Executing With Excellence Quotes

Excellence is never an accident. It is always the result of high intention, sincere effort, and intelligent execution; it represents the wise choice of many alternatives - choice, not chance, determines your destiny.

The best executives are made, not born. They absorb information, study their own experiences, learn from their mistakes, and evolve.

At the thought of being eaten by rats, Despereaux forgot about being brave. He forgot about not being a disappointment. He felt himself heading into another faint. But his mother, who had an excellent sense of dramatic timing, beat him to it; she executed a beautiful, flawless swoon, landing right at Despereaux's feet.

Is this still worth doing?” And if it isn’t, he gets rid of it so as to be able to concentrate on the few tasks that, if done with excellence, will really make a difference in the results of his own job and in the performance of his organization.

If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away “operating.” He may be an excellent man. But he is certain to waste his knowledge and ability and to throw away what little effectiveness he might have achieved. What the executive needs are criteria which enable him to work on the truly important, that is, on contributions and results, even though the criteria are not found in the flow of events.

Don’t mistake activity for achievement. To produce results, tasks must be well organized and properly executed; otherwise, it’s no different from children running around the playground—everybody is doing something, but nothing is being done; lots of activity, no achievement.

Excellence is never an accident; it's the result of intention, effort, intelligence, execution & seeing obstacles as opportunities

Life is more than a job; jobs are more than a paycheck; and a country is more than its wealth. Education is more than the acquisition of marketable skills, and you are more than your ability to contribute to your employer’s bottom line or the nation’s GDP, no matter what the rhetoric of politicians or executives would have you think. To ask what college is for is to ask what life is for, what society is for—what people are for. Do students ever hear this? What they hear is a constant drumbeat, in the public discourse, that seeks to march them in the opposite direction. When policy makers talk about higher education, from the president all the way down, they talk exclusively in terms of math and science. Journalists and pundits—some of whom were humanities majors and none of whom are nurses or engineers—never tire of lecturing the young about the necessity of thinking prudently when choosing a course of study, the naïveté of wanting to learn things just because you’re curious about them.

It is very difficult for me to come to terms with my spiritual illness because of my great pride, disguised by my material successes and my intellectual power. Intelligence is not incompatible with humility, provided I place humility first. To seek prestige and wealth is the ultimate goal for many in the modern world. To be fashionable and to seem better than I really am is a spiritual illness. To recognize and to admit my weaknesses is the beginning of good spiritual health. It is a sign of spiritual health to be able to ask God every day to enlighten me, to recognize His will, and to have the strength to execute it. My spiritual health is excellent when I realize that the better I get, the more I discover how much help I need from others.

Brands that will survive and thrive from now on are those with C-level executives that understand the incredible opportunity new media offers them and commit to excellence in managing their social media presence.

once you’ve decided what to do, your biggest challenge is in getting people to execute it at the level of excellence you need.

The same goes for us, whatever we do. Instead of pretending that we are living some great story, we must remain focused on the execution—and on executing with excellence.

whatever we do. Instead of pretending that we are living some great story, we must remain focused on the execution—and on executing with excellence.

Instead of pretending that we are living some great story, we must remain focused on the execution—and on executing with excellence.

The skins of concentration camp prisoners, especially executed for this ghoulish purpose, had merely decorative value. They made, it was found, excellent lamp shades, several of which were expressly fitted up for Frau Ilse Koch, the wife of the commandant of Buchenwald and nicknamed by the inmates the “Bitch of Buchenwald.”*

The same goes for us, whatever we do. Instead of pretending that we are living some great story, we must remain focused on the execution—and on executing with excellence. We must shun the false crown and continue working on what got us here.

Edward M. Hallowell, a psychiatrist who specializes in brain science, explains, play has a positive effect on the executive function of the brain. “The brain’s executive functions,” he writes, “include planning, prioritizing, scheduling, anticipating, delegating, deciding, analyzing—in short, most of the skills any executive must master in order to excel in business.

