual, the health, the professional, and the relationships.

[00:02:37]Research has been conducted on this topic, and the most famous and reliable study is the Korean Case study, which followed more than 25,000 people for 10 years who achieved true flourishing. The study aimed to discover the secret to these individuals' success and found that they were able to create a balance between these four aspects. It also found that the percentage of people who achieved this balance in the sample studied did not exceed 17.2%.

[00:03:06]Therefore, it's not enough to simply work on one specific aspect and be satisfied. We want to achieve it and put all our energy into it, but we must also be aware that balance in other aspects is necessary and very important because you may succeed professionally, but your family relationships and relationships are strained or not at their best, so you feel lonely and it affects you psychologically, and this is not success. You may be maintaining your health and your affairs are fine, and your career is successful and everything is good, and even your relationships are good, but inside your soul is empty and you feel that there is no meaning to the life you are living, and you become depressed. You may be successful and depressed, and this is also not success. So, since we will talk about the methodology of integrated planning, I want to know from you what is the most important aspect for you now. And by the way, setting a priority is very important. Why? Because every year, these four aspects of your life will have one that needs more attention than the others, or even more than all the other aspects combined. So, I always say, try to think of these four aspects as children. Okay, we love our children.

[00:04:15]Imagine you have four children, you love them all, you care for them all, you give them all attention. But at some point, one of them might be going through a problem, like their grades aren't good at school, or they're upset and fighting a lot. In that case, it's natural to give them more attention than their siblings.

[00:04:35]So, which aspect of your life needs this extra attention this year? Please write to me in the chat. I don't know how I'll read the messages, but write to me in the chat, and I'll leave this page for a second to read Fiat's answers.

[00:04:51]I can help you, no problem. Just write to me: spiritual, relationships, professional, work, okay? Health?

[00:05:05]What else? Quickly, all of them. Someone choose one of these aspects: relationships, spirituality, career, health, relationships, health, okay, what else? We need the rest of the people to participate. Let's do it quickly.

[00:05:29]Four? What about the four? No, there's no such thing as needing to focus on something from the beginning. What?

[00:05:34]We have four children, and one of them needs extra care. What aspect needs extra care from you right now?

[00:05:46]Okay, fine. I'll assume that the people who didn't answer know. Okay, so it's enough for you to just make a note in your mind that the most important aspect of my life right now is this one. You can change this later, it's fine, no problem at all.

[00:05:58]Relationships and spirituality, okay, fine. Now, in the aspect you chose, you'll find yourself setting a specific goal, or you want to change this goal, you want to change the outcome you're experiencing now and achieve a better result. So you have the will, okay. This will encounters some obstacles, so you can start with this, and then So, you find yourself saying, "I know what I'm going to do, but I don't do it. I know the change I want, but I don't work on it. I don't have the energy to move forward." This is when you realize you've fallen into the "knowledge-do" gap, also known as the "know-do" gap.

[00:06:40]Simply put, this phenomenon occurs when you know what you want to do, you know how to do it, you've read books, learned, and attended webinars like this one. But when you try to do it, you find yourself facing difficulties or an unknown psychological resistance that prevents you from actually doing it. Even if you do manage to do it, it doesn't live up to your expectations. You're capable of more, yet you only do the bare minimum, and this frustrates us. It makes our minds question everything. I want you to understand that this gap isn't caused by a lack of willpower or discipline. It's a documented phenomenon in every self-help and personal development industry. We'll now look at the scientific reason behind this, with numbers. A very famous study says that 92% of people who set goals for the new year fail to achieve them, and only 8% succeed. When they investigated the reasons, they found that these results occur regardless of experience level, education level, etc. The study states that educated and uneducated people, rich and poor, young and old, all fall into the same gap. They discovered that knowledge alone is never enough to motivate us or make us create real change in the world.

[00:07:59]This is serious, and we must pay attention to this number—92%. It's a terrifying number. Imagine we have 10 people right now, each with 10 goals for this year. Nine of these goals are very likely to go unachieved if we use a different framework for planning our lives. The difference lies in... The two numbers are not a will, the difference is a pattern in the planning itself. Some people plan in a way that makes them fail to achieve their goals, and some people plan in a way that makes them succeed in achieving their goals. So we will try to break down this strategy and know exactly what is distinctive about it.

[00:08:46]Researchers at Harvard in 1999 conducted a study and documented it in their book called The Two-Duwain Gap, which anyone who wants to delve deeper into can find. They found two findings, so I will summarize the two findings for you. The first finding is that knowledge alone does not produce action. It can also sometimes replace it.

[00:09:04]People learn, get certificates, and collect certificates, as if they are collecting stamps, and they feel that they have achieved and that they are progressing. This is of course the illusion of progress or the illusion of achievement. This illusion is achieved through the knowledge gains that we obtain, and it does not have any material translation in the reality that we live in. So this is the very simple definition of the illusion of achievement or the illusion of progress. The second finding was that the most trained people were the least likely to apply what they learned. This isn't because they're not smarter or don't learn quickly; on the contrary, it's because accumulating knowledge without action puts a person into a state of complacency. They think, "I know, I know, I know how to do this. Have you done it? I've got a certificate in this subject, I know the strategies, and I even give consultations to people." But are you living what you've learned? This creates a huge gap. Learning without application creates the illusion of progress or achievement. From my personal experience, what I've noticed with many people has led to a very simple but profoundly impactful finding: most of the planning frameworks we use address only one part of the brain—the logical brain. That's why plans start strong but lose momentum over time. You'll find all the books talking about SMART goals and so on.

[00:10:20]Personally, all the books I've read and all the courses I've attended presented a single, partial framework that tells you to start with goals, SMART goals, and objectives—basically, what Achievable Outcomes and so on. The second one tells you to start with these habits, that's the most important thing. The third one tells you that the most important thing is discipline; if you're disciplined, you'll do the impossible. The fourth one tells you that you must have passion and something else. And the last one tells you that there's no such thing as passion at all. So each one grabs the elephant by a leg or a part and tells you that's the whole thing, and this causes fractures in the planning process itself. So the solution here isn't in taking one thing or one part and working on it with absolute efficiency; that's not enough. We must have a methodology. This methodology must bring together all these elements: passion with discipline with smart goals with all these things, so that it creates harmony between logic, emotion, and behavior.

