Business Solutions Quotes

Loneliness isn’t the physical absence of other people, he said—it’s the sense that you’re not sharing anything that matters with anyone else. If you have lots of people around you—perhaps even a husband or wife, or a family, or a busy workplace—but you don’t share anything that matters with them, then you’ll still be lonely.

Victims recite problems, leaders provide solutions.

Sometimes an organization doesn’t need a solution; it just needs clarity.

If you have time to whine then you have time to find solution.

Business is better able to solve societal problems than charity. Because solutions are sustained anywhere there is a profit motive.

Being a critic is easy. But if the critic tries to run the operation, he soon understands that nothing is as easy as his criticisms. Criticism without a solution is merely an inflation of the critic's ego.

When we grow, we come up with better ideas and solutions which help us in doing our business in more enhanced and productive ways.

Accountable Authentic Collaborative Courageous Passionate Lifelong learner Welcomes feedback Biased toward action Solution oriented Change agent

For every dilemma, find at least three or four possible solutions. The creative process leads to better results.

The best way to help your consumers with your business is to treat your employees right so they give better customer service, empower them so they can provide faster solutions, and to treat your vendors and partners fairly and with respect so they can continually provide the best product and services to their ability. - Strong by Kailin Gow

What makes a good salesperson? Let me be clear that it’s not the person who can talk someone into anything. It’s not the hustler who is a smooth talker. The best salespeople are the ones who put themselves in their customer’s shoes and provide a solution that makes the customer happy.

As long as businesses have problems that need solutions, consultants will be valuable.

At Mayflower-Plymouth, we’re helping businesses and cities make significant improvements with our management consulting services. And for that, we’re making the world a better place. And we’re making a lot of money - many millions of dollars - by helping others and making their lives better.

Surround yourself with like-minded people who support you on the road to success.

The first priority of the business is to add value to the customers lives, in exchange for payment. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

As soon as you open your mind to doing things differently, the doors of opportunity practically fly off their hinges.

When businesses are having liquidity problems, bartering can be a viable solution.

It boils down to this: you aren’t allowed to tell them what their problem is, and in return, they aren’t allowed to tell you what to build. They own the problem, you own the solution.

It's best to magnetize your business to specific kinds of customers; customers that are aligned with the businesses goals, purpose, and values. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

Decision making and problem solving are not the same. To solve a problem, one needs to find a solution. To make a decision, one needs to make a choice.

The goal is to have customers who appreciate the value your business is selling; and customers who are willing and able to pay for that value. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

It's good to celebrate the value your business adds. Every employee in the business should celebrate the value the business adds. What you celebrate, you give life to. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

Crises often come with hidden opportunities. When we approach crises with this awareness, we can look for the opportunities and then leverage them. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

When people support you when you have done something wrong. It doesnt mean you are right, but it means those people are promoting their hate , bad behavior or living their bad lives through you.

Location matters when it comes to business. Whether its physically or virtually or both, its important to have a presence where your clientele are present. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

Effective consulting is about gathering and presenting actionable data, and helping businesses solve problems, implement solutions, and innovate.

In an economy where problems are prevalent, solutions are profitable commodities. And in an economy where solutions are profitable commodities and many consultants look to easy profit by productizing things; providing holistic solutions is a strategic advantage. And that's what we do at Mayflower-Plymouth. We provide holistic solutions.

you keep going, you’ll eventually realize that the one true answer to all your questions is: Of course it doesn’t make sense—what business do you have expecting things to make sense?

CSIPP™ (Crisis Solution Internal Philosophy and Practice) is a framework I created that is designed to help organizations effectively handle crises. It emphasizes proactive planning, continuous learning, and adaptability, focusing on maximizing the organization's ability to add value throughout the crisis.

Having the cash is only part of the solution. Once your business has the cash, the real task now is to invest it wisely and in a way that'll result in growth and greater profit.

There is only one thing to do when you meet the Living God; you must fall on your face and repent of your sins. Repentance is bittersweet business; Repentance is not just a conversion exercise -- it is the posture of the Christian, much like 'tree' or 'full lotus' is the posture of the Yogi. Repentance is our daily fruit, our hourly washing, our minute by minute wake-up call; our reminder of God's creation, Jesus' blood, and the Holy Spirit's comfort. Repentance is the only no shame solution to a renewed Christian conscience, because it only proves the obvious: God was right all along.

