Christian Whamond. Key Leadership. Executive coach
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Who is responsible for the act of leadership?

29/3/2014

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How does the current state of leadership affect employee engagement? What is the effect of both good and bad leadership as it pertains to organisational health and engagement? 

From a leadership perspective, who actually is responsible for employee engagement?

Who is responsible for the act of leadership?

According to Hay Group, a global management consulting firm, 63 per cent of CEOs and other members of the top team reckon it’s the top leaders in the company who are “chiefly responsible for staff engagement and leadership,” but only 38 per cent of those outside the C-Suite agree that the top tier is responsible. Now that is a disturbing leadership and engagement paradox.

Is job satisfaction correlated to employee engagement? Or is job satisfaction more correlated to life satisfaction as per the research conducted by Rain, Lane and Steiner? And if it is — if job satisfaction is akin to life satisfaction — are leaders paying enough attention to their employees such that they are in fact caring about their lives, connecting in ways that allow them to enact life-work balance and a sense of community, and a sense of belonging with their colleagues? Do today’s leaders actually care about the person that is doing the work? Do they even know their name let alone what provides them with job satisfaction?

Between 1985 and 2005, the number of Americans who stated they felt satisfied with the way life was treating them decreased by roughly 30 per cent. Even more shocking was the number of dissatisfied people; this increased by nearly 50 per cent. The reasons appear to be related to Americans' declining attachments to friends and family, lower participation in social and civic activities, and diminished trust in political institutions.

Rather than life imitating art, is life imitating the organisation instead? As levels of employee engagement have dropped and subsequently stagnated over the past thirty years, it’s no wonder the perceived quality of life has decreased as well.

This begs the question whether today’s leaders know if members of their direct report teams have children or not? It’s cheeky, I know, but it’s a valid question. Does leadership equate to cardboard cut-out relationships or is it an engaging and personal liaison opportunity?

If employees are enthusiastic, committed, passionate, and generally into their work, isn’t it time leaders of any stripe, at any step in the hierarchy chain, acted with more humility and were less parochial?

Does the health of an organisation and its overall engagement correlate to productivity and in return financial results?

Does it correlate to customer loyalty, employee turnover and retention? While the questions may sound rhetorical, why do command-and-control tactics dominate the workspace versus “cultivate and coordinate” as per MIT Sloan School of Management professor Tom Malone’s suggestion from his book The Future of Work?

Have we not reached, therefore, a professional paradox in the workplace?

Shouldn’t we be advocating for and developing a more engaged leader?

Has the organisation become so blind that, within the underbelly of the top leadership ranks, a professional mutiny is in the works? Perhaps it’s already in motion. A mutiny that manifests in human capital contradiction where employees are either punching in their time to simply get through the day or they are in eternal job searches hunting for the Holy Grail organisation that actually cares about their well-being.

And leaders, who sit ignorant to the brewing storm, continue to commit crimes of managerial misdemeanour.The job that people perform is central, or at least a large part of their personal identity.

Picture yourself meeting someone for the first time at a cocktail party or a community gathering or your child’s first soccer practice. What do you inevitably ask within the first two minutes of your initial conversation?

“So, what do you do? Where do you work? How long have you been there?”

When your new acquaintance looks sheepish or worse nosedives into an apoplectic rant about their place of work, you might do one of three things:
  • Wince, smile and nod, and affirm that their place of work is awful;
  • Agree to never buy the company’s product or service due to this diabolical repudiation; and/or
  • Hold your breath, wait for the conversation to end, and find the nearest safe harbor as soon as you can.
Employees in today’s organisation are expecting more from leaders than what is currently being offered. Sadly and paradoxically, 69 per cent of executives agree they too feel engagement and leadership is a problem in their organisation.

It is time to connect the dots between leadership, engagement, learning, technology and collaboration. It is time for the act of leadership to be carried out by everyone in the organisation.

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Collaborative Leaders

1/11/2013

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Collaborative leadership is crucial for leading in uncertain and turbulent times. Leading in turbulent times requires a deliberate shift away from command-and-control towards a more collaborative style of leadership. When talking about leadership here, we’re referring to leadership as a verb and not a noun. We’re talking about leadership as the social process shared by all members of an enterprise. We’re not the person at the top of an enterprise’s organisational structure!