Were he now still among the living, Dr. Incandenza would now describe tennis in the paradoxical terms of what’s now called ‘Extra-Linear Dynamics.’ And Schtitt, whose knowledge of formal math is probably about equivalent to that of a Taiwanese kindergartner, nevertheless seemed to know what Hopman and van der Meer and Bollettieri seemed not to know: that locating beauty and art and magic and improvement and keys to excellence and victory in the prolix flux of match play is not a fractal matter of reducing chaos to a pattern. Seemed intuitively to sense that it was a matter not of reduction at all, but — perversely — of expansion, the aleatory flutter of uncontrolled, metastatic growth — each well-shot ball admitting of n possible responses, n² responses to those responses, and on into what Incandenza would articulate to anyone who shared both his backgrounds as a Cantorian continuum of infinities of possible move and response, Cantorian and beautiful because infoliating, contained, this diagnate infinity of infinities of choice and execution, mathematically uncontrolled but humanly contained, bounded by the talent and imagination of self and opponent, bent in on itself by the containing boundaries of skill and imagination that brought one player finally down, that kept both from winning, that made it, finally, a game, these boundaries of self.

And in uttering that Excellently executed truth You become an artist too

Realization of the divine decree, and remembering that the person who caused you pain was unjust, but the One who decreed it for you and executed it at the hand of this unjust person, was not unjust.

But young men have not only this frivolous ambition of being thought masters of execution, inciting them on the one hand, but also their natural sloth tempting them on the other. They are terrified at the prospect before them, of the toil required to attain exactness. The impetuosity of youth is disgusted at the slow approaches of a regular siege, and desires, from mere impatience of labour, to take the citadel by storm. They wish to find some shorter path to excellence, and hope to obtain the reward of eminence by other means, than those which the indispensable rules of art have prescribed.

This Could Get Ugly” was her idea, her execution, and it was excellent. She had written something that felt like I could’ve written it except I knew I couldn’t have. I wouldn’t have come up with something like that. Which is what we all want from art, isn’t it? When someone pins down something that feels like it lives inside us? Takes a piece of your heart out and shows it to you. It’s like they are introducing you to a part of yourself and that’s what Daisy did with that song - at least for me.

Too often, artists who think it was “inspiration” or “pain” that fueled their art and create an image around that—instead of hard work and sincere hustle—will eventually find themselves at the bottom of a bottle or on the wrong end of a needle. The same goes for us, whatever we do. Instead of pretending that we are living some great story, we must remain focused on the execution—and on executing with excellence. We must shun the false crown and continue working on what got us here. Because that’s the only thing that will keep us here.

INTIMACY, n. A relation into which fools are providentially drawn for their mutual destruction. Two Seidlitz powders, one in blue And one in white, together drew And having each a pleasant sense Of t'other powder's excellence, Forsook their jackets for the snug Enjoyment of a common mug. So close their intimacy grew One paper would have held the two. To confidences straight they fell, Less anxious each to hear than tell; Then each remorsefully confessed To all the virtues he possessed, Acknowledging he had them in So high degree it was a sin. The more they said, the more they felt Their spirits with emotion melt, Till tears of sentiment expressed Their feelings. Then they effervesced! So Nature executes her feats Of wrath on friends and sympathetes The good old rule who won't apply, That you are you and I am I.

The effective executive will therefore ask: “Does this man have strength in one major area? And is this strength relevant to the task? If he achieves excellence in this one area, will it make a significant difference?” And if the answer is “yes,” he will go ahead and appoint the man.

The skins of concentration camp prisoners, especially executed for this ghoulish purpose, had merely decorative value. They made, it was found, excellent lamp shades, several of which were expressly fitted up for Frau Ilse Koch, the wife of the commandant of Buchenwald and nicknamed by the inmates the “Bitch of Buchenwald.