If your business is serious about becoming the best version of itself, consult with Mayflower-Plymouth. If the company or government you lead has major problems that need major solutions or major opportunities that inspire action, consult with Mayflower-Plymouth. We provide holistic solutions with our consulting services.

At Mayflower-Plymouth, we pride ourselves on providing holistic solutions. Businesses have problems, cities have problems, society has problems… and we have solutions to those problems. And me being a polymath and the founder of the company means that polymath spirit is embedded in the company’s nature. We like to solve all kinds of problems and present all kinds of solutions across various industries.

Businesses need to save and invest just like individual people do. Every business should be accumulating capital and cultivating growth. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

Leadership requires kindness. If the people in positions of power in the company are cruel and mean to the other employees, it puts the whole company into a fear vibration. And that repels customers. Leaders should be stern, but kind; bold, but gracious. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

CSIPP™ stresses the importance of data in informing risk assessments and crisis response strategies. By utilizing data effectively, organizations can make informed decisions that protect their reputation and stakeholder trust.

The way to stay in business is to keep solving problems and providing solutions to a considerable amount of people at the highest price point possible. And society is always evolving, so we should always keep looking out for new problems to solve and new kinds of solutions to provide and new ways to add value.

Profits are a standard, not a priority. The business should price its products and services maximally above its expenses. But the priority and main focus should always be adding value to the customers lives. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

Timing is important in business and in life. Time is infinite, and ultimately there is only the present. But time is also kind of a living moving thing and it moves in rhythms. Every business should try to move in harmony with these rhythms. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

Victims recite problems. Leaders present solutions.

I don't embrace excuses. I embrace SOLUTIONS

Mierda.” José screeched to a halt, and reversed to start a three-point turn – of which points two and three never materialised as, looking back, the road from where we’d come was now filled side-to-side by an advancing column of police, some with riot shields, some on horseback, marching towards us. José decided, quite reasonably in my opinion, that this wasn’t a place to be trapped so his passenger could try out his Spanish with the Venezuelan Riot Police. His solution – drive straight ahead at a tangent to the road, across a vast stretch of wasteland.

Every problem that we have in society has a suite of relative solutions that are also business opportunities. Agricultural waste is a problem. But solving that problem is a business opportunity. Energy inefficiency is a problem. But solving that problem is a business opportunity. The abusive treatment of animals is a problem. But solving that problem is a business opportunity. Reduced biodiversity is a problem. But solving that problem is a business opportunity. Plastic waste in the ocean is a problem. But solving that problem is a business opportunity. And the list goes on indefinitely. We just have to think creatively and fluidly and we can solve all of these problems that plague Earth and we can grow businesses and earn money and provide for our families in the process.

Physically agile, this squishy strategist and tentacled tactician uses its intelligence and agency to intuit situations, anticipate outcomes, invent solutions, and improvise, remaining relevant for nearly 300 million years.

Religious freedom doesn't include the freedom to disregard the law and restrict another's freedom to believe and act differently. No one's forcing Catholic nuns to practice birth control, or priests to wear condoms (good idea tho). If you really feel your religious beliefs conflict with the mandates of running a business, the solution is simple: Get your ass out of the boardroom and back to the pulpit (where it belongs).

The customers should be happy, but the business should not accept mediocre profits just to make the customers happy. The relationship between business and customer should be reciprocal. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

More often than not, solutions need to be systemic in order to cultivate meaningful and lasting results.

Profit enables businesses to innovate and develop sustainable solutions, such as environmentally friendly technologies, socially responsible products, and ethical supply chains.

You feel ownership over your creation, your invention, and your ideas. But if you don’t legally claim them, you’re donating them to the public—or to competitors. Say you’ve come up with a solution to a problem. Protecting that potentially valuable IP creates a limited monopoly to keep people out. It’s like zone defense in basketball. IP rights help you own your zone—your competitive space where no one else can score. If the best offense is a great defense, then no offense is the worst.

In terms of permaculture design in business, ethics are really important. In this design approach, we design for sustainability and efficiency and growth. And we also design for equity and wellbeing. Everything matters. It's a holistic approach.

The problem with your company is not the economy, it is not the lack of opportunity, it is not your team. The problem is you. That is the bad news. The good news is, if you're the problem, you're also the solution. You're the one person you can change the easiest. You can decide to grow. Grow your abilities, your character, your education, and your capacity. You can decide who you want to be and get about the business of becoming that person.

Innovation basically involves making obsolete that which you did before.