If you are considering making the shift towards a more collaborative leadership approach you may be asking yourself, “What are the practices that support collaborative leadership?” Good question. In this post we will briefly explore the 11 practices of collaborative leaders.

1. Passionate Purpose and Vision

Collaborative leaders create an environment where people can unite behind a common purpose, vision and set of values. Clear and compelling purpose, vision and values are essential. They unite people and provide guidance as to the goals and standards of behaviour. Passion begins with the leader, unless the leader is passionate and leads by example others will be reluctant to follow.

Having a purpose and vision is necessary, but it’s not sufficient. Vision and purpose must be supported by passion. Collaborative leaders have passion for a cause. It’s passion that drives people to initiate, to act and draws them into conversations about the best ways to create a new future. It’s passion that causes people to step up to a challenge, to take on ambitious responsibilities and accept risk. Seek out people who are passionate about the purpose and vision of the enterprise and help the participate in bringing the vision into reality.

2. Accept You’re Not in Control

The reality is a leader in never in control. Leaders are unable to command the commitment and passion required for success. People may comply when you’re around, but they only commit as the result of inspiring leadership and a meaningful cause. Moving towards collaborative leadership requires you moving away from the thinking that leadership is about control. Making the shift from “command-and-control” is not easy, but it’s critical if you want to develop a more collaborative leadership style.

Collaborative leadership demands that leaders, lead without the safety of authority, position and hierarchy. This requires that leaders let go of their need to control and embrace an alternative a collaborative leadership style.

Collaborative leadership begins with the understanding that although you cannot change others you can change yourself. You can change your leadership philosophy, your leadership behaviours and develop a new set of leadership beliefs and skills. The bottom line is that collaborative leadership starts with you and your example. It’s a decision you must make and begins with a change in your mindset, behaviours and the example you set for the team and your enterprise.

3. Flatten Your Enterprise Structures

Flat organisational structures have fewer levels of management with more people reporting into a single manager. This supports a fast, reliable communication and increased collaboration when compared to tall, deep structures. Flat structures are more agile and flexible as a result of faster decision making. However to be successful flat structures require more competent employees as higher levels of responsibility is placed on each individual. Collaborative leaders seek to flatten their enterprises structures allowing individuals to take more responsibility, increased accountability for decision making and power to initiate change.

4. Lead Horizontally

Collaborative leadership is about breaking down silos and building trust based cross-functional relationships. This requires a shift in thinking about who’s your team. Instead of seeing your team as consisting only of your direct reports you must learn to embrace the horizontal team consisting of your peers. Your peers, those leading and working in other functional disciplines, is your team. Leading a horizontal team requires influence and strong relatiopnships. To lead outside your area of responsibility and accountability is the hall mark of collaborative leadership.

5. Develop Leaders at All Levels

Unless we invest massively in the development of leadership at all levels we’ll be stuck with command-and-control as the primary way of getting things done. We’ll constrain the extent to which the enterprise could embrace collaborative leadership. Sadly, many enterprises have historically underinvested in the development of the necessary leadership skills required throughout the organisational structures to navigate in complex, ambiguous and uncertain times.

Collaborative leaders focus intensely on the development of leaders at all levels of the enterprise. Everyone is a leader. Everyone is expected to take responsibility to lead. Everyone is developed to become a leader. Collaborative leaders commit to the development leaders at all levels. Letting go of control and sharing power gives other the opportunity to step up and develop their leadership skills.

One of the best ways to develop leader is through leadership experiences. This means viewing mistakes as a learning and development opportunities. It means placing your best leaders on your biggest opportunities, rather than your biggest problems. It means rotating individuals so they lead outside their comfort zone and to encourage them to lead strategic projects.

6. Build a Foundation of Trust

Trust is the foundation of effective team work and collaboration. When trust fails, leadership fails. All the dysfunctions of teams as described by Patrick Lencioni – the lack of accountability, fear of commitment, lack of conflict and the avoidance of accountability – are a result of the absence of trust. Trust is the foundation of successful team work and collaboration.

