Deliberate Leadership Quotes

What does sincerity mean if it is chosen as deliberate strategy?

Leadership is self-made. People who have deliberately decided to become problems solver lead better.

Over the years the Indian leadership, and the educated Indian, have deliberately projected and embellished an image about Indians that they know to be untrue, and have wilfully encouraged the well-meaning but credulous foreign observer to accept it. What is worse, they have fallen in love with this image, and can no longer accept that it is untrue.

By constant practices, deliberate repetitions and uninterrupted exercises, leaders go from zero to hero. They don't quit.

Everyone is a business person. You must be in the business of managing your time. Managing your time means managing your life. Good time managers are good life managers, and vice versa.

Stalin’s policies that autumn led inexorably to famine all across the grain-growing regions of the USSR. But in November and December 1932 he twisted the knife further in Ukraine, deliberately creating a deeper crisis. Step by step, using bureaucratic language and dull legal terminology, the Soviet leadership, aided by their cowed Ukrainian counterparts, launched a famine within the famine, a disaster specifically targeted at Ukraine and Ukrainians.

The change the world needs is not in the hand of everyone who is alive. It is in the works of those who deliberately contribute to make it a better place.

Be punctual; it shows your respect for other people.

If the paradigm doesn’t work, executing the paradigm better actually makes things worse.

Creating the right mind-set and a positive attitude today, will help you to start crafting a clear plan of how you intend to make your life a success.

No matter how hard you train them, how deliberately you plan, or how much support you send their way; to lose Marines is to watch as fires flicker out beneath a torrent of rain.

The unfairness of judging others comes in that we judge them on the basis of our own values and beliefs, yet we can never exactly stand on common ground.

What separates a leader from the rest is not only his ability to see what needs to be done but his unhesitating execution of it, even while others watch or deliberate.

Developing ALL staff to their fullest potential, on a daily basis, is the most powerful and humane approach, to building a high-performance organisation, that positively changes the world.

If the people merely have the right to vote, but no right of extensive participation, in other words, if they are awakened only at election time but go into hibernation afterwards, this is token democracy. Reviewing our experience with people's democracy since the founding of the PRC, we have made it clear that in such a vast and populous socialist country, extensive deliberation under the leadership of the CPC on major issues affecting the economy and the people's quality of life embodies the unity of democracy and centralism. Chinese socialist democracy takes two important forms: in one the people exercise their right to vote in elections, and in the other, people from all sectors of society undertake extensive deliberations before major decisions are made. In China, these two forms do not cancel one another out, nor are they contradictory; they are complimentary. They constitute institutional features and strengths of Chinese socialist democracy.

No matter how great you are at what you do, as long as you remain known only within your own family circles, then you and your talent will die in obscurity and irrelevance. Position yourself to influence the masses by having a media, marketing and communication strategy.

Foolish people practice politics, not by serving as generals, secretaries, or popular leaders, but by inciting the mob, giving public speeches, fostering discord, or performing public service out of obligation; and, conversely, those who are civic-minded, philanthropic, devoted to the city, attentive, and truly political are always practicing politics by the promotion of those in power, the guidance of those needing direction, the support of those deliberating, the correction of those causing harm, and the reinforcement of those who are sensible.

The key questions and challenges that we must all continue to pose and remind this key sector (the media) should be, 'Do you realize the power you have, to build and to destroy; to promote success or failure; to bring life or death to a cause or talent; to give a platform or take it away?

Learn from mistakes and set-backs (yours and other people’s), pick yourself up, make necessary changes and try again. I once came across a saying that went something like, “The wise learn from the mistakes made by fools!” So at some point we all have been fools, I suppose, since we all make mistakes.

Serious businesses and lenders will tell you that managing your cash flow is one of the most important aspects in the health of any business. Managing you time flow is key to a healthy and successful life, because, Time is equal to Life. The quality of time expenditure is in direct proportion to the quality of life enjoyed.