To the issues of friendship, love, business and war, "surprise" is the optimistic solution.

How can you offer valuable solutions in new formats and models?

How can the world find global solutions to systemic challenges like pandemics, climate mitigation and AI regulation? Regional approaches are inadequate for holistic issues.

CSIPP™ emphasizes continuous risk evaluation and the development of targeted mitigation strategies. This proactive approach helps organizations identify and address potential reputational risks before they escalate into crises.

At Mayflower-Plymouth, our purpose is to help businesses fulfill solutions and solve problems concerning the allocation of capital. And we do that by modelling mycelium fungal networks.

Ramit Sethi recommends applying what he calls the “85% Solution.” So many people get wrapped up in making the perfect decision that they wind up overwhelming themselves and doing nothing.

Never justify someones wrong action, without them apologizing first & admitting their wrongs. If you do. You are not making them better, but you are making them worse on the bad things they do.

If you aim to be the best then it's essential to evolve constantly, learn from past mistakes, look for new opportunities and have the flexibility to implement improved processes and solutions along the way.

Research suggests that in over 90 percent of all successful new businesses, historically, the strategy that the founders had deliberately decided to pursue was not the strategy that ultimately led to the business’s success.

I dont celebrate any friendship that was build on hate, because we share the common enemy.

use business to inspire and implement solutions to the environmental crisis.

Biomimicry is critical in regard to using design as a way to solve problems in business. Biological ecosystems have invented solution after solution to all kinds of problems. The key is to learn to see nature through nature's eyes, and to speak nature's language and then to establish a continuous translation between biological ecosystems and human ecosystems.

Metaruptions defy rulebooks. We must envision the questions to be asked - and delve into the questions behind the questions. Metaruptions require adaptive problem finding and resilient solutions amidst incomprehensibility. The current decade will bring unparalleled messiness together with its opportunities. Learning to speak the language of metaruptions means staying engaged as paradigms shift to unravel these possibilities.

The changing climate should be seen as a series of discrete, manageable problems that can be attacked from all angles simultaneously. Each problem has a solution. And better still, each solution can make our society healthier and our economy stronger.

The world is changing. No matter what any of us is shopping for, we can find good products, good services, good solutions. We want to enjoy the experience of using those products, those services. This firm doesn't have a lock on brilliance. Your prospective clients can find that elsewhere. They want to enjoy the experience of implementing a brilliant solution in collegial and congenial partnership with teh people who brought it to them.

Leadership requires kindness. If the people in positions of power in the company are cruel and mean to the other employees, it puts the whole company into a fear vibration. And that repels customers. Leaders should be stern, but kind; bold, but gracious. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

Customers Want Solutions, Not Ideas Customers don’t care about your ideas; they care about whether you can solve their problems. And you should not build your idea into a business if you don’t know with 100 percent certainty that it’s a solution your customers will pay for.

Our world isn’t about ideology anymore. It’s about complexity. We live in a complex bureaucratic state with complex laws and complex business practices, and the few organizations with the corporate willpower to master these complexities will inevitably own the political power. On the other hand, movements like the Tea Party more than anything else reflect a widespread longing for simpler times and simple solutions—just throw the U.S. Constitution at the whole mess and everything will be jake. For immigration, build a big fence. Abolish the Federal Reserve, the Department of Commerce, the Department of Education. At times the overt longing for simple answers that you get from Tea Party leaders is so earnest and touching, it almost makes you forget how insane most of them are.

When you learn to force yourself to practice for an hour or run fifteen laps, you start building self-regulatory strength.” The solution, Starbucks discovered, was turning self-discipline into an organizational habit.

Everything we do at Mayflower-Plymouth is viewed through the lens of capital allocation. Whether it's Blockchain or Quantum Computing or DeFi or Additive Manufacturing or Logistics, we channel that toward helping businesses fulfill solutions and solve problems concerning the allocation of capital.

The application of creative intelligence to a problem, the finding of a solution at once dogged, elegant, and wild, this had always seemed to him to be the essential business of human beings—the discovery of sense and causality amid the false leads, the noise, the trackless brambles of life. And yet he had always been haunted—had he not?—by the knowledge that there were men, lunatic cryptographers, mad detectives, who squandered their brilliance and sanity in decoding and interpreting the messages in cloud formations, in the letters of the Bible recombined, in the spots on butterflies’ wings. One might, perhaps, conclude from the existence of such men that meaning dwelled solely in the mind of the analyst. That it was the insoluble problems—the false leads and the cold cases—that reflected the true nature of things. That all the apparent significance and pattern had no more intrinsic sense than the chatter of an African gray parrot. One might so conclude; really, he thought, one might.