Trust does not “just happen” as the result of spending time with others. Trust needs to be deliberately nurtured and developed. Trust is a choice we make about someone, it’s a belief in the competence, reliability, integrity and character of another person. To encourage trust you need to be trustworthy, it’s a two way street. Collaborative leadership have the courage required to trust others, to risk being vulnerable  and to expose who you are and what the stand for to others.

7. Encourage Risk Taking

Developing leaders at all levels means encouraging people to take initiative and the implications of that is we need to take risk. When individuals feel trusted and secure they’re open to risk taking. This is a good thing. Thoughtful risk taking by individuals and teams is necessary for creativity, innovation, learning and growth. Without this enterprises find themselves stuck in the mire of process, procedure, bureaucracy and the status quo. When individuals feel free to take risk they spend less of their time figuring out how to cover their asses and devote more time to driving change.

8. Lead with Questions

When you lead with questions you’re trading control for collaboration. Information and knowledge is spread throughout the enterprise in different silos. To leverage this information require shifting the leadership role from providing the answers to asking questions. Effective questions opens up the conversation and the search for creative new solutions. Effective questions engage people in meaningful conversations. Conversation is how groups think. Effective questions generate conversation. Collaborative leaders bring people together in conversation around the enterprises biggest opportunities.

9. Share Information Broadly

Information is the lifeblood of any enterprise. Sharing information widely places everyone on same level, it encourages responsibility and collaboration. A continuous stream of information about customers, suppliers, markets improves agility and decision making at all levels.

There was a time when information was seen as a source of power and many hoarded and withheld information. However collaborative leaders share information generously. This gives others the information they need to confidently step into leadership roles and take responsibility for initiating change.

Sharing information broadly contributes to building an environment of trust. Without information people feel isolated and tend to make up their own version of reality. This leads to gossip and rumours that undermine trust and leadership effectiveness. Collaborative leaders share information creating an environment of trust and openness.

10. Support Transparent Decision Making

Collaborative leadership requires that leaders share power and allows individuals to contribute and influence decisions. Collaborative leaders are clear about who makes decisions, how decisions will be made, who is accountable for the outcomes and how others can participate in the process. When decision making processes are transparent people spend less time questioning decisions and commit their energy to implementation.

Collaborative leaders create processes and systems that support participation in decision making. Transparent decision making processes empower individuals and teams with the authority to make decisions. They develop supporting  principles, values and decision making criteria as decision making guidelines. This empowers individuals and teams by providing the necessary decision making processes and frameworks in which they can execute their decision making authority.

When individuals are involved in decision making they get a deeper understanding of the issues, challenges and constraints that influence decisions. When people feel their voice has been considered they’re more likely support the decision. This builds the commitment necessary in support of the decisions implementation. Transparent decision making creates buy-in, builds trust.

11. Encourage Constructive Conflict

The active sharing of diverse perspectives provides a richer understanding of what’s happening resulting in better decisions and outcomes. It’s when we combine different ideas, perspectives and understanding that we gain insight. But such insight is hard won – it occurs as the result of difficult conversations around conflicting issues and concerns.

Encouraging constructive conflict in an environment where people are free to raise tough issues, to provide raw feedback to their leaders and team members is essential. Without open and constructive conflict innovation fails, decision making stumbles and creative solutions become scarce.

Collaborative leaders invest in building the interpersonal skills necessary for constructive conflict in themselves and others throughout the organisation. They celebrate diversity and welcome new and challenging perspectives with the goal of finding innovative solutions.

Conclusion

Leading in turbulent times requires a deliberate shift from command-and-control towards a collaborative style of leadership. This is easier said than done. It demands that individuals at all levels take initiative and act in ways that supports the achievement of the vision, purpose and objectives of the enterprise. The freedom to take risk, to fail, to engage in constructive conflict, to participate in decision making and to experiment, to learn and innovate. All this is the result of collaborative leadership.

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Look for leaders who attract other leaders

20/3/2013

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As you look for potential leaders, you need to realize that there are really two kinds of leaders: those who attract followers and those who attract other leaders. People who attract and team up only with followers will never be able to do anything beyond what they can personally touch or supervise. Look for leaders who attract other leaders. They will be able to multiply your success.

Leaders Who Attract Followers              Leaders Who Attract Leaders 
Need to be needed.                                    Want to be succeeded.
Want recognition.                                         Want to reproduce themselves.
Focus on others' weaknesses.                  Focus on others' strengths.
Spend their time with others.                     Invest their time in others.
Experience some success.                        Experience incredible  success.