[00:11:15]Because a human being is made up of three components, and in cognitive behavioral therapy, you find that a human being is made up of three basic components that we work on to bring about any change: thought, feeling, and behavior. These are the three components. That's why any planning methodology must address these three components and provide them with the elements that activate them. Or they are activated during the process, and that's what we'll discover together now. So before we talk about the methodology, we need to delve into the human brain for a bit, sit down for a while, and understand exactly what happens inside the brain in at least two systems. This is, of course, according to recent research in neuroscience.

[00:12:01]By the way, all these findings have origins in our Islamic heritage, and there are also principles and foundations in various religions and ancient philosophical texts. You'll be very surprised when science aligns with ancient wisdom; you find a magical synthesis occurring. So what are these two systems? The first system is the emotional system. This is the oldest part of the brain. Of course, the brain has three parts: the instinctive brain, the emotional brain, and the thinking brain. The instinctive brain is by default present from the moment we are born in our mothers' wombs. The emotional brain is also present from the moment we are born in our mothers' wombs, and of course, it develops more. Over time, the thinking brain, which is present, comes into play later, its formation is completed, and it begins to develop gradually as we live through life's journey. It reaches its full development around age 30. The emotional brain, also known as the hippocampus or limbic system, is responsible for feelings, emotional memories, internal motivation, and the sense of meaning. It's the source of signals that tell us something is important, so we want to do it, or that something is dangerous, so we should stay away from it. Willpower, fear, attraction, and repulsion all originate from it.

[00:13:19]Without this system, we would have no energy or motivation to act; nothing would move within us at all. If we have the time, we'll learn what emotion actually is.

[00:13:30]Emotion, my friends, is essentially a chemical; it's energy present in the body that is released. We either direct it towards something positive, or it begins to destroy us. There are things we unconsciously prevent from appearing, and this greatly affects behavior. This is dangerous; this is a very serious system, extremely dangerous. This is what drives behavior. The second system is the prefrontal cortex, or the frontal prefrontal cortex.

[00:13:53]This, of course, is the logical brain, the most recently evolved part. It plans, analyzes, makes decisions, sets schedules, and decides what to do and what not to do. It thinks about the future, balances options, and also allows us to postpone gratification to do something important now, so we feel better later.

[00:14:13]It's what organizes. We can say that without this system, there's no structure or direction, and all our reactions and choices would be without a plan, random. This system is also very important for regulating our emotional energies. So, both systems are very important. What's amazing is that in an experiment conducted by Dr. Antonio DiMasio in 1994, and I respect this person a lot because he did truly outstanding and important work. It's absolutely impossible to ignore. He studied patients who had damage to the area connecting emotion to decision-making—the bridge between the emotional and logical brains.

[00:14:55]The results were shocking. He conducted studies on real people and found that these individuals maintained the same level of intelligence, even when given IQ tests. They had full logical abilities for analysis and interpretation, but they were almost completely unable to make the simplest daily decisions, like what to wear, what to eat, or when to go out.

[00:15:21]For example, choosing between two colors would take them up to 45 minutes just to decide. So, you see how difficult it was? The scientific conclusion of this research is that logic alone doesn't make decisions. A decision needs an emotional cue that tells us yes or no. We've all experienced this when faced with two choices. If both options are logical and both offer benefits for you, or both carry the same level of risk, you're left wondering. Your mind has reached a dead end; they're both equally valid. You have to choose. What do you do? You listen to your heart and ask yourself how you feel. That's why we have the Istikhara prayer. A person goes out and walks alone to gauge their feelings. The signal that comes out gives weight to one of the options, and that's why we choose. This is something we've all experienced. The direct result of all this explanation is that the secondary plan you set up, after a while, you find yourself unable to continue with it.

[00:16:33]I know we have people here who are at the beginning of a new phase in their lives, people transitioning from one stage to another, people who want to make a change in a certain aspect of their lives.

[00:16:45]We make plans, we set very smart goals, and we prioritize. We focus on our own tasks, defining them with extreme precision, completely ignoring the emotional component that gives the nervous system the green light, or more precisely, the emotional signal that tells us, " Yes, this is what I want to do, this is what I will continue doing." It's not enough to simply activate this part while planning; it's crucial that this part, or system, remains active throughout the journey. There must be specific elements or actions we take that activate this emotional energy, ensuring it flows continuously towards the change we want to achieve. I always say this: it's impossible for an individual to achieve any free change without emotional energy flowing towards it. If there's no emotional energy flowing towards this change, it's practically impossible for it to occur.

[00:17:38]The proof of this is that when we get excited about something, when our enthusiasm is strong, we find ourselves wanting to do something. We might take this step today, or even tomorrow, but after a while, the enthusiasm wanes, and we become unable to move forward. And you start postponing and procrastinating. This is sufficient proof that when this energy increases, we move. So why don't we keep this energy renewed within us? Why don't we keep this energy flowing continuously? If we can do this, then we've answered the million-dollar question. So, if we ignore the emotional system and make the plan, the problem here is when the time comes that you need the emotional energy to get up and move during the difficult hour that we all go through—the hour of resistance, the hour of temptation, the hour of exhaustion, the hour of unexpected events. The logical system tries to push you to do what it tells you: "Be disciplined, get up and do it, regardless of how you feel. You have to be disciplined, you have to do it." Yes, that's what the logical system says. This is very beautiful, very logical. But the emotional system resists. You feel very strong internal resistance because, while you're planning and striving, you forgot or didn't know how to put in place There are elements in the plan that make this system activated, okay? And these elements must give you value and meaning. If you have value and meaning in the action, then the reward is transferred from the result to the action, meaning the reward is in the action itself. This is the language, by the way. The emotional brain is stimulated by it so that the action has a reward. So how do you put a reward in the action? How? I am working now. I am doing a webinar now. Where is my reward? Yes, there is a reward in the action. There is a reward in every moment I do it. The meaning, the value that is here, okay? That I feel this connection, the communication between me and you, this is a value that I feel now, and this, for my emotional system, is a reward. So here is a reward from the action itself. Can people benefit from this webinar? Yes, no, anything is possible. Is it possible for there to be malfunctions? Maybe. Is it possible for it to stop in the middle? Anything is possible, okay? These are logical cognitive challenges that we can overcome and deal with later. But in the present moment, my emotional system wants to feel value now, and that's what's happening now.