Realise your Stewardship role as a parent – you raise children to offer a quality gift to society. Even your spouse should not be treated as an object or possession you own; support them to be the best of what they were created to be. Do your part and trust God for the rest. If you have empowered them, trust them to be responsible.

Bathing is not negotiable! So is brushing your teeth and washing your underwear, so that you always have a fresh inviting scent around you. People should want to be around you, not avoid you because of unfriendly odours coming out of your mouth, shoes or armpits. Do the best with what you have; even the old can be made clean and hygienic to improve your image.

One of the greatest tools you cannot do without is the media. These various means for mass communication and those involved in them must be your partners and not your enemies; you must not be afraid of them but befriend and love them. If you are going to be significant and relevant then you are going to need someone to help broadcast your voice and channel your substance to the world.

A leadership comfort zone brings stagnancy, deprives one of innovation, stifles growth and frustrates both the leader and the team they lead. Your personal preferences like leadership style, communication style, prejudices, habits and mannerisms must be effectively managed so that they do not work against you. You have to be careful that your strengths do not end up becoming a hindering comfort zone. Seek to lead, driven by a cause.

I am a congenital optimist about America, but I worry that American democracy is exhibiting fatal symptoms. DC has become an acronym for Dysfunctional Capital: a swamp in which partisanship has grown poisonous, relations between the White House and Congress have paralyzed basic functions like budgets and foreign agreements, and public trust in government has all but disappeared. These symptoms are rooted in the decline of a public ethic, legalized and institutionalized corruption, a poorly educated and attention-deficit-driven electorate, and a 'gotcha' press - all exacerbated by digital devices and platforms that reward sensationalism and degrade deliberation. Without stronger and more determined leadership from the president and a recovery of a sense of civic responsibility among the governing class, the United States may follow Europe down the road of decline.

Work is simply, “force x distance” or the product of a force applied to an object and the displacement of the object in the direction of the applied force…holding an object in the air does not involve any work, no matter how painful your hand will be after a few minutes… reflect on your daily activities and the results from them. Are you really working or just increasing your potential without progress or desired results? Your work must produce some movement, progress and change, by effectively using all your energies whether intellectual or physical.

Esper had not directly criticized the commander in chief, but his predecessor, Jim Mattis, finally delivered the rebuke of Trump he had held in for years. “Donald Trump is the first president in my lifetime who does not try to unite the American people—does not even pretend to try. Instead, he tries to divide us,” Mattis told the Atlantic’s Jeffrey Goldberg, before invoking “the Nazi slogan for destroying us . . . ‘Divide and Conquer.’ “We are witnessing the consequences of three years of this deliberate effort,” Mattis went on. “We are witnessing the consequences of three years without mature leadership. We can unite without him, drawing on the strengths inherent in our civil society.

Under this scenario, in sum, we would collectively stumble our way toward a fragmented, parochial, Big Brotherish kind of information system “characterized by supervision, regulation, constraint, and control.” Moreover, given his view of the world in 1979, Lick had to rate this possibility as far more likely than his optimistic projection. An integrated, open, universally accessible Multinet wouldn’t just happen on its own, he pointed out. It would require cooperation and effort on a time scale of decades, “a long, hard process of deliberate study, experiment, analysis, and development.” That process, in turn, could be sustained only by the forging of a collective vision, some rough consensus on the part of thousands or maybe even millions of people that an open electronic commons was worth having. And that, wrote Lick, would require leadership.

The disaster was the first major crisis to occur under the fledgling leadership of the USSR’s most recent General Secretary, Mikhail Gorbachev. He chose not to address the public for three weeks after the accident, presumably to allow his experts time to gain a proper grasp of the situation. On May 14th, in addition to expressing his anger at Western Chernobyl propaganda, he announced to the world that all information relating to the incident would be made available, and that an unprecedented conference would be held with the International Atomic Energy Agency (IAEA) in August at Vienna. Decades of information control proved difficult to cast off in such a short time, however, and while the report was made available in the West, it was classified in the Soviet Union. This meant those most affected by the disaster knew less than everyone else. In addition, although the Soviet delegation’s report was highly detailed and accurate in most regards, it was also misleading. It had been written in line with the official cause of the accident - that the operators were responsible - and, as such, it deliberately obfuscated vital details about the reactor.