But also know this: In the long run, you can only lead people whose leadership ability is less than or equal to your own. To keep attracting better and better leaders, you will have to keep developing your own leadership ability.

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truly effective leader

29/4/2012

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What does it take to have the focus required to be a truly effective leader? The keys are priorities and concentration. To focus your time and energy use these guidelines to help you:

Focus 70 percent on developing strengths: Effective leaders who reach their potential spend more time focusing on what they do well than on what they do wrong.

Focus 25 percent on new things: If you want to get better, you have to keep changing and improving. That means stepping out into new areas. If you dedicate time to new things related to your strength areas, then you'll grow as a leader.

Focus 5 percent on areas of weakness: Nobody can entirely avoid working in areas of weakness. The key is to minimize it as much as possible, and leaders can do it by delegating.
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How a leader deals with the circumstances of life tells you a lot about their character.

22/4/2012

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How a leader deals with the circumstances of life tells you a lot about their character. Crisis doesn't necessarily make character, but it certainly does reveal it.

Adversity is a crossroads which makes a person choose one of two paths: character or compromise. Every time leaders choose character, they become stronger, even if that choice brings negative consequences. As Nobel Prize winning author Alexander Solzhenitsyn said, "The meaning of earthly existence lies, not as we have grown used to thinking, in prospering, but in the development of the soul." The development of character is at the heart of our development, not just as leaders, but as human beings.

What must every person know about character?

Character is more than talk.
Talent is a gift, but character is a choice.
Character brings lasting success with people.
Leaders cannot rise above the limitations of their character.
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Most people who are dissatisfied and discouraged feel that way because they haven't grasped a vision for themselves.

21/4/2012

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Most people who are dissatisfied and discouraged feel that way because they haven't grasped a vision for themselves. As a leader, you can help others discover their dreams and then get moving.

You may already recognize much of the potential of the people you're leading, but you need to know more about them. To help them recognize the destination they will be striving for, you need to know what really matters to them. To do that, find out these things:
1. What do they cry about? To know where people truly want to go, you've got to know what touches their hearts.
2. What do they sing about? In the long run, people need to focus a lot of energy on what gives them joy.
3. What do they dream about? If you can help people discover their dreams and truly believe in them, you can help them become who they were designed to be.

Becoming a Person of Influence
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Good team leaders never want yes-men

21/4/2012

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Good team leaders never want yes-men. They need direct and honest communication from their people. I have always encouraged people on my team to speak openly and directly with me. Our meetings are often brainstorming sessions where the best idea wins. Often, a team member's remarks or observations really help the team. Sometimes we disagree. That's okay, because we've developed strong enough relationships that we can survive conflict. Getting everything out on the table always improves the team. The one thing I never want to hear from a teammate is, "I could have told you that wouldn't work." If you know it beforehand, that's the time to say it.

Besides directness, the other quality team members need to display when communicating with their leaders is respect. Leading a team isn't easy. It takes hard work. It demands personal sacrifice. It requires making tough and sometimes unpopular decisions. We should respect the people who take on leadership roles and show them loyalty.
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At no time, under no circumstance, is abusive a leadership a solution.

13/4/2012

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At no time, under no circumstance, is abusive (or tough, to use the popular euphemism) leadership a solution.

✓ That the greatest leaders in political and corporate history are those that base leadership on values, not fear.
✓ That democracy increases, not decreases, a leader’s power.
✓ That business leaders must obey the same moral laws on human rights as other leaders in society.
✓ That abusive leadership can’t bring long-term, fundamental change.
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Valuesbased leadership.

13/4/2012

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Carved into the side of a South Dakota mountain called Mt. Rushmore are the gigantic heads of four illustrious American presidents:
George Washington, Thomas Jefferson, Abraham Lincoln, and Theodore Roosevelt.

These four “Rushmoreans” shared a common style of leadership called valuesbased
leadership.

Values-based leaders don’t lead by command or fear. They sincerely respect followers, are willing to listen and trust others, and lead by example. In return, they receive the
trust and loyalty of their followers. These historic examples offer lessons for all corporate leaders.
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Leadership quiz.