[00:20:00]Okay? So the problem here is when you come to work on your plan and it happens that you know the right thing to do but you don't do it and you feel resistance. Here, if you don't know the source of this resistance and you don't know how to interpret it and deal with it, automatically the thinking or logical brain will immediately start using its muscles. So what are its muscles? Analysis, interpretation, and conclusions lead us to conclude that since I know this but don't do it and keep postponing it, I must be weak-willed, uncommitted, lazy, and easily distracted.

[00:20:35]But this isn't an accurate diagnosis of the problem. The accurate diagnosis is that this person built the plan for only one system and expected that when that system worked, the other system would also work.

[00:20:48]I consider this a serious flaw in traditional planning models that rely on logic and ignore emotion.

[00:20:57]So, what I want to tell you is, I think this is the most important slide, or the most important part of our lecture: understanding the relationship between the thinking mind and the emotional mind, or the emotional brain.

[00:21:11]Researcher Gothon Heath used an analogy that explains the relationship between the thinking brain and the emotional brain in detail. He said, imagine a man sitting on a huge elephant, which he called the elephant and the rider. This means a man sitting on a huge elephant, holding a small rein, thinking he's controlling the elephant. But what if the elephant decides to go in the opposite direction to what the rider wants it to go? Then he'll start looking for justifications: why did the elephant do that? Maybe it moved here for such and such a reason. So he'll start justifying himself. That's the job of the logical mind; it sits and justifies and explains. When the logical mind, or the emotional mind, does something contrary, that's exactly what happens with us. I want to do something, but I don't do it. Oh, maybe it's for such and such a reason. That's exactly what happens. So when the rider and the elephant are both in agreement on the destination, they both move and we reach the place we want. But if they disagree, who wins? If they disagree—the elephant wants to go right and the rider wants to go left—they both disagree. Who wins? The elephant always wins. So this means that when we set goals and plans based solely on logic, we're making a contract with the rider, but the elephant is still sitting in his place, taking care of his livelihood in the spot he's sitting in, and he doesn't feel that any change will happen. When the time for action and execution comes, the elephant stays in his place, and the rider tries to push him by force. And with difficulty, he fails, practicing and repeating until he gives up and finally remembers that he is weak or not strong enough to make this change or move the elephant in this direction.

[00:22:45]In my work with a large number of clients, thank God, from different nationalities, cultures, ages, and backgrounds, I have seen the same pattern repeated. A client comes to me with a clear goal, a detailed plan, and a sequence of steps, and he has already started it. After two months, he stalls.

[00:23:01]Of course, it's not the first time he has done this; he has done it many times and tried to solve it in more than one way possible. Then he comes to the session and says, " I don't know what my problem is. I don't know why I don't commit, why I don't finish."

[00:23:13]Most of the time, when we delve into the plan and try to see its components, we find that he wrote this plan and arranged it logically from his own mind. Everything is done precisely, with extreme accuracy and order. He even has a notification template and puts things in it with timing, and what ifs, and so on. So, we find that he made the plan from his head, and that's not a flaw. It's not a flaw to make a plan from your mind, and it's not a flaw to make a logical plan. The problem, or the disaster, is when you make a plan from your mind and your heart doesn't participate in it. Your heart wasn't even present during the planning process. So, as I told you, there must be a flow of emotional energy towards the change you want because if there isn't this flow, no change will happen. Now, let's see how science has roots, and that these new neurological discoveries aren't considered new to us, our heritage, or ancient philosophy and wisdom. For example, in the books of our heritage, we find that Imam Abu Hamid al-Ghazali, 1000 years ago, described the difference between the thinking mind and the emotional mind with astonishing accuracy in his "Ihya Ulum al-Din" (Revival of Religious Sciences). He distinguished between the theoretical mind that analyzes and the practical mind that chooses and executes, and he said that the practical mind is connected to the heart.

[00:24:35]The Quran itself, when describing the state of the people of Hell, who are... They didn't benefit from their senses and didn't grasp the truth. It is said that they have hearts with which they do not understand.

[00:24:45]And be aware that understanding is not the same as knowing or comprehending. Understanding is deeper than mere comprehension. Understanding is the integrated perception that includes emotion, meaning, value, and action. The Quran says that the seat of this understanding is the heart, not the brain.

[00:25:02]In California in the late 1990s and early 2000s, the Heart Institute conducted research that revealed more than 40,000 actual nerve cells in the heart, forming what scientists call the cardiac nervous system. The heart communicates with the brain and processes information independently. The heart thinks, but it thinks in a different language; it thinks in terms of energies and organizes them.

[00:25:28]This neural network organizes and manages the energies present in the body. So, while the mind tells you what is logical, your heart tells you what is real. This is a big difference. When we plan with the mind, we ask what is logical, and what is logical to your mind is not always real to your heart. The result is that we find... We have goals that are logically sound, but they don't truly belong to us. Even when we reach them and work towards them, we feel like something is missing, something inside us isn't aligned with what we're doing. There's nothing worse than setting a goal, working towards it, striving for it diligently, and burning through your energy and health in the process. And it's not even a pleasurable pursuit; it's a tiring and exhausting one.

