Tag: LEADERSHIP Page 1 of 5
Fuller’s Leadership Principles:
- Think comprehensively.
- Anticipate the future.
- Respect gestation rates.
- Envision the best possible future.
- Be a “trim tab”—an individual who can initiate big changes.
- Take individual initiative.
- Ask the obvious and naive questions.
- Do more with less.
- Seek to reform the environment, not man.
- Solve problems through action.
Man knows so much and does so little.
When it’s time to shine, be the brightest! – Wang Deshun
A humble and down-to-earth man and China’s favorite grandfather, actor, and catwalk model. If he can do this after 60 years of work, what can you do?
Leadership choices are made every day and yet very little thought is really put into considering the worthiness of the leader.
Too often a leader is chosen by default because no one else wants the responsibility.
The most suitable leader should have the right combination of a desire to make a difference, experience, skill, attitude and ability.
If someone is motivated by power, status, control or greed their decisions, actions and thought processes will be based on their own ego and what’s in it for them – and not necessarily what is right for their stakeholders.
Who wants to follow a leader who is motivated primarily by self-interest? Unless of course your interest is aligned with theirs. We call that mutual self-interest.
The best leaders know when to lead and when to follow. If a leader is motivated by not wanting to follow, then they will insist on leading – even when they are clearly not the best suited for the role. The end result is suboptimal compared to the right person leading.
Next time you are choosing a leader, consider these eight motivations and don’t listen to what they say. Consider their past actions and results as good indicators of future results.
Most education, coaching, and training focus on adding more information on top of what we already know. Much of this new information conflicts with old assumptions, thought forms, ideas, and feelings. As a result, much of the value of the new information is lost.
This is one of the reasons why some of the smartest and best-educated people take some of the dumbest actions. It is also why we age so much. Have you ever seen a youngish person who looks, feels and acts old? How about an old person who looks, feels and acts really old?
Evolution is an amazing process of replacing the old with the new. If our ideas and ways of being are not kept relevant we end up extinct. Like you know… the dinosaurs.
Today’s world is highly competitive and with new technologies the pace of change is so fast it isn’t easy to keep up.
The solution to this problem is to constantly engage in a process of UNLEARNING where old “stuff” is challenged, upgraded or thrown out. We call this unlearning process “Clean Slate” because it is like wiping a slate clean and starting all over again.
Who couldn’t do with a fresh start once in a while?
If you are ready to have a different kind of life, then it is urgent
that you infuse your life with aliveness, desire, and passion…
Ignite Your PASSION!
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A Reaction is a term used to describe an adverse situation where we lose our composure, equanimity or calmness in response to a situation or event that involves unwanted feelings hijacking us. These emotions can include intense feelings of pain, sadness, fear, anger or indignation that manifests as a fixation on being “right”, can be either conscious or unconscious and are accompanied by a physiological response that can be felt most intensely in our chest or stomach.
Choose your leaders carefully.
Wise words that we would all agree with and yet how many of us get to know the obvious and not so obvious aspects of a leader – BEFORE we jump in and follow them?
Obvious aspects are those we can all see. Examples are their likeability, dressing, body language and grooming. Also their tone of voice, leadership style, and their past performance.
Not so obvious aspects would mean those qualities and attributes that we cannot see without getting to know them personally or investigating with more discerning eyes. Usually, these aspects include their values, operating model, typical emotional state, beliefs, honesty, candor, ethics, and integrity.
Since more than 3/4 of the top-developed nation’s working population are engaged in the service sectors, the intellectual capital and varying levels of development of these people are a major factor in a nation’s competitiveness.
And so it is among competing firms. They do similar things, with the same people, for similar clients, using similar technology at more or less the same prices. However, data shows that there are wide differences in performance between competing firms. Why is this? What is the key factor that is different?
A business is comprised of a group of people who have come together to play a specific role in the success of the business. If the business is to grow, then its people must grow. If the people are small-minded, unmotivated and not very creative – then the business will reflect this.
On the other hand, if the team members see themselves as vital, contributing, and able to excel, then the business will reflect this also. Many organizations invest time and money in the professional development of their people; however, they neglect their team’s personal development.
Investing in the ongoing personal development and training of your team is one of the best investments you can make. If someone makes $50,000 a year and can generate you $500,000 in value, why not take this person and increase their skill, ability, talent, attitude, and education, so that they can add a million dollars in value?
A $50,000 investment that brings a $1 million return is a very, very valuable asset. There is no better investment that companies can make than in the education and development of their own people.
Areas of personal development include:
- Relationship skills
- Interpersonal communication skills
- Emotional health and self-esteem
- Personal responsibility
- Financial Intelligence
- Personal Leadership
A dramatic change in the structure of modern organizations is transforming the very nature of work. The traditional position descriptions that are part of a formal, rigid, hierarchical organizational structure are changing into loosely structured, multifunctional virtual project teams.
These virtual project teams work across time zones and borders as part of multiple project teams. They can be easily assembled and dissembled at the completion of the project.