Archive for category Leadership
Universal Symbols-Five Intertwined Rings for the Olympics & Steeples For a Place of Worship
Posted by Elda Titus in Leadership on 02/28/2010
Symbols are objects or pictures that represent a much larger idea. Symbols have played a significant role throughout history in how ideas become and influence our culture. It has been said that symbols represent and communicate who we are and what we value as a society.
No matter where you live on this great earth-when one sees the five intertwined rings we think of the Olympics. And wherever we live in this world and see steeples we observe it as a place to worship. So how did these symbols become universal?
The Olympic rings and flag were designed after the 1912 Olympic Games in Stockholm. This was the first Olympic Games that participants from all five continents competed. This represented a union of the five original major continents, Africa, America, Asia, Australia and Europe.
Thus the five interlocking rings stand for the five continents and the color of the rings symbolic of the national flags in the world. The six colors being black, blue, green, red, yellow on a white background. At least one of these colors is on every national flag in the world. The flag and rings symbolizing the universality of the Olympics.
Wikipedia describes a steeple, in architecture, is a tall tower on a building, often topped by a spire. Steeples are a universal symbol on Christian churches and cathedrals and the use of the term generally connotes a religious structure.
Buildings with “pointy tops” trace back as far as architecture itself. Since the inhabitants of Babel erected a tower to “reach to the heavens,” nations have followed and built structures that point upward.
Ancient cultures have shared the conviction that God and heaven are up. This can be seen in the upward design of the pyramids designed by the Egyptians.
Towers became part of Churches around 600AD being adapted from military watch towers. Originally they were separate structures that became integrated into the church building and capped with more elaborate roofs that resulted into the steeple which we recognize today.
The steeple is the only surviving external architecture accent the puritans would allow to remain in the design of American church buildings.
The symbol most recognized on churches old and new is the steeple, often built with bells in the upper portion, providing the finishing touch. In early times these bells served a variety of purposes; called worshipers to service, summon citizens for special announcements or emergencies.
In terms of size and shape, steeples vary depending on the architecture of the buildings they are placed upon. But even in their variety, steeples still serve their traditional purpose-to guide people’s eyes toward the heavens.
Character and integrity embodies tradition and universal symbols. While styles are continually changing, the symbols of the five intertwined rings for the Olympics, and the steeples continue to mark a place of a house of worship. They are unlikely to change. The elegant design and ideas have influenced our culture. These symbols speak volumes about the values and priorities of our forefathers.
Elda Titus, owner Prairie Rose Country, an on-line business, specializing in top quality, unique, louvered, window or custom made cupolas. Cupolas that can be modified into steeples as an add on or integrated into the design of your building. Check out steeples @ => http://prairierosecountry.com
Black History Month we Salute General William E. “Kip” Ward, U.S. Commander, United States Africa Command
Posted by Earl Keaton in Leadership on 02/24/2010
During Black History Month we salute all of our military men and women serving our country. On January 30, 2010, CNN conducted a live interview with General William E. Ward, commander of U.S. Africa Command, discussing his experiences as the only black four-star general currently serving in the U.S. military. “I look at it as a chance to demonstrate that you can achieve those things if you set your mind to them, if you apply yourself in productive ways, if you’re prepared to accept opportunity that comes your way and then move on,” Ward said during the interview. He was also asked about U.S. Africa Command’s role in the Haiti disaster relief efforts. Ward explained that an Africa Partnership Station vessel that was en route to West Africa for military-to-military training events was diverted to Haiti along with several African ship-riders who were on board. Ward was in Atlanta, Georgia to accept the Trumpet Award, which recognizes the accomplishments of black Americans who have significantly contributed to enhancing the quality of life for all. The complete CNN transcript is available at archives.cnn.com/TRANSCRIPTS/1001/30/cnr.01.html
As our only black American four-star General currently serving in the U.S. Military, he represents the first General to fulfill the position of USA Commander, U.S. Africa Command, Stuttgart, Germany, commencing this assignment in October 2007. Prior to assuming his current position, Commander Ward was Deputy Commander, Headquarters US European Command, Stuttgart, Germany. The U.S. Africa Command is one of six unified geographic commands within the Department of Defense unified command structure. He previously served as the Deputy Commanding General/Chief of Staff, US Army Europe and Seventh Army. While in this capacity he was selected by the Secretary of State to serve as the United States Security Coordinator, Israel – Palestinian Authority where he served from March through December 2005.