[00:26:07]Once you achieve it, you feel a desolate emptiness within, as if every step that brought you closer to your goal was simultaneously pushing you further away from yourself.

[00:26:17]This is a crisis, a real crisis. One of the eloquent sayings in books on self-purification states: "The heart is the king, the mind is the minister, and the limbs are its soldiers. What good are the minister and soldiers if the king is sick?" This means, what is the use of striving that doesn't revive the heart, elevate its status, and utilize it in the role it was created to fulfill? Therefore, this order must be present in our planning process. It must be organized in this way: the heart, then the mind, then the limbs. The vision and the goals must always stem from the will of the heart. Willpower, willpower, willpower.

[00:27:00]Up to this point, we have taken a tour inside the brain, understood what is happening, or identified the problem.

[00:27:06]The question now is, what is the solution? The methodology I will present to you will have the five stages, and I want you to see this methodology. It is simple, but what is the real secret in the verse? In harmony, each component should be in harmony with the one before and after it. So, we'll go through it quickly so we have time to address some questions. The first stage is the vision stage, and the second stage is the value stage. These two stages address the emotional brain. Okay, it's very important to start with the heart. We ask the heart, " What do you want? Where do you want to go?" Then we have the third and fourth stages, which are goals and tasks. These address the logical brain. The king has spoken; he has defined the direction and the vision. Here comes the minister's role: to think about the "how"—how will we achieve it? We start by setting goals and using them as tools. We begin planning and setting tasks. These tasks are like the minister's orders to the soldiers, which are the limbs (the body). Now, let's see how they will be carried out. We'll learn about this in detail now. The fifth and final stage is habits, and this is where behavioral programming takes place. The goal is behavioral programming because it automates all of the above, so you don't need to expend your willpower every day. I want you to think of these habits like automation in any company. A company might spend a lot of money to keep its systems running and tasks running smoothly and regularly. When a new system is introduced that automates these things, you'll find that it reduces the number of employees. The process is now automated; it doesn't need to think about it or schedule it. It works at the time and in the way it's defined. This, of course, increases efficiency and reduces costs. There's nothing better than that. Habits for individuals are the automation for any company or business.

[00:29:05]The sequence you see isn't a coincidence because each stage builds on the previous one and opens the door to the next. So, here's a simple point: if you From which stage did you start? For example, did you start with goals before values ​​and vision? This structure will collapse at any moment. Most of the difficulties in implementation that we face, and the difficulties in commitment and continuity, are caused by the fact that we started with goals and forgot values ​​or vision. You find the person setting a SMART goal and starting to set tasks and start to make a list of habits or a list of habits that he will start to form, but there is no vision and there is no value. So he starts a little enthusiastically and then stops and falters because the fuel that runs this emotional system is not present at all, which is the vision and values. Now let's understand one thing by one quickly. What does vision answer? Vision answers one question only: Who do I want to be a year from today? What do I want to achieve?

[00:30:04]What don't you want to have with me?

[00:30:05]Who do I want to be? This difference is crucial because you'll be focusing on something within your control. You can transform, you can change, you can change anything about yourself, but you can't predict or guarantee an external outcome. You can't guarantee that people will like you, you can't guarantee that your account will reach a certain number by the end of the year. You can't guarantee any of that, but even if it happens, it will be a reflection of the change that has occurred within you. That's why vision is important.

[00:30:33]Vision here is like the North Star.

[00:30:35]Sailors and travelers of old, before we invented GPS or compasses, had only one way to determine their direction at sea or in the desert, and that was the North Star. This star isn't the brightest star in the sky, nor is it even the largest in terms of size, but it had one distinguishing feature: its fixed position. So, vision in our lives is the North Star; it's the big picture we see of our future selves, or our future version. It will be the only constant amidst all the variables we face. Your whole life can change; you might leave your current location and travel to another place; you might leave your current job and go for another. But as long as your vision remains constant, you can utilize all these variables to serve that vision, giving you flexibility. So you won't get discouraged or upset.

[00:31:23]Something wonderful will come your way, making you happy, but don't get too excited.

[00:31:26]Something very discouraging will happen, making you upset, but don't get too discouraged. You'll never break down because, ultimately, you're playing with patience. You have patience, okay? And you know the direction; you know where you're moving. So, vision is the translation of the heart's desires, the true desires of the self. It's the means by which we interact with the emotional brain. There's a difference between vision and goal.

[00:31:51]Functionally, we'll find that goal and vision are completely different. Let me give you an example: if my goal this year is to lose 10 kilos, that's a goal. But if your goal, for example, is... I've seen people write down their goals or the most important aspects of their lives, especially health. For example, let's say you have a goal to lose 10 kilos in six months. I asked you why this is important to you, and most people would answer logically, saying it's for your health, to have more energy, to look better, or to have the energy to do their job better. All these answers are correct, but the problem is that they don't engage the emotional mind because they're goals without a vision, without details. A vision is different. A vision might tell you what it means. For example, someone might say, "I see myself a year from now wearing a suit I love. It's old, but I love it so much, and I haven't worn it for a long time because it's too small for me. I can easily put it on, play with my daughter, and hold and carry her without my back hurting. I sleep soundly, wake up refreshed and energetic, work actively throughout the day, and then..." At the end of the day, I have energy.

[00:32:59]I can pursue a hobby I love, spend time with my family, and go out with my friends.

[00:33:05]This is a scene, a feeling, a life. The more details of this scene are present, the more emotional energy flows towards it. You see, this is where the flow I'm talking about begins. The emotional energy starts to flow. Okay, the will to achieve this, to realize this vision, starts to increase.

[00:33:22]It becomes a specific, clear direction for you, one you can recall in all circumstances of your life. No matter how different the circumstances, you can recall this vision, and this gives me a real desire to work on it and achieve it.

[00:33:34]This means that the elephant understands.