The most magnificent drama in the last thousand years of human history is the transportation of ten million human beings out of the dark beauty of their mother continent into the new-found Eldorado of the West. They descended into Hell; and in the third century they arose from the dead, in the finest effort to achieve democracy for the working millions which this world had ever seen. It was a tragedy that beggared the Greek; it was an upheaval of humanity like the Reformation and the French Revolution. Yet we are blind and led by the blind. We discern in it no part of our labor movement; no part of our industrial triumph; no part of our religious experience. Before the dumb eyes of ten generations of ten million children, it is made mockery of and spit upon; a degradation of the eternal mother; a sneer at human effort; with aspiration and art deliberately and elaborately distorted. And why? Because in a day when the human mind aspired to a science of human action, a history and psychology of the mighty effort of the mightiest century, we fell under the leadership of those who would compromise with truth in the past in order to make peace in the present and guide policy in the future. —W. E. B. DU BOIS, Black Reconstruction in America, 1935

Fascism rested not upon the truth of its doctrine but upon the leader’s mystical union with the historic destiny of his people, a notion related to romanticist ideas of national historic flowering and of individual artistic or spiritual genius, though fascism otherwise denied romanticism’s exaltation of unfettered personal creativity. The fascist leader wanted to bring his people into a higher realm of politics that they would experience sensually: the warmth of belonging to a race now fully aware of its identity, historic destiny, and power; the excitement of participating in a vast collective enterprise; the gratification of submerging oneself in a wave of shared feelings, and of sacrificing one’s petty concerns for the group’s good; and the thrill of domination. Fascism’s deliberate replacement of reasoned debate with immediate sensual experience transformed politics, as the exiled German cultural critic Walter Benjamin was the first to point out, into aesthetics. And the ultimate fascist aesthetic experience, Benjamin warned in 1936, was war. Fascist leaders made no secret of having no program. Mussolini exulted in that absence. “The Fasci di Combattimento,” Mussolini wrote in the “Postulates of the Fascist Program” of May 1920, “. . . do not feel tied to any particular doctrinal form.” A few months before he became prime minister of Italy, he replied truculently to a critic who demanded to know what his program was: “The democrats of Il Mondo want to know our program? It is to break the bones of the democrats of Il Mondo. And the sooner the better.” “The fist,” asserted a Fascist militant in 1920, “is the synthesis of our theory.” Mussolini liked to declare that he himself was the definition of Fascism. The will and leadership of a Duce was what a modern people needed, not a doctrine. Only in 1932, after he had been in power for ten years, and when he wanted to “normalize” his regime, did Mussolini expound Fascist doctrine, in an article (partly ghostwritten by the philosopher Giovanni Gentile) for the new Enciclopedia italiana. Power came first, then doctrine. Hannah Arendt observed that Mussolini “was probably the first party leader who consciously rejected a formal program and replaced it with inspired leadership and action alone.” Hitler did present a program (the 25 Points of February 1920), but he pronounced it immutable while ignoring many of its provisions. Though its anniversaries were celebrated, it was less a guide to action than a signal that debate had ceased within the party. In his first public address as chancellor, Hitler ridiculed those who say “show us the details of your program. I have refused ever to step before this Volk and make cheap promises.” Several consequences flowed from fascism’s special relationship to doctrine. It was the unquestioning zeal of the faithful that counted, more than his or her reasoned assent. Programs were casually fluid. The relationship between intellectuals and a movement that despised thought was even more awkward than the notoriously prickly relationship of intellectual fellow travelers with communism. Many intellectuals associated with fascism’s early days dropped away or even went into opposition as successful fascist movements made the compromises necessary to gain allies and power, or, alternatively, revealed its brutal anti-intellectualism. We will meet some of these intellectual dropouts as we go along. Fascism’s radical instrumentalization of truth explains why fascists never bothered to write any casuistical literature when they changed their program, as they did often and without compunction. Stalin was forever writing to prove that his policies accorded somehow with the principles of Marx and Lenin; Hitler and Mussolini never bothered with any such theoretical justification. Das Blut or la razza would determine who was right.