General Ward’s awards and badges include: the Defense Distinguished Service Medal (with Oak Leaf Cluster); the Distinguished Service Medal; the Defense Superior Service Medal (with two Oak Leaf Clusters); the Legion of Merit (with three Oak Leaf Clusters); the Defense Meritorious Service Medal; the Meritorious Service Medal (with six Oak Leaf Clusters); the Joint Service Commendation Medal; the Army Commendation Medal (with three Oak Leaf Clusters); the Army Achievement Medal (with Oak Leaf Cluster); the Expert Infantryman’s Badge; the Combat Infantryman’s Badge; and the Master Parachutist Badge. See Commander Ward’s Oak Leaf Clusters by visiting www.saundersinsignia.com
His command and troop assignments include: Platoon Leader, 3d Battalion (Airborne), 325th Infantry, 82d Airborne Division, Fort Bragg, North Carolina; Rifle Company Commander, 1st Battalion (Mechanized), 17th Infantry, 2d Infantry Division, Camp Howze, Korea; S-4 (Logistics), 210th Field Artillery Brigade, VII Corps, US Army Europe and Seventh Army, Germany; Executive Officer, 1st Battalion (Mechanized), 7th Infantry, 3d Infantry Division, US Army Europe and Seventh Army, Germany; Commander, 5th Battalion, 9th Infantry, 2d Brigade, later G-4 (Logistics), 6th Infantry Division (Light), Fort Wainwright, Alaska; Commander, 2d Brigade, 10th Mountain Division (Light), Fort Drum, New York and Operation Restore Hope, Mogadishu, Somalia; Assistant Division Commander (Support), 82d Airborne Division, Fort Bragg, North Carolina; Commanding General 25th Infantry Division (Light) and US Army, Hawaii, Schofield Barracks, Hawaii; and Commander, Stabilization Force, Operation Joint Forge, Sarajevo, Bosnia.
His staff assignments include: Executive Officer, US Army Military Community Activity — Aschaffenburg, US Army Europe and Seventh Army, Germany; Staff Officer (Logistics), Office of the Deputy Chief of Staff for Logistics, US Army, Washington, DC; Executive Officer to the Vice Chief of Staff, US Army, Washington, DC; Deputy Director for Operations, J-3, National Military Command Center, The Joint Staff, Washington, DC; Chief, Office of Military Cooperation, Egypt, American Embassy, Egypt; and Vice Director for Operations, J-3, The Joint Staff, Washington, DC.
Saunders Insignia is a major supplier of insignia for the military. We stock over 15,000 items including custom made patches, and custom made insignia. Earl F. Keaton the G.M. of http://SaundersInsignia.com has a B.S. from California Polytechnic University, USN reserve 4 years, USAF Technical advisor Korean War.
U.S. Military Code Talkers – The Navajo Unwritten Words
Posted by Earl Keaton in Leadership on 02/24/2010
Words from the wise never had a cryptic meaning until the Navajo ‘Code Talkers,’ later romanticized by the movie Wind Talkers, became the saving secret code during World War II. Recently, the National World War II Museum in New Orleans, were honored by a visit from four Navajo Code Talkers. Their native tongue foiled the Japanese attempts to further assault Americans after the attack on Pearl Harbor.
Samuel Tso, Bill Toledo, Frank Chee Willetto and Keith Little, Navajo Code Talkers, enlisted in the war to defend and protect America, finding themselves to be members of the nations’ secret weapon during WWII. Enraged by the attack on Pearl Harbor, many Navajos enlisted to join the fight. A select group of Marines adapted a version of their native language to protect our communications. It was very successful. The Japanese never cracked the code. It was the unique weapon of the Navajo Indians, an unwritten language.