My mother was in the hospital & everyone wanted to be my friend. But I was busy making a list: good dog, bad citizen, short skeleton, tall mocha. Typical Tuesday. My mother was in the hospital & no one wanted to be her friend. Everyone wanted to be soft cooing sympathies. Very reasonable pigeons. No one had the time & our solution to it was to buy shinier watches. We were enamored with what our wrists could declare. My mother was in the hospital & I didn't want to be her friend. Typical son. Tall latte, short tale, bad plot, great wifi in the atypical café. My mother was in the hospital & she didn't want to be her friend. She wanted to be the family grocery list. Low-fat yogurt, firm tofu. She didn't trust my father to be it. You always forget something, she said, even when I do the list for you. Even then.

When a third wave of poverty overwhelmed me, I knew with even greater certitude than when I had lived in Clerkenwell that the only complete solution to my problem was suicide. I never brought it off. I was afraid. A lifetime of never making positive decisions, accepting instead the lesser of the evils presented to me, had atrophied my will. It was not so much that I longed for death as that I didn't long for life. Emptiness, though, was not a sufficiently definite feeling to lead to a violent act. Instead of sitting in my room and balancing the relative convenience of various ways of ending it all, I ought to have been busy trying to summon up a reasonable amount of despair. Hopelessness was thinly spread like drizzle over my whole outlook. But, in an emergency, I could not find a puddle of despondency deep enough to drown in.

Liquidity is important to investors. When opportunities arise, businesses need to have sufficient cash available in order to act on the opportunity promptly. Having sufficient cash available can also serve as protection against losses or a tool with which the business acquired solutions in the event of crises. We like to see that businesses have a sufficient amount of available cash.

In their quest for flawless results, research suggests that perfectionists tend to get three things wrong. One: they obsess about details that don’t matter. They’re so busy finding the right solution to tiny problems that they lack the discipline to find the right problems to solve. They can’t see the forest for the trees. Two: they avoid unfamiliar situations and difficult tasks that might lead to failure. That leaves them refining a narrow set of existing skills rather than working to develop new ones. Three: they berate themselves for making mistakes, which makes it harder to learn from them. They fail to realize that the purpose of reviewing your mistakes isn’t to shame your past self. It’s to educate your future self. If perfectionism were a medication, the label would alert us to common side effects.

I’ll be honest with you. The variables that construct my existence are confusing. Like handwritten math equations jammed together on a sloppy page of homework. They don’t make any sense. One math problem leads to another, and then another and so it goes. One day you realize that your life is one whole page of problems and nothing ever gets solved. One ongoing equation with no equal sign at the end. But it occurred to me, beneath the canopy of a starlight heaven, that I’d been looking at my life all wrong. It wasn’t a math equation. Things weren’t supposed to add up. There was no solution. In fact, there was no problem. Life’s variables and numbers and pages of chicken scratch weren’t mathematical marks. They were art. A drawing. An abstract painting. It was meant to be beautiful, not sensical. And embedded within the mess of it all were miracles. Small ones. I’d never paid attention to them because I was too busy, but it didn’t make them less real.

Major Trapp was never there. Instead he remained in Jozefow because he allegedly could not bear the sight. We men were upset about that and said we couldn't bear the sight either." Indeed, Trapp's distress was a secret to no one. At the marketplace one policeman remembered hearing Trapp say, "Oh God, why did I have to be given these orders," as he put his hand on his heart. Another policeman witnessed him at the schoolhouse. "Today, I can still see exactly before my eyes Major Trapp there in the room pacing back and forth with his hands behind his back. He said something like, 'Man, ... such jobs don't suit me. But orders are orders.' " Another man remembered vividly "how Trapp, finally alone in our room, sat on a stool and wept bitterly. The tears really flowed." Another also witnessed Trapp at his headquarters. "Major Trapp ran around excitedly and then suddenly stopped dead in front of me, stared and asked if I agreed with this. I looked him straight in the eye and said 'No, Herr Major!' He then began to run around again and wept like a child." The doctor's aide encountered Trapp weeping on the path from the marketplace to the forest and asked if he could help. "He answered me only to the effect that everything was very terrible." Concerning Jozefow, Trapp later confined to his driver, "If this Jewish business is ever avenged on earth, then have mercy on us Germans.