As Luke recounts events leading up to Jesus’s birth, he deliberately names luminaries of his day—Emperor Augustus, King Herod, Governor Quirinius. Yet he startlingly shifts focus to unimportant, unlikely folks—Zechariah, Elizabeth, Mary, Joseph—who are in fact the unexpected channels of God’s work, the real sphere of God’s transforming activity.

Bolitho shook his head. "The enemy's weakness does not lie in his ships, or in his courage either. It is leadership. Two-thirds of their trained and experienced officers were butchered in the Terror. And they'll not regain their confidence while they are bottled up in harbour by our blockade." He knew Draffen was deliberately drawing him out but continued, "Each time they break out and engage our squadrons they learn a little more, grow steadily more confident, even if a sea victory is denied them. Blockade is no longer the answer, in my opinion. It hurts the innocent as much as those for whom it is intended. Clearcut, decisive action is the solution. Hit the enemy whenever and wherever you can, the size of the actions is almost immaterial.

The flip side of the coin was the positive imagination of Ashkenazi immigrants as diligent and productive members of the middle class holding great value to the state-building enterprise. The fusion of ability, class, and ethnicity thus worked either way. American immigrants in particular were exempted from selection policies. Immigrants from Poland received privileged treatment when they were competing with Moroccans for scarce absorption resources in 1956. The state and the Jewish Agency leadership also deliberated on various occasions about how to actively promote Western immigration and/or “middle-class immigration,” especially after the liberal bourgeois General Zionists had participated in the government for the first time in December 1952, and in subsequent years.115 This happened at a time when great effort was made to restrict the bulk of Moroccan immigration.

Propose A simple proposal is presented as an informal draft to the group for deliberation. Probe The group gathers feedback using 4 of the 5 Cs (Clarifications, Compliments, Concerns, and Changes) to improve upon the proposal. Re-Propose After taking a break to integrate the feedback collected so far into a second version of the proposal, the second version is presented to the group. The group is then tested for the 5th C—Commitment—using polling. Suggestions for changes are made until the desired level of agreement is achieved. Close The leader finalizes the agreement verbally or in writing and sends documentation to all key stakeholders.

Small decisions, every day. That’s what determines who you are and what kind of life you lead. With every decision you make, claim who you want to be.

If you have an idea worth spreading, you don’t need permission from anybody to spread it. If you have an idea worth spreading, the reliable research, data and definitions can be added later. If you have an idea worth spreading, you can sound it out with some loyal friends and let them remind you how much hard-won experience you’ve racked up—how many thousands of hours in deliberate practice.

Transformational leadership is a deliberate attempt to search for solutions and implement those solutions. The end goal of transformational leadership is a contribution towards long-term transformation.

Transformational leadership is a deliberate action taken in response to a vow made to transform people’s lives.

There was something different about this drill though—the pace. The tempo was furious. Generally, during a drill, an attack occurs approximately every eight to ten seconds. With the Steiner brothers, an attack occurred every three to five seconds. My body and mind grew tired. I hit a threshold of exhaustion, resulting in my inability to control any deliberate movements. My mind unraveled as Gable and his staff looked on. Fortunately, Coach yelled the most coveted word on the planet when extreme fatigue hits, “Time.” I was exhausted and relieved. I realized I’d barely made it through this intense and exhausting drill. Winners don’t just make it through. They thrive. The Elite thrive in the toughest environments. The Steiner’s were thriving. I wasn’t. They didn’t seem tired at all, but I was dying. My heart rate spiked to a level that caused the lack of oxygen to my brain and muscles. The Elite never want to be in scenarios where the stakes are high and their preparation is below the level of challenge. We’ll always sink to the level of our training. It’s a Navy Seal creed, but it’s also truth. Unfortunately, I lived that scenario during that training session. I

When the sting of pride begins to register mentally or emotionally, it is often met with a deliberate denial intended to camouflage and avoid the guilt.