[00:33:37]I spoke to the elephant in the language and method it understands. I gave it an image, a feeling, a sensation, and this is the foundation that makes us move. The goal, the vision, the scene—the vision is the responsibility of kings and leaders. Goals and planning are the responsibility of ministers. So it's very important to know who serves whom. The minister serves the king, not the other way around. Of course, there are many details in this topic. The vision isn't just something we do to stimulate our emotional system; in neuroscience, there's a phenomenon called neuroplasticity. It states that the brain constantly rewires itself, reshaping neural pathways throughout our lives.

[00:34:19]We're actually changing biologically and neurologically. They found that visualization— recalling a specific vision, its details, and the energy associated with it—creates neural connections, activating the same neural pathways and neurons as if you were actually in the heart of the event.

[00:34:35]What's amazing about this is that they conducted a study on a group of people who mentally trained themselves to lift weights for 15 minutes each day for eight weeks.

[00:34:51]After eight weeks, they observed that their muscular strength had increased by more than 30%, which was sufficient evidence. We'll find most Athletes and most people who achieve high performance in their field or area of ​​expertise always create mental conditioning. Olympic champions, for example, create mental conditioning before their important races. They need to see victory, they need to feel victory, they need to experience the challenge and succeed mentally. This is a vision, and the effects of vision extend far beyond simply losing weight. It also shapes the nervous system, rewiring nerve cells in a way that helps us function. This makes subsequent actions, which are aligned with this vision, less challenging and less resistant because our nervous system has become accustomed to challenge and success. This is a very important element of vision. Now we'll move on to value, the second element or stage, which is the principle of attainment. It answers one question: By what fundamental principle will I reach this vision? As we know, value is something intangible, something unseen, not material. So when we talk about value, we're talking about an emotional energy we possess, like a principle. For example, someone might say, "I have a principle that I must be honest in what I do, I must be sincere."

[00:36:27]Where do you see this sincerity? Sincerity is a value, an energy that manifests within you, in your heart, something you truly believe in. It then transforms into behavior, so we say, "This person is honest, this person is trustworthy in their work, this person is sincere in their relationships," and so on. Okay, but the foundation is a value. You might have two people who both have the same vision, saying, " I see myself as rich and influential."

[00:36:53]But the way we achieve this vision might differ from one person to another. One person might decide to achieve it through cheating and manipulation, buying cheap, counterfeit goods and selling them as genuine. That's what they do. One person cheated and manipulated, and indeed succeeded in generating revenue from that. The other decided to achieve success by providing real value or benefit to people.

[00:37:15]Both might ultimately achieve the same financial result, but the question is, who will ultimately reach their true potential?

[00:37:22]We don't achieve results simply for the sake of achieving them; we transform on this journey. It's truly miserable to achieve a goal only to become a worse version of ourselves. That's misery, not success. The value we choose as we strive shapes the identity we will have throughout the journey and at its end.

[00:37:47]Therefore, it's crucial that we have values. A very important point here is that when choosing values, those values ​​should stem from our vision.

[00:37:56]For example, if you go to Google and type " value," "list," or "virtues," and a list of 50 or 60 values ​​appears, it will be a good idea. I looked at it and found four values ​​that would benefit you, so I chose, for example, the values ​​of commitment, honesty, and perseverance.

[00:38:10]In reality, you chose values ​​based on logic, not emotion. You need to feel; your body needs energy. From this energy, the vision you have, and the details you see, you begin to extract the value. I do this with a very simple exercise with the client. The exercise is as follows: you imagine the ideal day at the end of the year or the last two years, and you experience this energy and recall the details of that day. Then you find the emotional energy starting to move because visualization is the language we use to communicate with the emotional system. When this energy moves at the end of the day, as you go through its events, you visualize this. Imagine you are standing in front of a mirror and look at the person you see, the energy they are living with. This is your future version.

[00:38:57]Ask yourself, what is the one thing, the one value, without which you would never have been able to live today? In this way, when you focus on the things you do each day, rather than just the things you achieve or possess, you become who you are today. Then ask yourself, " What is the value without which you would never have reached this version of yourself?"

[00:39:17]The value will emerge; it needs some practice, but eventually, you can reach your true value. Your heart knows this, by the way. Value is energy, and what lets you know you've chosen the right value is that when you think about it and feel its energy, you feel your body vibrate. You feel a powerful energy in your body; you feel that it's coming, lifting you up, giving you more motivation and determination to strive. The advantage of value, which we then use as a standard for success throughout the day, is that most people stipulate that success means "I will be successful, I will be accomplished, I will be sufficient, I will be good," but only when they achieve a result. But this is the result itself. It's related to the goal, okay, but the value is the core.

[00:40:02]If I say, for example, "I am someone who benefits people," then my value is that benefit or cooperation.

[00:40:14]If I do any kind of work today that involves cooperation, I will feel successful. My heart will be happy and joyful.

[00:40:22]When I do this cooperation today, tomorrow, and the day after, I succeed every day. And if this success gives me a kind of determination and self-confidence and raises my self-worth, then this means I will continue doing it. And if I continue doing it, there will be reflection on the action I am doing, and there will inevitably be results. So the whole secret is within me: having something that motivates me every day, having a motive that drives me every day, having a reason that makes me do this thing every day. That's why I say that when there is value and a vision of the reward, it is in the action itself. And this is truly the secret, this is truly the secret that answers. This is the answer to the question that is worth a million. As they say, a dollar is when you have a reward in the action itself, and this is impossible to achieve without a clear vision and a core value that you act upon every day, striving to revive and demonstrate it daily. Then we have goals, and here's where a very important shift occurs in our view of goals. Most people see goals as ends in themselves: "I will succeed, I will be happy, I will be productive, I will be enough, but only when I achieve the goal, when I get this degree, when I graduate, when I get the promotion, when I have this or that amount in my bank account." This is, of course, a completely flawed way of thinking and will lead to periods of depression after achieving the goal. "You've achieved it, fine," they say. This is a problem. We must deal with goals from now on, or try to see them for what they truly are: a goal is a tool, like a minister's tools to achieve the king's will. We treat goals as milestones along the way; they only tell us if we're on the right path or not. So, the question is, goals answer. The question is clear and simple: how do I ensure I'm on the right track?