Children who read are, yes, likely to excel academically, but there’s much more to the picture. The latest research shows that children who read at home are also better at self-regulation and executive function—those life skills that make us happier and well adjusted: controlling impulses, paying attention, setting goals and figuring out how to achieve them.

as Edward M. Hallowell, a psychiatrist who specializes in brain science, explains, play has a positive effect on the executive function of the brain. “The brain’s executive functions,” he writes, “include planning, prioritizing, scheduling, anticipating, delegating, deciding, analyzing—in short, most of the skills any executive must master in order to excel in business.

is not only the execution and the excellence of the craft that determine the quality of a witcher’s sword. As with mysterious elven or gnomish blades, whose secret has been lost, the mysterious power of a witcher’s sword is bound to the hand and skill of the witcher wielding it. And, forsooth, owing to that magic’s mysteries it is greatly potent against the Dark Powers.

Your rival has ten weak points, whereas you have ten strong ones. Although his army is large, it is not irresistible. “Yuan Shao is too caught up in ceremony and show while you, on the other hand, are more practical. He is often antagonistic and tends to force things, whereas you are more conciliatory and try to guide things to their proper courses, giving you the advantage of popular support. His extravagance hinders his administrative ability while your better efficiency is a great contribution to the government, granting you the edge of a well-structured and stable administration. On the outside he is very kind and giving but on the inside he is grudging and suspicious. You are just the opposite, appearing very exacting but actually very understanding of your followers’ strengths and weaknesses. This grants you the benefit of tolerance. He lacks commitment where you are unfaltering in your decisions, promptly acting on your plans with full faith that they will succeed. This shows an advantage in strategy and decisiveness. He believes a man is only as good as his reputation, which contrasts with you, who looks beyond this to see what kind of person they really are. This demonstrates that you are a better judge of moral character. He only pays attention to those followers close to him, while your vision is all-encompassing. This shows your superior supervision. He is easily misled by poor advice, whereas you maintain sound judgment even if beset by evil council. This is a sign of your independence of thought. He does not always know what is right and wrong but you have an unwavering sense of justice. This shows how you excel in discipline. He has a massive army, but the men are poorly trained and not ready for war. Your army, though much smaller, is far superior and well provisioned, giving you the edge in planning and logistics, allowing you to execute effectively. With your ten superiorities you will have no difficulty in subduing Yuan Shao.

If you are a duffer at golf, say, and make the same mistakes every time you try a certain swing or putt, 10,000 hours of practicing that error will not improve your game. You’ll still be a duffer, albeit an older one. No less an expert than Anders Ericsson, the Florida State University psychologist whose research on expertise spawned the 10,000-hour rule of thumb, told me, “You don’t get benefits from mechanical repetition, but by adjusting your execution over and over to get closer to your goal.”2

locating beauty and art and magic and improvement and keys to excellence and victory in the prolix flux of match play is not a fractal matter of reducing chaos to pattern. Seemed intuitively to sense that it was a matter not of reduction at all, but—perversely—of expansion, the aleatory flutter of uncontrolled, metastatic growth—each well-shot ball admitting of n possible responses, n2 possible responses to those responses, and on into what Incandenza would articulate to anyone who shared both his backgrounds as a Cantorian 35 continuum of infinities of possible move and response, Cantorian and beautiful because infoliating, contained, this diagnate infinity of infinities of choice and execution, mathematically uncontrolled but humanly contained, bounded by the talent and imagination of self and opponent, bent in on itself by the containing boundaries of skill and imagination that brought one player finally down, that kept both from winning, that made it, finally, a game, these boundaries of self. ‘You

Incidentally, I do not agree with you when you speak of Indian independence having become a foregone conclusion. Independence is not something you can divide into phases. It exists or does not exist. Certain steps might be taken to help bring it into existence, others can be taken that will hinder it doing so. But independence alone is not the idea I pursue, nor the idea which the party I belong to tries to pursue, no doubt making many errors and misjudgements in the process. The idea, you know, isn’t simply to get rid of the British. It is to create a nation capable of getting rid of them and capable simultaneously of taking its place in the world as a nation, and we know that every internal division of our interests hinders the creation of such a nation. That is why we go on insisting that the Congress is an All India Congress. It is an All India Congress first, because you cannot detach from it the idea that it is right that it should be. Only second is it a political party, although one day that is what it must become. Meanwhile, Governor-ji, we try to do the job that your Government has always found it beneficial to leave undone, the job of unifying India, of making all Indians feel that they are, above all else, Indians. You think perhaps we do this to put up a strong front against the British. Partly only you would be right. Principally we do it for the sake of India when you are gone. And we are working mostly in the dark with only a small glimmer of light ahead, because we have never had that kind of India, we do not know what kind of India that will be. This is why I say we are looking for a country. I can look for it better in prison, I’m afraid, than from a seat on your Excellency’s executive council.