Good leaders set a clear path, show the way forward, and provide friend and foe alike with clarity and consistency that, like a northern star, can be reliably followed. We need leaders who say what they mean, who do what they say, and whose rhetoric provides a road map for how they will lead and where they will take the country. In this essential test of leadership, Obama has failed miserably, and I would suggest that failure has been deliberate insofar as he could not allow the American people to have insight into his genuine beliefs and intentions.

Unless a man is ready to work for the salvation of others, it may be questioned whether or not he himself is saved. He who wants only enough religion to save himself is not likely to have even that much.

A big part of a pastor’s job is to keep the church swimming upstream, because the natural current takes us to a place of inward focus.

Every church starts out saying, “What if …” and the rest of the sentence is about how we could reach out. After a while we start saying, “What if …” and the rest of the sentence is about us. Is it selfishness setting in? I used to think it was a spiritual problem. Now I think it’s the natural progression of an organization’s life cycle. The longer you are together as a group, the more aware you become of each other’s needs, and the more responsive you become to each other’s needs. Slowly the arrows get turned in. It is a natural progression. But a natural progression is not what we want. We want a supernatural progression. We want God to help us so lost people are continually prioritized. It’s time to love the pitcher less and the water more.

What some churches have created is a remarkably sophisticated, very efficient system dedicated to creating the surface appearance of people-centricity, while in reality remaining as unresponsive, impenetrable, and clueless regarding the real needs of its people as even the most backward car dealer. The emerging culture is looking for something far less slick and produced. People are not looking for someone to speak to them glibly about relationships. They are looking for a friend. They are not looking for someone to talk with them about getting real. They are looking for those who will be open and honest about their lives.

Here's the rub. Leadership can be learned; however, not everyone wants to learn it, and not all those who learn about leadership master it. Why? Because becoming the very best requires a strong belief that you can learn and grow, an intense aspiration to excel, the determination to challenge yourself constantly, the recognition that you must engage the support of others, and the devotion to practice deliberately. Moreover, the best leaders realize that no matter how good they might be, they always can be even better, and are open to learning how to do so.4

The Obama team’s deliberations were, as usual, extensive, thoughtful, and very slow.

Then came that Friday, when WikiLeaks dumped twenty thousand Democratic Party emails in a move deliberately timed to disrupt our convention. The WikiLeaks emails—written by a wide range of DNC staff from the top leadership all the way down to the lowest employees—were carefully chosen to reveal senior members of the DNC staff speaking disrespectfully of Bernie and his supporters;

ADDRESSING DIVERSITY The way to reach the sheer diversity of the city is through new churches. New churches are the single best way to reach (1) new generations, (2) new residents, and (3) new people groups. Young adults have always been disproportionately located in newer congregations. Long-established congregations develop traditions (such as time of worship, length of service, emotional responsiveness, sermon topics, leadership styles, emotional atmosphere, and dozens of other tiny customs and mores) that reflect the sensibilities of longtime leaders who have the influence and resources to control the church life. These sensibilities often do not reach the younger generations. THE 1 PERCENT RULE Lyle Schaller talks about the 1 percent rule: “Each year any association of churches should plant new congregations at the rate of 1 percent of their existing total; otherwise, that association is in maintenance and decline. If an association wants to grow 50 percent plus [in a generation], it must plant 2 to 3 percent per year.”6 In addition, new residents are typically better reached by new churches. In older congregations, it may require years of tenure in the city before a person is allowed into a place of influence, but in a new church, new residents tend to have equal power with longtime area residents. Finally, new sociocultural groups in a community are generally better reached by new congregations. For example, if white-collar commuters move into an area where the older residents were farmers, a new church will probably be more receptive to the multiple needs of the new residents, while older churches will continue to be oriented to the original social group. And a new church that is intentionally multiethnic from the start will best reach new racial groups in a community. For example, if an all-Anglo neighborhood becomes 33 percent Hispanic, a new, deliberately biracial church will be far more likely to create “cultural space” for newcomers than will an older church in town. Brand-new immigrant groups can normally only be reached by churches ministering in their own languages. If we wait until a new group is sufficiently assimilated into American culture to come to our church, we will wait for years without reaching out to them. Remember that a new congregation for a new people group can often be planted within the overall structure of an existing church — perhaps through a new Sunday service at another time or a new network of house churches connected to a larger existing congregation. Though it may technically not be a new independent congregation, it serves the same function.