[00:42:10]I said I want to do something specific and I'll move towards it.

[00:42:14]When I reach a certain result, I can be sure I'm on the right path. That's all there is to it. When we see goals as tools, we have the flexibility to change them, abandon some, and replace them. This is natural because they are tools, not ends.

[00:42:33]Your end is your vision. So, if you have a goal today that's driving you towards that vision, and you're working on it, an opportunity arises somewhere else, a collaboration with someone else opens up, or certain circumstances occur in the world—geopolitical issues, political events, and significant market disruption—you have the flexibility to shift your goals. Your vision remains constant, like a fixed star. You need flexibility. People who lack this flexibility collapse and become severely disrupted when something sudden or unexpected happens. So, you're protecting yourself by being flexible. You have a vision and you value goals; here, goals become tools.

[00:43:15]If you reach a certain station, you don't get off, pitch a tent, and sleep there, right? You reach a certain station and say, "Yes, I'm good. I'm on the right track.

[00:43:23]I've reached the right station." You get off at that station and move on to another point. Right? But what if you get off and find yourself at a station that's not even on the track you were going to, and you realize, "What is this? No, this isn't the station I'm going to!" You get off there and take another means to get to where you want to go. But the important thing is to have a vision. When we look at goals from this perspective, we have a kind of flexibility in dealing with them. Of course, there's a part related to dopamine—the relationship between dopamine and goals. If you treat your goals as stations, you won't have the dopamine crash that happens. And this, of course, has a scientific explanation, which I don't want to delve into. Now, if we have the time to discuss this, we can talk about it. Having multiple goals is a problem if you do n't have a vision. If you have 10 goals, try to choose one, or try to choose one big goal in each aspect of life.

[00:44:19]I prefer that when we choose a goal, we focus on one aspect of life and create maintenance goals—goals that keep the others in check—so that we don't have too much effort and focus, especially at the beginning. The fourth part, of course, is the tasks. These tasks are like the orders the minister gives the body. I'll summarize the topic of tasks in a very simple way. The question they answer is: What should I do to reach the goal? What should I do? What should I do now? Up until now, you know where you're going; you have the plan, but that's all well and good, but it won't get you anywhere if you do n't take action. So you got in your car, started the engine, and moved. Tasks are the step that makes you move, start moving. Now, let's explain the commitment to carrying out these tasks. I'll tell you now, and let this be a fundamental part. The secret to committing to carrying out tasks depends on the clarity and precision of the required tasks, and this is scientifically known as implementation intentions. Implementation intention is a term coined by researcher Peter Goldzer, and its formulation is very simple. If you do it, you will triple your commitment to implementation.

[00:45:45]What does it say? You say, "I will do this, when, where, and for how long," like, " I will do this at this time, in this place, for this duration." So instead of saying, "Tomorrow I will attend a workshop," or, for example, "A few days ago I said, 'Tomorrow I will prepare the workshop content,'" this is a vague intention.

[00:46:11]Most people say things like, "Tonight I will go to the side," which is also a vague intention. So, if you want to use specific intentions for implementation and the results of scientific research, you would say, for example, "Tomorrow at 1 PM in the office I will work for an hour on preparing the workshop content." You could also specify exactly what you will be preparing for the workshop content: Will you write the content? Will you prepare the slides in detail? Okay, the study conducted by Goethe-Weisser included more than 100 research papers. The average increase in commitment to completing the targeted tasks was three times greater compared to vague intentions like, "Tomorrow I will do this," or "Tonight I will do that." These studies were also applied to different behaviors, including exercising, quitting smoking, adhering to treatment, and the results were repeated each time. So let me give you one last example of this topic. Instead of saying, for example, "I will work on my project next week," say, "On Monday at 8:00 AM, after I arrive at the office and open my laptop, I will turn off my phone and work for a full hour before opening my email." This is a detail. Instead of saying, "I will go home tonight and exercise," you could say, "After I get home, I will change my clothes immediately. At 6:00, I will go for a 20-minute walk near the house." This is a detail. The important thing is that when you say this, even if you think about it, when you say the important detail in this way, you are visualizing the picture, right? You visualize the scene; it's impossible to do this without visualizing the house, the place where you'll train. Even if you say, "I'm going to wear this outfit," you'll visualize the outfit you're wearing. So, you're activating your emotional system, or emotional mechanism, when you decide what to do.

[00:48:02]Tasks must be clear and precise because they're like an order from a commander to a soldier. You're asking your body to do something correctly. Your body won't do it unless it's clear and specific, just like a soldier going into battle. A soldier won't go into battle without knowing who they're fighting, what their mission is, what their role in the team is, and what they'll do. We have to give them these details so they can perform their role efficiently and perfectly. This is one of the secrets to committing to tasks.

[00:48:32]Of course, tasks can be daily, weekly, or monthly. The last part is habits.

[00:48:38]The problem here is that if we do all four of these stages and decide to do them in Every time we do these tasks, we're constantly using our willpower: what to do, when, how, and for how long. So, you're constantly depleting your willpower. The fundamental question that habits answer is: how do I free my mind from the pressure of execution, the pressure of thinking about execution, choosing the right time and place, and so on? That's why we start working on forming habits. Habits do take time, yes, but they become the automation that occupies us afterward without us having to think. We don't want to, we don't need to think, especially if you want to do something or adopt a certain behavior that you need to do long-term, that you want to make a part of your life. Okay, so here's the important thing to know: the first advantage is that you use habits to reduce reliance on willpower. There's a very well-known myth, the 21-day habit-forming myth, which says that you need 21 days of consistent, uninterrupted practice. If you miss a day, you have to start the cycle again. Secondly, the idea that you have to complete 21 days is a myth perpetuated by a plastic surgeon. It emerged in 1960 when a plastic surgeon discovered that after performing new cosmetic surgeries on his patients, they would get used to their new appearance after approximately 21 days. This is n't a study; it's not scientific research.