24 Navajo code Talkers were attached to the Third Marine Division serving from Guadal Canal to Iwo Jima and beyond. 8 Indian soldiers served in the U.S. Army Africa in the 168th Infantry, 34th Division 17 Comanche soldiers in Europe , in the 4th Signal company, 4th Infantry Division
The idea of using this almost archaic language came from Philip Johnston, a World War I Veteran who grew up in a Navajo Reservation as a missionary’s son. Johnston, a non-Navajo, who spoke the unwritten language, believed this was an undecipherable code. He was right! ‘It was a weapon for which they (Japanese) could never find an answer,’ remarked 84 year, old, Code Talker, Frank Chee Willetto while in New Orleans recently. The idea of using a foreign language was not novel, but Johnston knew the Navajos spoke English and a native tongue that no Germans, Japanese or any other enemy combatants knew existed or could be researched. The Navajo language never played such a significant role in American history until they provided secure authenticated oral communications to prevent eavesdropping. There was a company of Indian soldiers in France during WWI in the 142nd Infantry Regiment, 36th Division, who spoke 26 languages and dialects.
Code talkers were deployed September 1942 on Guadalcanal in the 3th Marine Division operating six Navajo radio nets sending more than 800 messages without error. They were responsible for the message that Marines had reached the summit of Mt. Suribachi, where the famous flag-raising took place. The flag-raising is memorialized as a statue in Washington, D.C. No coded messages were ever interpreted. Many English words did not translate in Navaho. For example, Commanding General was Bih Keh He; Warrior Chief, or Commanding Officer was Hash Kay Gi Na Tah, also translated as Warrior Chief. They had a sense of humor too. Tkele Cho G was jackass, whomever they were referring to.
The new technology of Navajo Code Talking was not accepted readily by their superiors until evidenced that their ‘talk’ was decoded faster than others. The Navajos were more efficient, but had to prove themselves. American Indians have served in the United States Military with distinction for the past 200 years. Their courage, determination and fighting spirit were recognized by American military leaders as early as the 18th century. During WWII their distinction as changing the course of the war wasn’t acknowledged immediately after the war ended. Their work remained classified until 2002 when Congress passed the Code Talker’s Recognitionj Act. President Bush had thanked them at a ceremony at the Capitol Rotunda, on July 26, 2001 in which they were awarded the Congressional Gold Medal. The National Cryptologic Museum in Fort Meade, Maryland has a co de talker exhibit. They have a rightful place in the new International Spy Museum in Washington, D.C. These WWII Navajo warriors have come to be known as, ‘The Sons of the Land of Enchantment’.
Saunders Insignia is a major supplier of insignia for the military. We stock over 15,000 items including custom made patches, and custom made insignia. Earl F. Keaton the G.M. of http://SaundersInsignia.com has a B.S. from California Polytechnic University, USN reserve 4 years, USAF Technical advisor Korean War.
The Leader as a Mentor and a Director
Posted by Tammy AS Kohl in Leadership on 02/22/2010
As a leader you must be many things to many people. We have discussed in previous posts the need for a leader to be a visionary because involving people in realizing a compelling vision provides a beacon for the future and a standard of excellence. We have also talked about the leader’s role as a coach. A leader as a coach reinforces the results they believe people are capable of achieving as winning depends on execution.
In addition to the roles of visionary and coach there are two additional roles that round out an exceptional leader: The role of mentor and the role of director.
The Leader as a Mentor
While many aspects of the mentoring role are similar to coaching, the significant differences lie in the mentor’s advisory or teaching role. A mentor is a trusted advisor and tutor. Mentors share the benefit of their experience and knowledge. It is a critical role in developing individuals who will collectively be responsible for the success of the organization. As a mentor you should seek innovation, encourage experimentation, reward appropriate risk taking, drive out fear, and create an environment where everyone communicates freely, honestly, and positively.
Establish an environment that encourages and rewards people to develop their skills, improve their results, and learn new skills. Actively seek to help people learn from your experiences and knowledge. Develop a culture where people feel responsible for their own results and are supportive of others, as well as provide the model, knowledge, training, and freedom to achieve their goals. Today’s leaders must foster a culture where continuous learning and continuous improvement are the norm not the exception.