Shereketa” is a Shona word ordinarily meaning to fidget, to be restless, and to show discomfort. Whilst this word has largely been used negatively, the Shereketa principle channels it into a different dimension to be used positively for success. Shereketa re–defined refers to deliberate movements, actions and adjustments inspired by the calling to excellence & success, driven by a conviction against and a growing discomfort with mediocrity. The movements and actions take place in two realms - the inner spirit/convictions of your heart and the outer execution platforms of your physical and material world (Shereketa within and Shereketa without).

Deliberately and purposefully schedule meetings with yourself. These are the most important meetings in the life of one who intends to make their success deliberate. During these meeting you do much of the quality and honest communication with yourself. This is besides the conversations you are always carrying on with yourself in your own head or audibly. That doesn’t mean you are crazy, we all do it and we just need to improve the quality and positivity of those conversations.

Be disciplined enough to choose your network and be willing to sacrifice the circles that reduce your effectiveness and make you unproductive.

You are in obscurity when you are still needed but no one cares a lot what you say or think, or even where you are working from. You have no voice or presence that makes you relevant. Grow your voice.

The biblical preacher talks about the poor man’s wisdom that saved a city but he was immediately forgotten. A poverty of ideas, contributions, uniqueness or influence, will overshadow the visibility of good potential. Keep those ideas flowing and you will not be forgotten.

Some people are known, they have the platform and presence, but still remain irrelevant. They know you and what you do, but they don’t need you or your offering. I see too many people with a platform but without substance, again this is not sustainable. Lack of substance can only relegate your talent or skill towards the league of the mediocre, if at all you become much by superficial branding then you will become the best of the worst. You don't have what it takes but you depend on your ability to sell substandard offerings to the market. It will not last for long, but quickly become irrelevant.

Understand that every ‘voice’ has the spirit to influence. Watch your tone, accent, volume and speed. Be careful that you don’t sound angry or argumentative whenever driving an important point. Equally important, is not sounding serious or sounding playful when the message being conveyed needs to be taken seriously.

The obvious signs of a brand gone wrong are the levels of negative headlines it consistently attracts. People talking about you for all the negative and wrong reasons. You begin to shoot yourself in the foot and you have become your own enemy. The gospel about you should be good enough to create relevance and significance - or rather to confirm that.

You must learn to accept that humans make mistakes, but when the same issue is repeated over and over without corrective strategies to plug the holes, then you must expect negative impact on your definition of success. It is normal to make a mistake, but learn, face the consequences, get back up and march on. If you want to be different or stand out as a brand, then your actions, habits, behaviours and decisions must reflect that 'you care about what people think or say about you.

If you are going to grow in personal effectiveness, you must become an excellent communicator. Achieving your goals and fulfilling your mission calls for communication excellence verbally, vocally and non-verbally. As you grow in this regard, you make forward strides towards significance – the capacity to make contributions that count and matter.

People and organisations should want to be associated with you as a brand. A sign of a depleted and irrelevant brand is unwillingness of your market or peers to associate with you.

If you can listen to yourself and obey yourself more, then you have increased your chances for attaining personal effectiveness.