For what is the Heart, but a Spring; and the Nerves, but so many Strings; and the Joynts, but so many Wheeles, giving motion to the whole Body, such as was intended by the Artificer? Art goes yet further, imitating that Rationall and most excellent worke of Nature, Man. For by Art is created that great LEVIATHAN called a COMMON-WEALTH, or STATE, (in latine CIVITAS) which is but an Artificiall Man; though of greater stature and strength than the Naturall, for whose protection and defence it was intended; and in which, the Soveraignty is an Artificiall Soul, as giving life and motion to the whole body; The Magistrates, and other Officers of Judicature and Execution, artificiall Joynts; Reward and Punishment (by which fastned to the seat of the Soveraignty, every joynt and member is moved to performe his duty) are the Nerves, that do the same in the Body Naturall; The Wealth and Riches of all the particular members, are the Strength; Salus Populi (the Peoples Safety) its Businesse; Counsellors, by whom all things needfull for it to know, are suggested unto it, are the Memory; Equity and Lawes, an artificiall Reason and Will; Concord, Health; Sedition, Sicknesse; and Civill War, Death.

Mental toughness is the ability to focus on and execute solutions, especially in the face of adversity. Greatness rarely happens on accident. If you want to achieve excellence, you will have to act like you really want it. How? Quite simply: by dedicating time and energy into consistently doing what needs to be done. Excuses are the antithesis of accountability. Important decisions aren’t supposed to be easy, but don’t let that stop you from making them. When it comes to decisions, decide to always decide. The second we stop growing, we start dying. Stagnation easily morphs into laziness, and once a person stops trying to grow and improve, he or she is nothing more than mediocre. Develop the no-excuse mentality. Do not let anything interrupt those tasks that are most critical for growth in the important areas of your life. Find a way, no matter what, to prioritize your daily process goals, even when you have a viable excuse to justify not doing it. “If you don’t evaluate yourself, how in the heck are you ever going to know what you are doing well and what you need to improve? Those who are most successful evaluate themselves daily. Daily evaluation is the key to daily success, and daily success is the key to success in life. If you want to achieve greatness, push yourself to the limits of your potential by continuously looking for improvements. Within 60 seconds, replace all problem-focused thought with solution-focused thinking. When people focus on problems, their problems actually grow and reproduce. When you train your mind to focus on solutions, guess what expands? Talking about your problems will lead to more problems, not to solutions. If you want solutions, start thinking and talking about your solutions. Believe that every problem, no matter how large, has at the very least a +1 solution, you will find it easier to stay on the solution side of the chalkboard. When you set your mind to do something, find a way to get it done…no matter what! If you come up short on your discipline, keep fighting, kicking, and scratching to improve. Find the nearest mirror and look yourself in the eye while you tell yourself, “There is no excuse, and this will not happen again.” Get outside help if needed, but never, ever give up on being disciplined. Greatness will not magically appear in your life without significant accountability, focus, and optimism on your part. Are you ready to commit fully to turning your potential into a leadership performance that will propel you to greatness. Mental toughness is understanding that the only true obstacles in life are self-imposed. You always have the choice to stay down or rise above. In truth, the only real obstacles to your ultimate success will come from within yourself and fall into one of the following three categories: apathy, laziness and fear. Laziness breeds more laziness. When you start the day by sleeping past the alarm or cutting corners in the morning, you’re more likely to continue that slothful attitude later in the day.