[00:50:04]Scientific research indicates that the average time needed to form a new habit is around 66 days. This average varies, from 18 days for a simple habit like drinking a glass of water every morning to 254 days for a complex habit like exercising for an hour or 50 minutes every day. The duration depends on the intensity and complexity of the habit. So, what can we understand from this? We understand that if you expect to succeed and form the habit after 21 days, and then feel that the habit hasn't formed yet, you'll be foolish and feel that the problem lies with you. If you expect the process to take longer than that, you'll be mistaken. In about 60 to 90 days, you'll be more realistic and make a bigger contribution to James Clear's book, *The Habits of Highly Effective People*. The concept of identity-based habits is key.

[00:50:51]Instead of focusing on the outcome and saying, "I want to play sports" or "I want to eat healthy food," start linking the habit to your identity. "I am a healthy person," "I am an athletic person." Every small action you take that aligns with this identity strengthens it. So, today, if you ate healthy food, you increased your conviction in this habit and became more aligned with it.

[00:51:16]Today, if you were going to order junk food but refused, you're adding an extra element to this identity.

[00:51:22]Today, if you went to the gym, went for a walk, or did any physical activity, you're adding a vote to this identity. This is very important. When you do this, behaviors start to align with your identity quickly and automatically. There's a principle in neuroscience that says behavior follows identity, and the mind reveres the habit. If you observe, you'll find Identity is a vision of yourself and your future self. Building this vision on an emotional level allows you to feel the energy of the person you will become in the future. You conjure this image in the present moment, and you'll find that the process is emotionally charged. Identity, anything linked to emotion, is always more suitable for achieving the desired behavior.

[00:52:08]Now, let's move on to the final part, which is a practical application example. We'll quickly examine how this model is applied. I've used this model in several things over the past three years, specifically in content creation and writing. I'd like to share my experience with writing because it was a powerful vision for me and connected to my identity. I used this framework or methodology to define my vision, goals, tasks, and habits. Let's take it one step at a time.

[00:52:47]I had a challenge a while back; there's something called Cyclical Information, or Cycle knowledge, that is the existing knowledge we acquire from books, is something people have already worked on and contributed. We take it and share it with others or reapply it to our lives. But why don't we think about it? I had a problem with this. If I want to excel, I want to excel in my field, I want to be unique. So, if I want to be unique, I can't rely on the knowledge products that others have produced. I have to have my own knowledge products. And to do that, I have to be intellectually independent. I have to think, I have to come up with things from my own mind. So, I had difficulty with this, and I felt that there were psychological barriers holding me back. I could say these barriers were related to upbringing, fear of criticism, or even a low opinion of my own thinking abilities. We always listen to people, we always value people, and we put people in bigger tiers than they actually are, saying, "They know more, as long as..." So-and-so said that's the right thing to do, and I had a problem with that and felt it was an obstacle. I realized that my vision was to be intellectually independent, and that was the voice of leadership. I actually started imagining myself one day in the future, living that day with a unique way of thinking— not necessarily the best, but the one that truly reflects me, my reality, my perspective on life, my philosophy, and my personal experience. My heart truly moved towards this vision, and I started to feel an incredible, wonderful feeling.

[00:54:13]This was the beginning of my will—I wanted to become that person. My will was activated, so the next question was, "Okay, Muhammad, how will you achieve this?

[00:54:25]What value do you need to cultivate every day, express, and keep alive to keep that energy constantly active?" I found that this value was self-disclosure.

[00:54:36]I was reserved and very discreet about sharing the details of my life and thoughts. I was afraid of criticism, afraid of people judging me, afraid of saying something wrong, afraid, afraid, afraid. So I thought, " If I reinforce this value and live by it every day, I can reach this vision over time." And indeed, every day I started posting on Facebook an idea of ​​my own, without opening a book, without looking at an article, without researching anything, without even using Google. I just posted it in my head, exactly as I saw it, day after day, and every time I did this, I felt immense joy. It was like, "Yes, this is me! This is the person who expresses their thoughts like this!" Day after day, I felt this value growing, and my energy towards this vision was constantly being realized in my inner world. So I thought, "Since this is the value, what is the goal I will use as a tool to achieve this value? How do I know if I am truly moving towards this vision or not? I must have..." Something I needed was something tangible and visible, so I chose writing. I set a SMART goal and used goal-setting tools. I had a SMART goal with a specific timeframe, and I knew what was required of me, its specific requirements. I said, "I will write, I will be good at writing, and my goal is 52 articles in the first year."

[00:55:54]So, I need to work on this to achieve it. If I achieve it, then I'm on track. Then I came to the tasks. How will I do this?

[00:56:02]My task is simple: one week, one article per week. Okay, so I set my tasks. Then, for the first two or three weeks, I struggled. It was very difficult. I don't know how to write; I do n't have the fluency and skill of a writer. I'm still learning, so I found it more difficult than my abilities. But I have determination; the vision is there, and the energy is there. I want to make this a part of my life, so it absolutely has to be I have a habit of needing to automate my writing every week without thinking and without exhausting my mental energy. So, I decided that my habit would be to write for 15 minutes every day. Every day, I started writing for 15 minutes. I wrote journal entries, writing about things that happened during my day, ideas that I liked, things I heard that affected me, and reflecting on experiences I've had. That's how I formed the habit. After about three months, it became very easy and automatic for me. I didn't even think about it anymore, and I didn't worry about whether I would write an article that week or not. When the time came to write an article, I would write it in 45 minutes and publish it. Before, I used to spend six, seven, or even eight hours sometimes writing an article, and I wasn't happy with it.

[00:57:11]Now, it's very easy and doesn't take more than 45 minutes. So, this is the practical application of this model, and these are the results I achieved. During the journey, it was achieved both logically and emotionally.

[00:57:27]Let's look here. I've included a screenshot to show you the trap most people fall into.