13/4/2012

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Toughness, not respect, is the most popular CEO model today. For example, a corporation is losing hundreds of millions of dollars and is on the brink of bankruptcy. A new CEO is hired. He or she sells off bad operations, eliminates waste, cuts back capital investments, and lays off thousands of people — and saves the company.

Given the crisis the leader faced, were the actions taken:
a) Necessary steps?
b) Commonsense responses to rectify past mistakes?
c) Desperate and unimaginative measures?
d) Evidence of great leadership?
Wall Street and the media might say d). But considering that the crisis called for obvious steps to rectify the situation, almost any leader would have responded the way our hero did.

A truly great leader:
a) Avoids a crisis in the first place.
b) Keeps unavoidable crisis manageable.
c) Deals with crisis in a constructive way to lay the groundwork for a healthy future.
d) Involves the people affected in steps a), b), and c).
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Some lessons about courage:

13/4/2012

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1. Courage and cowardice are both contagious

2. Without courage, it doesn't matter how good your intentions are

3. Without courage, we're slaves of our own insecurity and possessiveness

4. A leader without courage will never let go of the familiar

5. Lack of courage will eventually sabotage a leader
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6 signs you're too nice of a boss

4/4/2012

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A good leader not only has great knowledge and insight, but the softer people skills to utilize them. Still, for every manager there's a fine line between being empathetic and friendly and being a feckless pushover.

The big issue [especially] for new managers is that they don't understand the difference between 'business personal' relationships and pure personal relationships." These two relationship may look similar on the surface, but there are important distinctions. Imagine a golf outing...You are the boss and one of the team members is getting a divorce. An appropriate business personal conversation would include saying, 'I am sorry and I know that is a tough transition.' A purely personal interaction might get into a cheating spouse and the nitty-gritty details, like a reality show.

It's difficult to be a friend and an effective boss -- the boss loses objectivity and the employee may lose respect. To better draw the appropriate boundaries and become a better leader, be aware of these six signs that you're being too nice as a manager.

1. Deadlines are regularly missed. If you're the last to know that an assignment is going to be late, that's a red flag that you need to be firmer. Another sure signal: Your direct reports cancel or move meetings with you without a reason, like serious illness. Your staff should report to you -- not the other way around.

2. You're the butt of jokes. A boss shouldn't constantly be on the receiving end of sarcasm. If you hear a light-hearted joke or two where you're the punch-line, it might show that employees feel comfortable around you. But if you're constantly being put down, you're clearly not being respected.

3. Your input is ignored. What happens when you give criticism? Is it acknowledged, and with or without protest? If someone offers no reaction at all, they're basically ignoring you, and that's a huge sign you're not being effective. Also, if you find yourself avoiding giving feedback, you may have lost the ability to be objective.

4. You're sharing too much info. If you're spending half your day explaining yourself to subordinates, you're wasting your time, and possibly undermining your own authority. If you begin to feel the need to over-explain your decisions by compromising sensitive management-level information to reason with your team or to justify your choices, your potency as a leader fails.

5. You're always sharing credit. Being a team player is important, but you also need to take your credit when it's due. Some leaders feel the need to share their accomplishments with their department or team. While this can be great for the team's morale and helps to showcase their contributions, it can backfire on the leader if others fail to see that you are capable of great accomplishments yourself. Your superiors need to know that you're the one driving the team to success.

6. You're treated like a pal. It's important to understand the difference between someone having good rapport with you and being friendly, and someone being a friend. This can include walking or dropping into your office without appointments, taking extra long lunches, leaving work early or showing up for work late, expressing unsolicited opinions on management topics, engaging you and others in 'water cooler' talk about people at work, and distracting from work time.
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Simplicity is an indispensable element of a leaders most important functions

17/3/2012

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A leaders unending responsibility must be to remove every detour, every barrier to ensure that the vision is first clear and then real. The leaders must create a atmosphere in the organization where people feel not only free to, but obliged to, demand clarity and purpose from their leader.

Simplicity is an indispensable element of a leaders most important functions: Projecting a vision and demanding and rewarding boldness.. speed.. and passion.. as his or her people move closer to it.

Don't think that "this is not my job, this is the job of my boss, or my bosses boss," this is the responsibility of every leader within a organization that has front line people reporting to them.