Major - de Coverley was a splendid, awe-inspiring, grave old man with a massive leonine head and an angry shock of wild white hair that raged like a blizzard around his stern, patriarchal face. His duties as squadron executive officer did consist entirely, as both Doc Daneeka and Major Major had conjectured, of pitching horseshoes, kidnaping Italian laborers, and renting apartments for the enlisted men and officers to use on rest leaves, and he excelled at all three....He also iked to arrive in a city just before the occupying Allied force so that he could ride in a jeep at the front of the conquering army.

Do you know where we are?” he whispered. “Surely that is Baker Street,” I answered, staring through the dim window. “Exactly. We are in Camden House, which stands opposite to our own old quarters.” “But why are we here?” “Because it commands so excellent a view of that picturesque pile. Might I trouble you, my dear Watson, to draw a little nearer to the window, taking every precaution not to show yourself, and then to look up at our old rooms--the starting-point of so many of your little fairy-tales? We will see if my three years of absence have entirely taken away my power to surprise you.” I crept forward and looked across at the familiar window. As my eyes fell upon it, I gave a gasp and a cry of amazement. The blind was down, and a strong light was burning in the room. The shadow of a man who was seated in a chair within was thrown in hard, black outline upon the luminous screen of the window. There was no mistaking the poise of the head, the squareness of the shoulders, the sharpness of the features. The face was turned half-round, and the effect was that of one of those black silhouettes which our grandparents loved to frame. It was a perfect reproduction of Holmes. So amazed was I that I threw out my hand to make sure that the man himself was standing beside me. He was quivering with silent laughter. “Well?” said he. “Good heavens!” I cried. “It is marvellous.” “I trust that age doth not wither nor custom stale my infinite variety,” said he, and I recognized in his voice the joy and pride which the artist takes in his own creation. “It really is rather like me, is it not?” “I should be prepared to swear that it was you.” “The credit of the execution is due to Monsieur Oscar Meunier, of Grenoble, who spent some days in doing the moulding. It is a bust in wax. The rest I arranged myself during my visit to Baker Street this afternoon.

And Schtitt, whose knowledge of formal math is probably about equivalent to that of a Taiwanese kindergartner, nevertheless seemed to know what Hopman and van der Meer and Bollettieri seemed not to know: that locating beauty and art and magic and improvement and keys to excellence and victory in the prolix flux of match play is not a fractal matter of reducing chaos to pattern. Seemed intuitively to sense that it was a matter not of reduction at all, but — perversely — of expansion, the aleatory flutter of uncontrolled, metastatic growth — each well-shot ball admitting of n possible responses, 2n possible responses to those responses, and on into what Incandenza would articulate to anyone who shared both his backgrounds as a Cantorian 35 continuum of infinities of possible move and response, Cantorian and beautiful because infoliating, contained, this diagnate infinity of infinities of choice and execution, mathematically uncontrolled but humanly contained, bounded by the talent and imagination of self and opponent, bent in on itself by the containing boundaries of skill and imagination that brought one player finally down, that kept both from winning, that made it, finally, a game, these boundaries of self.

The next day we booked a three-hundred pound sow for a most unusual photoshoot. She was chauffeured to Hollywood from a farm in Central Valley, and arrived in style at the soundstage bright and early, ready for her close-up. She was a perfect pig, straight from the animal equivalent of Central casting: pink, with gray spots and a sweet disposition. Like Wilbur from Charlotte's Web, but all grown up. I called her "Rhonda." In a pristine studio with white walls and a white floor, I watched as Rhonda was coaxed up a ramp that led to the top of a white pedestal, four feet off the ground. Once she was situated, the ramp was removed, and I took my place beside her. It was a simple setup. Standing next to Rhonda, I would look into the camera and riff about the unsung heroes of Dirty Jobs. I'd conclude with a pointed question: "So, what's on your pedestal?" It was a play on that credit card campaign: "What's in your wallet?" I nailed it on the first take, in front of a roomful of nervous executives. Unfortunately, Rhonda nailed it, too. Just as I asked, "What's on your pedestal?" she crapped all over hers. It was an enormous dump, delivered with impeccable timing. During the second take, Rhonda did it again, right on cue. This time, with a frightful spray of diarrhea that filled the studio with a sulfurous funk, blackening the white walls of the pristine set, and transforming my blue jeans into something browner. I could only marvel at the stench, while the horrified executives backed into a corner - a huddled mass, if you will, yearning to breath free. But Rhonda wasn't done. She crapped on every subsequent take. And when she could crap no more, she began to pee. She peed on my cameraman, She peed on her handler. She peed on me. Finally, when her bladder was empty, we got the take the network could use, along with a commercial that won several awards for "Excellence in Promos." (Yes, they have trophies for such things.) Interestingly, the footage that went viral was not the footage that aired, but the footage Mary encouraged me to release on YouTube after the fact. The outtakes of Rhonda at her incontinent finest. Those were hysterical, and viewed more times than the actual commercial. Go figure. Looking back, putting a pig on a pedestal was maybe the smartest thing I ever did. Not only did it make Rhonda famous, it established me as the nontraditional host of a nontraditional show. One whose primary job was to appear more like a guest, and less like a host. And, whenever possible, not at all like an asshole.