The Leader as a Director
In the director’s role, the leader is like a symphony orchestra conductor. Everyone knows their part, comes in on cue, and maintains the tempo that had been established. The conductor does not play the instruments, that is the role of the musicians. Each musician does not decide when to play, that is the role of the conductor. The role of the conductor is to elicit the best possible individual performance in concert with the entire orchestra to create a symphony of sound. The leader/director establishes the direction for the organization and for the people. This does not mean the leader is the authoritarian expert who knows all of the answers. Rather, it means that the leader, as director, gathers the input and ideas from everyone in the organization, establishes goals, and aligns the resources to achieve those goals. The director creates conditions under which peak performers can thrive. The director continuously evaluates whether the direction serves both the organization’s best interest and the best interest of all individuals involved.
All leadership behavior must create an environment in which people are encouraged to seek out innovative ways of doing things which will ultimately lead to more revenues or lower costs. Excellent leaders use their complimentary skills as a visionary, a coach, a mentor, and a director to accomplish just that. In the words of former President Dwight D. Eisenhower, “Leadership is the art of getting someone else to do something you want done because he(she) wants to do it.”
Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, strategic planning, leadership development, executive coaching, and youth leadership. For more information visit http://www.resourceassociatescorp.com/ or contact RAC directly at 800.799.6227.
Communicating Within a System: Appreciating and Respecting Individual Differences
Posted by Samuel Johnson BA in Leadership on 02/22/2010
Like it or not we all live and communicate within systems. A system being defined as a group of people with which we must interact on a regular basis. For most of us we all have to go to work, we all go home to our families, and many of us are involved in other systems such as Church, Teams, and School. That being said it is very important to learn to communicate effectively with the people within our systems. It is important to learn to appreciate and respect the different personality types, the different strengths that individuals offer within our system. Conversely it is important to recognize and respect the weaknesses of people within our system. We all have our behavioral strengths and weaknesses, respecting those differences creates healthy systems.
When the individuals of a system respect one another, work off each others’ strengths, then that system thrives. When individuals don’t understand or appreciate differences in others then the system becomes unhealthy and begins to fail. This is what makes effective communication and understanding the emotions of normal people important because all of us are different. Each of us interacts and perceives the world differently based on how we are mentally wired.
So, what are the major differences and how do we know the behavioral preferences of our peers, how do we know about their strengths, their weaknesses? Think of it like this, when a new business opens there was someone that drove the idea, someone with the determination that thought it could be done. Many business owners are dominant, direct, and decisive leaders. Without these behavioral characteristics we wouldn’t have new businesses popping up. In this scenario we will call the business owner a type “D”, and in general population only 10% of the world has this behavioral style.
After deciding the business could be built someone needed to help finish designing it. Someone needed to help create the infrastructure, the processes, how to track the company information. We needed someone that was calculating, creative, and careful, we needed a Controller. This person is generally more reserved and task oriented, they are very logical, they make great accountants and technicians within a company. In this scenario we will call the Controller a Type C, and in general population approximately 20-25% of the world has this valuable behavioral preference.
Once the Controller had designed the company with the supervision and input of the business owner. We needed someone to sell the idea, we needed someone to tell everyone in the world about it, we needed a sales person! This person is generally outgoing and people oriented, they are inspiring, influential, and interactive. We will call this person a Type “I” and they represent about 25-30% of the population.
After all had been organized the company needed customer service representatives. We needed people who were supportive, stable, and steady. This person is generally reserved and people oriented, they represent a majority of the population, approximately 30-35% of the world is a Type “S”. The “S” is the glue of an organization because they are so supportive, preferring team work and cooperation.
Together with these 4 behavioral preferences we have a fantastic team, we have someone that is in charge, someone who is good with all of the details and planning, someone to sell the product, and someone to work with current clients. If we lose one part of the team we stop functioning. Or if we don’t respect a certain type of behavior we end up with problems in our system.
One thing that is important to remember is how difficult it is to do someone else’s job. You can ask almost any sales person if they would like to do the accounting and they will almost always tell you, no way! Most accountants or system designers can tell you right away they don’t want to be a sales person, most don’t want to have to talk to people all day long or stand in front of a group and give a presentation. Respecting each other’s natural behavioral differences is critical when we are in a system. So if you are wondering why one of the systems you are in has too much tension and is uncomfortable, perhaps learning about the emotions of normal people, or studying DiSC, could help turn that system into a thriving respectful team again.