Why do people seek one and not the other? It is the majorities that are led and they normally follow those who can help them meet their ever-present and growing needs. Question is, do you possess the kind of solutions they want? Are you well positioned to reach them or to be reachable by those who can benefit from your solution to their challenges?

To achieve your desired success you have to be effectively selling something and to be significant in impact, you must be teaching somehow. How effectively are you selling and how well are you teaching?

The world is always throwing challenges and questions - which ones does your mission and purpose respond to or seek to solve? Do you know your mission and have you clearly defined the life-issues you intend to address?

Selling and teaching demand that you develop your intrapersonal and interpersonal communication skills. You must be able to communicate with yourself as well as with others in a way that makes them buy your offering or benefit from the knowledge you want to impart.

So many voices are out there, both excellent and mediocre, do you have a credible solution for the needs of your target market or audience? … prove the authenticity of your substance. Do you have what it takes to make a difference? Whilst some come as talents, their development to excellence and maturity will not come without passion, resolve, productive work ethic and opportunity.

Who are you’ is a question of both substance and position. In other words, what is the authority of your voice, service, product or performance in relation to the needs of those you intend to serve? Secondly, have you defined and demystified yourself enough to be accepted as the solution of choice?

Have you positioned yourself to be reachable and accessible by those you seek to serve and make an impact on? Do they know where and how to find you, either physically or in the cyber realm? If they cannot reach you for whatever reason, then you have not done your homework, because you are supposed to have a strategy to reach them before they can even look for you! Otherwise someone else will meet them along the way as they look for you.

Sometimes you may feel like your life is submerged in life's relentless challenges, but you can develop the kind of internal substance in you that displaces every negativity, fear and self-doubt. Even if the challenges were bigger and heavy on your soul and life, the new attitude and belief within will displace every challenge before you - then the law of buoyancy will begin to force your challenges to be ejected out of your pathway to success.

At times the challenges will displace us or some of the things that are important to us. If we strengthen our belief system from within – those challenges must inevitably begin to float away and not take root or force us to sink.

Make a deliberate effort to feed your conscious and subconscious mind to achieve a well programmed mind frame, ready to succeed. Read the right material, watch the right material and listen to the right material. Practice and expose yourself to the right material so that you can form positive attitudes, positive feelings and positive habits. For each person, the right material is defined from their unique vision, mission, beliefs and values.

You feed the requisite substance through personal development efforts and position yourself strategically to allow the forces around you to create the path for your relevance and significance. You are not lifted by air, but by the substance inside you hitting the springboard of opportunity.

Making success deliberate means that you must make success a habit; and habits are a product of the subconscious mind. We call them habits because we can actually do them without being conscious of what we are doing. Things we end up doing without sitting down to think because we have done them so many times, thought about them so many times they are now imprinted onto our subconscious mind. If we could think about success so much, practice it so much more, then we imprint thoughts and seeds of success onto our subconscious that it becomes a habit.

Even if you bury me underground and put a concrete slab over the hole – one day you will wake up to find a crack in the concrete with a tiny green sprout shooting through. When you see that shoot – that will be me!

Skills and special abilities will only grow if you practice more. You become a star-performer by doing. Let performance and production of desired results become a consistent habit associated with your personal brand.

After you acquire knowledge and skill, aim to be a practitioner. Time for practice on the job or in life will still test your authenticity. Knowledge is one of the greatest sources of confidence, and you will need that confidence to do your work and demonstrate you know what you have been trained for.

You cannot bury someone with the Shereketa spirit for long. Even if they are thrown into problems, they will rise back up.

You are only as authentic as the substance you have inside you. Having others take your examinations or doing your assignments and projects is to reduce the level of authenticity of your qualification as well as your personal brand. Master your chosen area of study to the highest level and demonstrate that you have full knowledge as a specialist. Let the depth of your knowledge make you sought after and respected. Define yourself and be authentic.