We are to take care how we check, by severe requirement or narrow caution, efforts which might otherwise lead to a noble issue; and, still more, how we withhold our admiration from great excellencies, because they are mingled with rough faults. They cannot be strengthened, unless we are content to take them in their feebleness, and unless we prize and honour them in their imperfection above the best and most perfect manual skill. And this is what we have to do with all our labourers; to look for the thoughtful part of them, and get that out of them, whatever we lose for it, whatever faults and errors we are obliged to take with it. For the best that is in them cannot manifest itself, but in company with much error. Understand this clearly: You can teach a man to draw a straight line, and to cut one; to strike a curved line, and to carve it; and to copy and carve any number of given lines or forms, with admirable speed and perfect precision; and you find his work perfect of its kind: but if you ask him to think about any of those forms, to consider if he cannot find any better in his own head, he stops; his execution becomes hesitating, he thinks, and ten to one he thinks wrong; ten to one he makes a mistake in the first touch he gives to his work as a thinking being. But you have made a man of him for all that. He was only a machine before, an animated tool.

At a Male Allies Plenary Panel, a group of women engineers circulated hundreds of handmade bingo boards among attendees. Inside each square was a different indictment: Mentions his mother. Says “That would never happen in my company.” Wearables. Asserts another male executive’s heart is in the right place. Says feminist activism scares women away from tech. At the center of the board was a square that just said Pipeline. I had heard the pipeline argument, that there simply weren’t enough women and underrepresented minorities in STEM fields to fill open roles. Having been privy to the hiring process, I found it incredibly suspect. What’s the wearable thing, I asked an engineer sitting in my row. “Oh, you know,” she said, waving dismissively toward the stage, with its rainbow-lit scrim. “Smart bras. Tech jewelry. They’re the only kind of hardware these guys can imagine women caring about.” What would a smart bra even do? I wondered, touching the band of my dumb underwire. The male allies, all trim, white executives, took their seats and began offering wisdom on how to manage workplace discrimination. “The best thing you can do is excel,” said a VP at the search-engine giant whose well-publicized hobby was stratosphere jumping. “Just push through whatever boundaries you see in front of you, and be great.” Don’t get discouraged, another implored—just keep working hard. Throughout the theater, pencils scratched. “Speak up, and be confident,” said a third. “Speak up, and be heard.” Engineers tended to complexify things, the stratosphere jumper said—like pipelines. A woman in the audience slapped her pencil down. “Bingo!” she called out.