Sam Johnson teaches effective communication and leadership skills through personality theory. He is certified in DiSC Personality theory and Professionally trained in Myers Briggs. His acedemdic background is also rooted in communications skills and leadership.
Two Distinct Minds
Posted by Tammy AS Kohl in Leadership on 02/11/2010
We have two distinct minds-our conscious mind and our subconscious mind. Most of us are very aware of our conscious mind because we “seem” to spend a great deal of time there. However, depending on which study you read, it has been proven that 60-95% of the decisions we make and the behaviors we exhibit are generated by our subconscious mind. Think about that staggering percentage and now think about your daily routine. When you got up this morning did you give any specific thought to the routine of getting ready and preparing for your day? Did you implement any step out of traditional order? If you took the kids to school or drove to work, did you drive the exact same route as yesterday? As you have continued through your day have you given any specific thought to breathing? There is always an exception to every rule, however, in most cases the answer to all these questions for many would be ‘no.’
As we live new experiences our subconscious mind very quickly stores data, creates neuro-pathways, and develops routines that allow us to easily duplicate an action or process in the future like driving to work and, yes, breathing. These pre-existing processes are convenient and even helpful. However, there are two questions I think are important to ponder.
- Are you comfortable spending a significant portion of your life on autopilot?
- How can you tap into the power of your subconscious mind to accomplish what is meaningful in your life?
Autopilot is fine for certain things like which to do first take a shower or have a cup of coffee. However, being on autopilot allows us not to be ‘present’ and provides for missed opportunities. How many opportunities have you missed with your family, your spouse, or at work to do, say, or be something better simply because you were on cruise control. Applied knowledge is power and understanding the power of our subconscious mind allows us to step out of autopilot and unleash our untapped potential. Do you really know what you want? Can you see it clearly in your mind down to the smallest detail? Have you written it down in a clear and concise manner? Do you know why you want it? Do you believe you can obtain it? Charles Simmons, author of Your Subconscious Power states, “Your subconscious thrives on knowledge. In dealing with a condition of life, whether it is a problem or an opportunity, consciously observe its traits. Then decide how you deal with the condition. Assign your knowledge, and your intention to act, to your subconscious. With its reserve of knowledge, your subconscious will then come to your aid.”
Tapping into the power of your subconscious mind can begin by committing to two things. First, deliberately focus your conscious action on positive and results-oriented action. Your subconscious will record these patterns which will help you maintain a positive attitude and focus even when life events take place that could take you off course. Second, change negative influences by deliberately cultivating positive habits that offset negative ones. You cannot erase a negative or bad habit; however, you can replace it with a new and positive influence by simply creating a new pattern your subconscious mind finds noteworthy and is worth repeating. Affirmations are a great system to help make these positive changes take place.
There are so many things in our environment that we cannot control nor influence. However, we have an incredible power source in the combination of our conscious and subconscious mind that is totally within our control. Take control of your destiny, your life, and your success by effectively using the power of your two distinct minds.
Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, strategic planning, leadership development, executive coaching, and youth leadership. For more information visit http://www.resourceassociatescorp.com.
Top New Years Resolution Ideas and How to Start Preparing For Them Now
Posted by Cathy Lopez in Leadership on 02/07/2010
Christmas is just around the corner and many individuals are starting to think about what kind of New Years Resolutions they will make this year. With just a little over three weeks left until New Years the decision must be made soon and even sooner if you wish to prepare for those New Years resolutions. Many of us set ourselves up for failure when it comes to resolutions because we do not prepare for them. This is especially true when we choose to give something up for the occasion such as smoking or junk food. Everybody knows how difficult it is to quit something cold turkey and just because it is for a New Years resolution doesn’t make it any easier. Other resolutions may require you to purchase a few items and now would be the time to do that as well. No matter what your resolution will be though you are much more likely to be successful if you conduct a little bit of preparation before the time comes to commit to it. If you are having trouble figuring out what your resolution will be this year or you are not sure how to prepare for a particular resolution here are a few ideas to help you make that decision and get your self ready for a successful New Years resolution.