The late 1920s were an age of islands, real and metaphorical. They were an age when Americans by thousands and tens of thousands were scheming to take the next boat for the South Seas or the West Indies, or better still for Paris, from which they could scatter to Majorca, Corsica, Capri or the isles of Greece. Paris itself was a modern city that seemed islanded in the past, and there were island countries, like Mexico, where Americans could feel that they had escaped from everything that oppressed them in a business civilization. Or without leaving home they could build themselves private islands of art or philosophy; or else - and this was a frequent solution - they could create social islands in the shadow of the skyscrapers, groups of close friends among whom they could live as unconstrainedly as in a Polynesian valley, live without moral scruples or modern conveniences, live in the pure moment, live gaily on gin and love and two lamb chops broiled over a coal fire in the grate. That was part of the Greenwich Village idea, and soon it was being copied in Boston, San Francisco, everywhere.

My concern with democracy is highly specific. It begins in observing the remarkable fact that, while democracy means a government accountable to the electorate, our rulers now make us accountable to them. Most Western governments hate me smoking, or eating the wrong kind of food, or hunting foxes, or drinking too much, and these are merely the surface disapprovals, the ones that provoke legislation or public campaigns. We also borrow too much money for our personal pleasures, and many of us are very bad parents. Ministers of state have been known to instruct us in elementary matters, such as the importance of reading stories to our children. Again, many of us have unsound views about people of other races, cultures, or religions, and the distribution of our friends does not always correspond, as governments think that it ought, to the cultural diversity of our society. We must face up to the grim fact that the rulers we elect are losing patience with us. No philosopher can contemplate this interesting situation without beginning to reflect on what it can mean. The gap between political realities and their public face is so great that the term “paradox” tends to crop up from sentence to sentence. Our rulers are theoretically “our” representatives, but they are busy turning us into the instruments of the projects they keep dreaming up. The business of governments, one might think, is to supply the framework of law within which we may pursue happiness on our own account. Instead, we are constantly being summoned to reform ourselves. Debt, intemperance, and incompetence in rearing our children are no doubt regrettable, but they are vices, and left alone, they will soon lead to the pain that corrects. Life is a better teacher of virtue than politicians, and most sensible governments in the past left moral faults to the churches. But democratic citizenship in the twenty-first century means receiving a stream of improving “messages” from politicians. Some may forgive these intrusions because they are so well intentioned. Who would defend prejudice, debt, or excessive drinking? The point, however, is that our rulers have no business telling us how to live. They are tiresome enough in their exercise of authority—they are intolerable when they mount the pulpit. Nor should we be in any doubt that nationalizing the moral life is the first step towards totalitarianism. We might perhaps be more tolerant of rulers turning preachers if they were moral giants. But what citizen looks at the government today thinking how wise and virtuous it is? Public respect for politicians has long been declining, even as the population at large has been seduced into demanding political solutions to social problems. To demand help from officials we rather despise argues for a notable lack of logic in the demos. The statesmen of eras past have been replaced by a set of barely competent social workers eager to take over the risks of our everyday life. The electorates of earlier times would have responded to politicians seeking to bribe us with such promises with derision. Today, the demos votes for them.

. . . Neither ecological nor social engineering will lead us to a conflict-free, simple path . . . Utilitarians and others who simply advise us to be happy are unhelpful, because we almost always have to make a choice either between different kinds of happiness--different things to be happy _about_--or between these and other things we want, which nothing to do with happiness. . . . Do we find ourselves a species naturally free from conflict? We do not. There has not, apparently, been in our evolution a kind of rationalization which might seem a possible solution to problems of conflict--namely, a takeover by some major motive, such as the desire for future pleasure, which would automatically rule out all competing desires. Instead, what has developed is our intelligence. And this in some ways makes matters worse, since it shows us many desirable things that we would not otherwise have thought of, as well as the quite sufficient number we knew about for a start. In compensation, however, it does help us to arbitrate. Rules and principles, standards and ideals emerge as part of a priority system by which we guide ourselves through the jungle. They never make the job easy--desires that we put low on our priority system do not merely vanish--but they make it possible. And it is in working out these concepts more fully, in trying to extend their usefulness, that moral philosophy begins. Were there no conflict, it [moral philosophy] could never have arisen. The motivation of living creatures does got boil down to any single basic force, not even an 'instinct of self-preservation.' It is a complex pattern of separate elements, balanced roughly in the constitution of the species, but always liable to need adjusting. Creatures really have divergent and conflicting desires. Their distinct motives are not (usually) wishes for survival or for means to survival, but for various particular things to be done and obtained while surviving. And these can always conflict. Motivation is fundamentally plural. . . An obsessive creature dominated constantly by one kind of motive, would not survive. All moral doctrine, all practical suggestions about how we ought to live, depend on some belief about what human nature is like. The traditional business of moral philosophy is attempting to understand, clarify, relate, and harmonize so far as possible the claims arising from different sides of our nature. . . . One motive does not necessarily replace another smoothly and unremarked. There is _ambivalence_, conflict behavior.