It’s more an affliction than the expression of any high-minded ideals. I watch Mark Bittman enjoy a perfectly and authentically prepared Spanish paella on TV, after which he demonstrates how his viewers can do it at home—in an aluminum saucepot—and I want to shove my head through the glass of my TV screen and take a giant bite out of his skull, scoop the soft, slurry-like material inside into my paw, and then throw it right back into his smug, fireplug face. The notion that anyone would believe Catherine Zeta-Jones as an obsessively perfectionist chef (particularly given the ridiculously clumsy, 1980s-looking food) in the wretched film No Reservations made me want to vomit blood, hunt down the producers, and kick them slowly to death. (Worse was the fact that the damn thing was a remake of the unusually excellent German chef flick Mostly Martha.) On Hell’s Kitchen, when Gordon Ramsay pretends that the criminally inept, desperately unhealthy gland case in front of him could ever stand a chance in hell of surviving even three minutes as “executive chef of the new Gordon Ramsay restaurant” (the putative grand prize for the finalist), I’m inexplicably actually angry on Gordon’s behalf. And he’s the one making a quarter-million dollars an episode—very contentedly, too, from all reports. The eye-searing “Kwanzaa Cake” clip on YouTube, of Sandra Lee doing things with store-bought angel food cake, canned frosting, and corn nuts, instead of being simply the unintentionally hilarious viral video it should be, makes me mad for all humanity. I. Just. Can’t. Help it. I wish, really, that I was so far up my own ass that I could somehow believe myself to be some kind of standard-bearer for good eating—or ombudsman, or even the deliverer of thoughtful critique. But that wouldn’t be true, would it? I’m just a cranky old fuck with what, I guess, could charitably be called “issues.” And I’m still angry. But eat the fucking fish on Monday already. Okay? I wrote those immortal words about not going for the Monday fish, the ones that’ll haunt me long after I’m crumbs in a can, knowing nothing other than New York City. And times, to be fair, have changed. Okay, I still would advise against the fish special at T.G.I. McSweenigan’s, “A Place for Beer,” on a Monday. Fresh fish, I’d guess, is probably not the main thrust of their business. But things are different now for chefs and cooks. The odds are better than ever that the guy slinging fish and chips back there in the kitchen actually gives a shit about what he’s doing. And even if he doesn’t, these days he has to figure that you might actually know the difference. Back when I wrote the book that changed my life, I was angriest—like a lot of chefs and cooks of my middling abilities—at my customers. They’ve changed. I’ve changed. About them, I’m not angry anymore.

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).

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.

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.

There is need to focus on selling an emotional experience instead of a mere product or service - the impression you make on others must be lasting and permanent. These experiences have to be positive and worth remembering. This will increase the chances of repeat business and referrals, guaranteeing customer loyalty. And that is what sustains businesses, brands and careers for generations! The principle remains the same for comedians, actors, footballers, musicians, sales executives or any other area of specialty.

The reality is that an innovation initiative must be executed by a partnership that somehow bridges the hostilities—a partnership between a dedicated team and what we call the performance engine, the unit responsible for sustaining excellence in ongoing operations. Granted, such an arrangement seems, at first glance, improbable. But to give up on it is to give up on innovation itself.

It is amazing, the number of business executives and senior leaders who get to be appointed and elevated to positions of authority on the basis of technical competences whilst lacking essential grooming on basic good manners and customs of conduct that must come from the home training process.

Whatever you possess as an advantage over others, must be meticulously executed to produce desired results and progress.

Have a clear plan or strategy to translate your success philosophy into desired results. Adopt an effective work ethic, with a laser-focus and requisite execution strategies to produce results.

Planning – ‘Listen and learn’: Ensure commitment to get the business social. Presence – ‘Stake our claim’: Evolution from planning to action, establishing a formal and informed presence in social media; Engagement – ‘Dialogue deepens relationships’: Commitment where social media is seen as a critical element in relationship-building; Formalized – ‘Organize for scale’: A formalized approach focuses on three key activities: establishing an executive sponsor, creating a centre of excellence and establishing organization-wide governance; Strategic – ‘Become a social business’: Social media initiatives gain visibility and real business impact. Converged – ‘Business to social’: Having cross-functional and executive support, social business strategies start to weave into the fabric of an evolving organization.

You must be willing to be disciplined as well as make personal sacrifices. It takes discipline to go through rigorous training and study programs. You need a coach or coaches and sometimes mates to help you stick to your planned program in execution of your responsibilities. To be excellent and effective, the non-essentials must give up time and space in your life – some sacrifices have to be made. Work hard and work smart.

human beings are genetically hardwired to do one thing at a time with excellence.