One of the most common New Years resolutions is losing weight and this is much in part due to all of the splurging on goodies that goes on throughout the holiday season. This is also one of the most commonly failed New Years resolutions but that is much to do with not properly preparing oneself to succeed. One thing that you can do to prepare if this is your resolution is take all the junk food out of your home before New Years. You could also research and choose a workout routine to help you lose weight before it comes time to start doing so.
Another common and very difficult resolution is quitting smoking. Many people quit cold turkey and fail so it might be a good idea to start cutting down now so that it isn’t quite as bad when the time comes. You can also research ways to help you over come the habit part of the addiction such as playing with a stress ball to take your mind off having a cigarette in your hand. It may also be beneficial to pick up some quitting aids such as patches or gum before the time comes.
Finally, another common resolution that many individuals lose sight of due to their busy lives soon after the resolution is made and that is spending more time with the family. Although there is not a lot that you can do to prepare for this resolution there are a few things that can be done. Purchase some family games, and research some new things you can do together so that when the time comes you can be ready.
Keeping New Years resolutions is not always easy but with a little preparation you can succeed this year.
Cathy Lopez is a well-known business writer who has been active in the business community for more than thirty years. She is currently exploring Cleaning Out Your Closets and Earning Money . See more details about Soccer Mom here.
6 Ways to Make Better Decisions
Posted by John Potter PhD in Leadership on 01/29/2010
One of the things about really effective managers and leaders is that they have to be able to make good decisions. However, decision making is not always a simple process. There are invariably many uncertainties, pressures and risks to be assessed and the effective leader and manager has to establish a robust process for ensuring that the decisions she or he makes are sound. One of the key issues in decision making is to address the issue of uncertainty.
Firstly we have to identify the objective of the decision. What are we trying to achieve? What are the important issues in terms of how we go about sorting out the situation and in the outcomes we ultimately create? How will we know if our decision has been successful?
Secondly, we need to create an environment in which decisions can be made effectively, involving all those individuals who will be affected by the decision. The old world of ‘command and control’ is acceptable for many crisis situations but does not tend to produce long term ‘hearts and minds’ commitment. A decision-friendly environment where people can offer their ideas freely is important to gain high levels of commitment.
Thirdly we need to understand clearly the full range of issues involved in the decision we have to make and how these issues will be affected by the decision. You cannot make a good decision unless you frame the problem properly.
Number four is that we have to generate alternatives. In the absence of alternatives there can be no genuine decision as the outcome will be predetermined. It is important to create an atmosphere where brainstorming and other creative techniques can be used to create a broader approach to thinking about the issues involved and create as many alternatives as possible.
Evaluating the alternatives is number five on our checklist and at this stage it is important to consider risk, financial implications and the extent to which each possible solution adheres to the values of the organization.
Number six on our list is to choose the best solution or alternative that meets our criteria of level of risk, financial implications and whether the decision fits in with the espoused or spoken values of the organization. Decision making can be made a lot easier by including other people and talking around issues on the basis of risk, financial implications and how the proposed decision meets what people in the organization say is important.
One of the major decisions we all have to make is about career and our financial future. To that end, many people feel it is important that we are not exposed to just one source of income but that we establish various revenue streams on a personal level to cope with every increasing changes we all experience in our professional and work lives. Some people buy property, others act as consultants and an increasing number are looking to the incredible opportunity offered by the internet as a way of creating personal financial security.
Did you find this article useful? John Potter is a leading international business psychologist who regularly gives out free information. Making the decision to choose the lifestyle that will make you financially independent is one of the most important decisions you will make during your life. If you would like to know more about how to develop a second source of income to protect your future with full video and tutorial support please visit the website www.MaverickMoneyMakersWinsOnline.com
Conquering the Need For Instant Gratification
Posted by John Hersey in Leadership on 01/25/2010
Most of us have important goals that we hope to accomplish. Our intentions are good and our plans are often well thought out and well focused. We move ahead quickly towards accomplishing what we set out to do, but then all to soon we falter, stop and maybe even give up. Why? Because our instant efforts have not produced instant results. We get too tied up in finding that instant gratification that equates to success. But rarely will we ever see results as soon as we would like. So how do we keep moving forward while waiting to see results? How do we learn to wait patiently for some sign of success? How do we stay motivated to continue when human nature says that such a slow return on our investment must be a sure sign that our plans and goals are flawed? The answer is really quite simple. We need to better understand how the whole process works; in other words, we have to learn to accept how the principles of effort and return really work.