I read every book and magazine I could. Heck, three bucks for a magazine, twenty bucks for a book. One good idea would lead to a customer or a solution, and those magazines and books paid for themselves many times over. Some of the ideas I read were good, some not. In doing all the reading I learned a valuable lesson. Everything I read was public. Anyone could buy the same books and magazines. The same information was available to anyone who wanted it. Turns out most people didn't want it. I remember going into customer meetings or talks or go to people in the industry and tossing out tidbits about software or hardware. Features that worked, bugs in the software. All things I had read. I expected the ongoing response of: "Oh yeah, I read that too in such-and-such." That's not what happened. They hadn't read it then, and they still haven't starting reading it. Most people won't put in the time to get a knowledge advantage. Sure, there were folks that worked hard at picking up every bit of information that they could, but we were few and far between. To this day, I feel like if I put in enough time consuming all the information available, particularly with the internet making it so readily accessible, I can get an advantage in any technology business. Of course, my wife hates that I read more than three hours almost every day, but it gives me a level of comfort and confidence in my businesses.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

Complainers, like the friend on the phone, who complain endlessly without looking for solutions. Life is a problem that will be hard if not impossible to solve. Cancellers, who take a compliment and spin it: “You look good today” becomes “You mean I looked bad yesterday?” Casualties, who think the world is against them and blame their problems on others. Critics, who judge others for either having a different opinion or not having one, for any choices they’ve made that are different from what the critic would have done. Commanders, who realize their own limits but pressure others to succeed. They’ll say, “You never have time for me,” even though they’re busy as well. Competitors, who compare themselves to others, controlling and manipulating to make themselves or their choices look better. They are in so much pain that they want to bring others down. Often we have to play down our successes around these people because we know they can’t appreciate them. Controllers, who monitor and try to direct how their friends or partners spend time, and with whom, and what choices they make. You can have fun with this list, seeing if you can think of someone to fit each type. But the real point of it is to help you

Incidentally, the same logic that would force one to accept the idea of the production of security by private business as economically the best solution to the problem of consumer satisfaction also forces one, so far as moral-ideological positions are concerned, to abandon the political theory of classical liberalism and take the small but nevertheless decisive step (from there) to the theory of libertarianism, or private property anarchism. Classical liberalism, with Ludwig von Mises as its foremost representative in the twentieth century, advocates a social system based on the nonaggression principle. And this is also what libertarianism advocates. But classical liberalism then wants to have this principle enforced by a monopolistic agency (the government, the state)—an organization, that is, which is not exclusively dependent on voluntary, contractual support by the consumers of its respective services, but instead has the right to unilaterally determine its own income, i.e., the taxes to be imposed on consumers in order to do its job in the area of security production. Now, however plausible this might sound, it should be clear that it is inconsistent. Either the principle of nonaggression is valid, in which case the state as a privileged monopolist is immoral, or business built on and around aggression—the use of force and of noncontractual means of acquiring resources—is valid, in which case one must toss out the first theory. It is impossible to sustain both contentions and not to be inconsistent unless, of course, one could provide a principle that is more fundamental than both the nonaggression principle and the states’ right to aggressive violence and from which both, with the respective limitations regarding the domains in which they are valid, can be logically derived. However, liberalism never provided any such principle, nor will it ever be able to do so, since, to argue in favor of anything presupposes one’s right to be free of aggression. Given the fact then that the principle of nonaggression cannot be argumentatively contested as morally valid without implicitly acknowledging its validity, by force of logic one is committed to abandoning liberalism and accepting instead its more radical child: libertarianism, the philosophy of pure capitalism, which demands that the production of security be undertaken by private business too.

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