If your not serving the customer, you should be serving someone who is serving a customer.

leadership law number 4. If your not fired with passion and enthusiasm, you will be fired with passion and enthusiasm.
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Principles from how to win friends and Influence people - Dale Carnegie

4/11/2011

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Become a Friendlier Person

1. Don’t criticize, condemn or complain.
2. Give honest, sincere appreciation.
3. Arouse in the other person an eager want.
4. Become genuinely interested in other people.
5. Smile.
6. Remember that a person’s name is to that person the sweetest and most important sound in any language.
7. Be a good listener. Encourage others to talk about themselves. 8. Talk in terms of the other person’s interests.
9. Make the other person feel important - and do it sincerely.

Win People to Your Way of Thinking

10. The only way to get the best of an argument is to avoid it.
11. Show respect for the other person’s opinion. Never say, “You’re wrong.”
12. If you are wrong, admit it quickly and emphatically.
13. Begin in a friendly way.
14. Get the other person saying “yes, yes” immediately.
15. Let the other person do a great deal of the talking.
16. Let the other person feel that the idea is his or hers.
17. Try honestly to see things from the other person’s point of view.
18. Be sympathetic with the other person’s ideas and desires.
19. Appeal to the nobler motives.
20. Dramatize your ideas.
21. Throw down a challenge.

Be a Leader

22. Begin with praise and honest appreciation.
23. Call attention to people’s mistakes indirectly.
24. Talk about your own mistakes before criticizing the other person.
25. Ask questions instead of giving direct orders.
26. Let the other person save face.
27. Praise the slightest improvement and praise every improvement. Be “hearty in your approbation and lavish in your praise.”
28. Give the other person a fine reputation to live up to.
29. Use encouragement. Make the fault seem easy to correct.
30. Make the other person happy about doing the thing you suggest.


Fundamental Principles for Overcoming Worry

1. Live in “day-tight compartments.”
2. How to face trouble:
a. Ask yourself, “What is the worst that can possibly happen?”
b. Prepare to accept the worst.
c. Try to improve on the worst.
3. Remind yourself of the exorbitant price you can pay for worry in terms of your health.

Basic Techniques in Analyzing Worry

1. Get all the facts.
2. Weigh all the facts — then come to a decision.
3. Once a decision is reached, act!
4. Write out and answer the following questions:
a. What is the problem?
b. What are the causes of the problem? c. What are the possible solutions?
d. What is the best possible solution?

Break the Worry Habit Before It Breaks You

1. Keep busy.
2. Don’t fuss about trifles.
3. Use the law of averages to outlaw your worries.
4. Cooperate with the inevitable.
5. Decide just how much anxiety a thing may be worth and refuse to give it more.
6. Don’t worry about the past.

Cultivate a Mental Attitude that will Bring You Peace and Happiness

1. Fill your mind with thoughts of peace, courage, health and hope. 2. Never try to get even with your enemies.
3. Expect ingratitude.
4. Count your blessings — not your troubles.
5. Do not imitate others.
6. Try to profit from your losses.
7. Create happiness for others.

The Perfect Way to Conquer Worry

1. Pray.

Don't Worry about Criticism

1. Remember that unjust criticism is often a disguised compliment.
2. Do the very best you can.
3. Analyze your own mistakes and criticize yourself.

Prevent Fatigue and Worry and Keep Your Energy and Spirits High

1. Rest before you get tired.
2. Learn to relax at your work.
3. Protect your health and appearance by relaxing at home.
4. Apply these four good working habits:

a) Clear your desk of all papers except those relating to the immediate problem at hand.
b) Do things in the order of their importance.
c) When you face a problem, solve it then and there if you have the facts necessary to make a decision.
d) Learn to organize, deputize and supervise.

5. Put enthusiasm into your work.
6. Don’t worry about insomnia.

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To be a leader requires only one thing:

31/10/2011

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To be a leader requires only one thing: followers. A follower is someone who volunteers to go in the direction of the leader who inspires them.
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Difference between a leader and a boss

31/10/2011

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"People ask the difference between a leader and a boss.... The leader works in the open, and the boss in covert. The leader leads and the boss drives." (Theodore Roosevelt)
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