If we were to look at a graph depicting the rate of effort compared to return, we would see that the line for effort is much steeper than the line for return. In any project we undertake, all of the work and effort goes in at the beginning. Typically, we will see about 80% of our efforts expended about halfway through a project, yet only about 20% of the return on our investment will be evident.
The main reason behind this pattern is the need for a project to gather momentum. As you invest more time and effort, the results begin to build, slowly at first but increasing as the project moves along. It is at this point that we really need to practice patience. In order to see a project through to its completion, and actually see the return on our investment, we have to develop an “investment attitude.” By developing this type of awareness and understanding, we can better prepare ourselves for the necessary efforts we have to put forth.
All successful people, especially leaders, need to remember that the most important investment you will ultimately make is in yourself. Give every project your best effort and be patient. Don’t expect results right away, either from your projects or your people. Remain confident that your ideas are sound, and your goals attainable. Know in your mind that the results you are seeking will come.
Regardless of how things may sometimes appear, there is never such a thing as “all of a sudden.” Successes, and even failures, generally happen over longer periods of time than we realize. Change often begins to happen before its effects can actually be seen. The important thing is to stay focused on your goals. Keep working at them and keep putting in the effort. Concentrate on putting in the required work each and every day, knowing that eventually the big results you are aiming for will happen.
John Hersey is a successful business owner, published author and motivational leadership speaker. John writes one of the most recognized leadership blogs in the business world: www.JohnHersey.com
A Few Words to the Wise From the Wise
Posted by John Hersey in Leadership on 01/25/2010
If you’ve never had the opportunity to listen to a motivational speaker, then you are really missing something! The whole atmosphere is totally charged with positive energy, and everyone leaves pumped and ready to go out and conquer the world. But even when we can’t be at one of these terrific motivational events, the words of these leaders and great leaders through history are always here to guide us. Read on and be inspired!
Chinese philosopher Lao-tzu: “True leaders inspire people to do great things, and, when the work is done, their people proudly say, ‘We did this ourselves’.”
Goethe: “What you can do, or dream you can, begin it. Boldness has a genius, power and magic in it.”
William Smithburg of Quaker Oats on making mistakes: “There isn’t one senior manager in this company who hasn’t been associated with a product that flopped. That includes me. It’s like learning to ski. If you’re not falling down, you’re not learning.”
Eddie Cantor: “It takes twenty years to be an overnight success.”
George Bernard Shaw: “Success covers a multitude of blunders.”
Somerset Maugham: “It’s a funny thing about life. If you refuse to accept anything but the best, very often you get it.”
Franklin Murphy while working for Times-Mirror Corp.: “People have a stake in an idea if they have participated in its creation; then they’ll work much harder, in a much more dedicated way, to bring it to success.”
Edwin H Land- Founder of Polaroid: “The first thing you naturally do is teach the person to feel that the undertaking is manifestly important and nearly impossible,….That draws out the kind of drives that make people strong, that put you in pursuit intellectually.”
David Lloyd George: “Don’t be afraid to take a big step when one is indicated. You can’t cross a chasm in two small jumps.”
Sam Walton: “Outstanding leaders go out of their way to boost the self esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish.”
Conrad Hilton: “Success seems to be connected with action. Successful people keep moving. They make mistakes but they don’t quit.”
Nelson Mandela:” There is no passion to be found in playing small, in settling for a life that is less than the one you are capable of living.”
Andrew Carnegie: “No man will ever make a great leader who wants to do it all by himself or to get all the credit for doing it.”
Henry Ford: “One of the great discoveries a man makes, one of his greatest surprises, is to find he can do what he was afraid he couldn’t do. Most of the bars we beat against are in ourselves-we put them there and we can take them down.”
Vince Lombardi: “Obstacles are what you see when you take your eyes off the goal.”
Simon Walker: “When you are faced with a decision- always choose the bolder option. The most extraordinary things are created by ordinary people.”
John Hersey is a successful business owner, published author and motivational leadership speaker. John writes one of the most recognized leadership blogs in the business world: www.JohnHersey.com