Your life as an effective person must always have productivity surrounding all your efforts, there must be a sustained forward and upward trajectory in every area of your life. This is where the Shona Shereketa meets the Japanese Kaizen - you are moving and shaking past mediocrity on the basis of small but continuous improvements that will ultimately result in positive quality changes to your life.

Make sure your reading, studying or research are always adding value to the defined vision, mission, beliefs and values that form your unique personal brand.

Your growth and involvement must begin to show lasting footprints as you exude maximum effectiveness and significance. Your leadership influence must translate into a source of inspiration for your peers and those who look at you as a leader.

The question is what kind of stuff do you immerse your mind in? What kind of food does your brain feed on? What kind of exercise does it get and for what purpose? What do you spend time listening to? What thoughts do you entertain? All these are the processes that form the conveyor belt into your subconscious mind.

To succeed and create change, you must be willing to take the risk, with an understanding of a number of key elements. Please begin to understand that an entrepreneurial spirit is not only essential in business enterprise. We all have a business to run in our different areas of specialty. Your life is your business and your family is your business – you have multiple businesses.

An entrepreneurial spirit makes you someone who organizes, manages, and assumes the risks of a business enterprise, talent or calling to become an agent of change.

Entrepreneurship is the process of discovering new ways of combining resources to create change – in whatever area of life.

You make the plans - otherwise you will die thinking it is not possible to plan to have time for work, for exercise, for sleep, for relaxation, for recreation, for eating, for entertainment, for love, for family, for spirituality, for friends, for personal reflection, for personal development, for business, for charity all in one life!

There must be a season for everything that measures what success means to you, there must be a deliberately scheduled time slot for the things that are important to you. Wishing is not enough, deliberate plans followed by deliberate actions make it possible.

Not planning for your time expenditure simply means deliberately intending to fail.

Review and question what you already know or have. In most ball sports and games, you confirm whether you have scored by checking whether the ball has gone into the goal or hit its target. So evaluation of results means that you must look at your goal to see if the ball has hit its target. Look at your educational aspirations or dreams and say “am I on track to meet my 2020 PhD target?

Money might be a reward (by-product) but should not always be the only goal of your efforts and enterprise.

Dreams are difficult to measure if they remain wishes – crystallise them into measurable goals with specific targets and action plans. Goals/objectives are easier to measure when broken down into tasks with clear targets and deadlines.

Choices and decisions must be supported by your passion, resolve and a productive work ethic. If these meet opportunity - your success has finally come!

Without clarity and motivation, your vision will remain a wish in dream-land… It takes an action-centred and results-driven work ethic to execute your duties and responsibilities, to make your success more deliberate.

A mission without action is equally ineffective and futile as action without mission. Use the “power of precision,” and remember language shapes thought and thought shapes action.

Some people choose to lead, others to follow. Success is not primarily a matter of circumstances or native talent or even intelligence — it is a choice. Your beliefs, passion, values, enthusiasm, relationships, interpersonal skills and how they are blended, will move you further ahead towards success.

So why don’t we take the step of setting goals for ourselves? One reason that stands out is that we aren’t willing to accept full responsibility for our lives. If we don’t set goals, then we don’t have to reach them. Another excuse is that goal setting has never been part of our lives or culture. As a result, we may end up mixing with people who have no clear idea where they are headed, becoming a person who “follows the followers.

The reward for goal-setting is that as you achieve each goal, you feel in charge of your own destiny, with every moment taken up productively. Self-esteem increases and it becomes easier to remain motivated. So set those high goals and make clear plans for their execution.

Stop judging yourself on the basis of your appearance or condition of present circumstances. You may have an old car, in debt, job stress, and a troubled relationship, but they are not a true reflection of you as long as you are working on the vision of what you will be years from now.

Concentrate on your strengths and talents to change your situation, and avoid those pity-parties. Absorbing the blows and present pain is a quality of greatness. Measure yourself against the goals and standards you have set for yourself, rather than comparing yourself to others and feeling discouraged or useless.