Renaissance for Leaders

Communication

On January 24, 2009

As you communicate more, your Lifeforce increases. Communication is the method through which Lifeforce is channeled and directed in a particular direction for a particular purpose.

Self-expression is about our ability to express ourselves through our clothing, personal grooming, language, tone of voice, laughter, playfulness, articulation, music, dance, art, exercise, etc. Being able to express how we feel is central to our ability to communicate and relate to other people.

As a leader, if we can’t express how we feel, then we can’t move people to action (without threats or demands).

Personal Power is the ability to express and move people – without authority or force.

Facial Expressions

By Andrew John Harrison

On January 23, 2009

In Relationships & Family

Facial expressions show true feelings. Contempt is a killer of relationships.

What You Don’t Know

By Andrew John Harrison

On January 22, 2009

In Leadership & Influence

It is not what you don’t know that gets you into trouble. It is what you think you know that isn’t true that causes all the problems…

What Made the Difference?

By Andrew John Harrison

On January 21, 2009

In Health & Vitality

Three children grew up in the same household, one year apart. They had the same education, the same opportunities, the same upbringing, the same parents, the same genes – and yet, by the age of 40 – each had done very different things with their lives.

What made the difference? The answer to this question is the answer as to why some people are more successful in life than others… It has to do with our response to what happens to us. One response is to feel like a victim at the effect of everything – and take everything personally. A second response is to go into denial, forget and pretend that nothing happened. The third and most powerful response is to see the truth of what happened, and take personal responsibility to change what can be changed.

Acknowledgment

By Andrew John Harrison

On January 20, 2009

In Leadership & Influence

How many times do you tell people around you (workers, employees, family, etc.) what they have done wrong or the mistakes they have made? Many times we spend more time making corrections and pointing out what is wrong than we do pointing out what is right and acknowledging a job well done.

Think back to when you were a child… How many times did you hear “yes” for every “no”? Most people are craving for acknowledgement and encouragement. As a leader, your job is to support people to get things right – focusing on what is right and acknowledging a job well done will give you many times more results that pointing out what is wrong.

Your Ideal Life

By Andrew John Harrison

On January 19, 2009

In Leadership & Influence

Singapore 2009: About six years ago, we signed a one year lease on a Villa on the cliff in Bali. We spent our days watching the whales, dolphins, fisherman, and the sun rise and set. We sat under a coconut palm and our favorite cashew nut tree. Our maid and gardener took care of everything around the Villa.

That period is one our most memorable because we took the time to unwind from the busy work-a-day world to ponder the future, reflect on who we really were, and what we wanted to do with our lives. The Goldzone vision is the result… What do you want to dream, create and manifest?

The Ultimate Personal Development

By Andrew John Harrison

On January 18, 2009

In Leadership & Influence

If you continue a lifelong journey of improving and developing yourself, this can only lead to one place – LEADERSHIP. Most people are busy trying to get somewhere – rather than working on becoming someone. As you improve your ability to communicate, to confront difficult situations and people, to postulate future realities… Your ability to lead, persuade and inspire increases in proportion.

Change vs. Transformation

By Andrew John Harrison

On January 17, 2009

In Leadership & Influence

What is the difference between changing something and transforming it? Change is when you make small incremental adjustments. Over time, these small adjustments add up. However, the basic foundation is the same as what you started with.

On the other hand, when you transform something, you throw out the plans, the model, the past and invent something that was not there before: a new paradigm. It does not resemble the past, is often unrecognizable and is a fundamental shift that often cannot be predicted.

Change

By Andrew John Harrison

On January 16, 2009

In Leadership & Influence

“Everyone thinks of changing the world, but no one thinks of changing himself.”

– Tolstoy

The Cost of Mistakes

By Andrew John Harrison

On January 15, 2009

In Business & Entrepreneurship

“Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. ‘No,’ I replied, ‘I just spent $600,000 training him. Why would I want somebody to hire his experience?’ “

– Thomas J. Watson, Founder of IBM