[00:57:34]We always enter any new project or anything we want to do with expectations—logical expectations.

[00:57:39]Most people do this. They say, "I'll create content, so I'll get this many subscribers. I'll conduct workshops, so I'll get this many clients.

[00:57:46]I'll do this project and offer this service, so I'll get this much income within a certain period." These are logical expectations, and most people do this, and it's our right to do it— no problem at all, it's normal. Okay, the problem is when you have nothing else, so all your attention is focused on this, on the results. These results aren't within your control. You want something to keep you going.

[00:58:06]What happens here is that the actual results most of the time fall short of the logically expected results, and this creates a gap between what is expected and what is actual. This gap is where most people fall—a very large percentage, in fact. It's scary how people react. Remember that professor I showed you? 92% of people fail. There's a gap here. This gap is that the logical results are much higher than the actual results achieved, so we get frustrated and feel like the problem is with us. But if I have an emotional system that links the reward to the action itself, then consistency will happen.

[00:58:41]Consistency brings the actual results, which are achieved later, after a period of time. But also, as you can see here, over the course of two years, the actual results started to increase; they started to reach the expected level. I want to tell you that I'm sure and certain that with this consistency, the actual results will exceed logical expectations. This is what I believe in and am certain of. There are countless examples of people in various fields who have experienced the same thing: consistency achieves results higher than your expectations. The explanation for consistency here is that there's an emotional system that's constantly charged, and the value and reward are now in the action itself. So we see the logical results here.

[00:59:23]We can reduce it to numbers, but the real thing that happened on this journey is that I'm not just seeing results—these are results, numerically speaking—but there are also priceless personal results. I've become someone who thinks independently, has high critical thinking skills, and possesses an incredible ability to research. I delve into unusual things, gather information, and make connections between seemingly unrelated things. I understand, and it stimulates my awareness. These are skills I learned on this journey. I have the ability to express complex ideas and simplify them. I have the ability to communicate ideas and build methodologies based on things we already know, but I put them in a different perspective, making them easier to understand and digest. So, these are all skills I acquired on this journey. Therefore, it's not logical to judge our efforts solely by numbers. There are also things being achieved on a personal level.

[01:00:19]Personal skills, abilities, and awareness are a bank we acquire on this journey. Therefore, what you see here is the result of employing both the emotional and logical systems. The emotional system ensures continuity, and the logical system ensures you're on the right track. Now let's look at the results. When you break down the results, you'll find indicators here related to logical performance. I want to know if I'm on the right path or not. If I'm doing all this for two years and no one sees my articles, no one reads them, no one interacts with them, then something is logically wrong. I'll keep striving, but I can change my approach, I can change the templates I use, I can change the topics, I can do a survey and ask people what topics interest them and write about them.

[01:01:08]These logical performance indicators are very important for improving performance, so I always look at them. Here, I see the page growth rate increasing month after month, and the views each month, for example, are around [number missing]. The range of 37,000 total subscribers has now exceeded 15,000.

[01:01:22]These are logical performance indicators. Now let's talk about unexpected indicators or rewards. These come as a bonus that motivates me even more when I find, for example, an article that exceeds 7,000 likes, or an article that suddenly reaches, say, 6,000 people, and 5,000 people like, share, and send me messages, etc. Okay, so here we see what the indicators are. We look at the indicators on both sides. This was a practical model, in addition to other models where I used this system, and I feel like I've discovered fire.

[01:01:55]When I saw this system and found it to be truly a very intuitive and easy-to-use system, and when you use it once, twice, three times, you start to discover that, yes, it speaks to instinct, it speaks to our innate nature and includes the whole person, it includes the whole of human consciousness, not just a part of it or half of it, but the entire consciousness. So you discover that this is the easiest thing you can do in Your life will be happy as you strive, happy and persistent, and the reward will be in the action itself.

[01:02:22]If this is achieved, don't worry about the results; they will come as a consequence. Our biggest problem, the challenge facing most people in the world right now, is that we know so many things, the "how" and "how" are there, but the "why"—the thing that makes our hearts beat faster and makes us want to get off the course and do this—is missing. This is the biggest proof that we're neglecting this system that actually drives us, the system that powers us and motivates our behavior. So it's very important that we start paying attention to this system. If we do this, believe me, you won't worry about the "how" at all.

[01:03:03]Most of the people here are intelligent, knowledgeable, aware, and have used many tools, solved many problems, overcome many challenges, and achieved many goals. So don't worry at all; you know how to get the information. Bring it up, okay? So don't worry at all about the nuances. It's very important to revive this system and make it come alive again, and to make this will start moving, because what is will? Willpower is something intangible, unseen. It's something inside you, an energy that exists within you. When this energy comes out, it has to be materialized. It has to be materialized. Between you having energy inside you that tells you, "I want to do this, I want to change this aspect of my life, I want to become this person, I want to achieve this vision," this energy already exists. Between this energy and the materialized outcome, which is the tangible result, which is in numbers, in possessions, in certificates, and so on, between the two is a journey of striving, of work, a journey of work. So if you say, "I want," and the energy isn't there, it's not there with you every day, you don't wake up every day, you won't work, and if you don't work, you won't reach your goal, and you'll start asking yourself, "What's the problem?"

[01:04:21]What's missing if I maintain this energy and constantly recharge it with vision, values, and actions aligned with those values? You'll start working; you've activated the system that moves automatically. Over time, you'll reach your desired outcome. You've materialized your willpower; you've transformed your will into tangible results. This is success—the success most people talk about. You have more money, you've become a thriving individual, you're flourishing in life, your health is better, your relationships are better, your social standing is better, your influence has increased. All these things are becoming tangible results of achieving your will in a material form. But the distance between them is action. So, if we know how to activate the system that makes us move, we've solved what many people can't answer. We've reached the end of our topic. I know we've gone on a bit; I'm hopeful. Ahmed is here to give us some space to go into a few details, but of course, if you'd like to ask any questions, we can go ahead and answer them now.