Superior execution is vital to sustaining the success initiated by an innovative service concept. An innovator’s service quality is usually more difficult to imitate than its service concept. This is because quality service comes from inspired leadership throughout an organization, a customer-minded corporate culture, excellent service-system design, the effective use of information and technology, and other factors that develop slowly in a company, if at all.

Do something,” he told the executive, “even if it’s wrong.” Tom Peters would call Bill’s attitude in this situation a “bias for action,” and his book In Search of Excellence lists it as a top common attribute of the companies

Bill Campbell developed an excellent methodology for measuring executives in a balanced way that will help you achieve this. He breaks performance down into four distinct areas:

Good work involves the intertwining of three features: excellence, engagement, and ethics. Good work is technically excellent work—people know what they’re doing. It’s personally engaging and meaningful. They want to do it. They look forward to going to work. They don’t dread it. And it’s carried out in an ethical way.

A business leader who exemplified good work would be somebody who understood himself or herself, understood the corporation or company that they were in very well, knew something about their history, understood the domain—the sector in which they’re working, which could be anything from transportation to widgets—and had some sense of the mega-trends going on in the world. You cannot be an excellent leader unless you’ve thought about this kind of knowledge, so that’s excellence.

two entertainers got together to create a 90-minute television special. They had no experience writing for the medium and quickly ran out of material, so they shifted their concept to a half-hour weekly show. When they submitted their script, most of the network executives didn’t like it or didn’t get it. One of the actors involved in the program described it as a “glorious mess.” After filming the pilot, it was time for an audience test. The one hundred viewers who were assembled in Los Angeles to discuss the strengths and weaknesses of the show dismissed it as a dismal failure. One put it bluntly: “He’s just a loser, who’d want to watch this guy?” After about six hundred additional people were shown the pilot in four different cities, the summary report concluded: “No segment of the audience was eager to watch the show again.” The performance was rated weak. The pilot episode squeaked onto the airwaves, and as expected, it wasn’t a hit. Between that and the negative audience tests, the show should have been toast. But one executive campaigned to have four more episodes made. They didn’t go live until nearly a year after the pilot, and again, they failed to gain a devoted following. With the clock winding down, the network ordered half a season as replacement for a canceled show, but by then one of the writers was ready to walk away: he didn’t have any more ideas. It’s a good thing he changed his mind. Over the next decade, the show dominated the Nielsen ratings and brought in over $1 billion in revenues. It became the most popular TV series in America, and TV Guide named it the greatest program of all time. If you’ve ever complained about a close talker, accused a partygoer of double-dipping a chip, uttered the disclaimer “Not that there’s anything wrong with that,” or rejected someone by saying “No soup for you,” you’re using phrases coined on the show. Why did network executives have so little faith in Seinfeld? When we bemoan the lack of originality in the world, we blame it on the absence of creativity. If only people could generate more novel ideas, we’d all be better off. But in reality, the biggest barrier to originality is not idea generation—it’s idea selection. In one analysis, when over two hundred people dreamed up more than a thousand ideas for new ventures and products, 87 percent were completely unique. Our companies, communities, and countries don’t necessarily suffer from a shortage of novel ideas. They’re constrained by a shortage of people who excel at choosing the right novel ideas. The Segway was a false positive: it was forecast as a hit but turned out to be a miss. Seinfeld was a false negative: it was expected to fail but ultimately flourished.

In the algorithms of its proprietary systems, the company has recorded all its technical investment knowledge—a set of principles to guide investing. As many as 98 percent of Bridgewater’s financial decisions are executed automatically based on that set of codified market decision rules. In contrast, the “Principles” document—the Bridgewater constitution, which all citizens of the company seek to uphold (or “fight like hell” to change, if they disagree)—is not about the laws of finance, the market economy, or investing. Instead, it’s about the ways people act to foster and preserve a culture of truth and transparency. The principles set a clear bar of excellence for all decision making and are the common textual and conceptual reference for every Bridgewater employee seeking to act in a principled way.

The postmaster came in and began obsequiously to beg his excellency to wait only two hours, when, come what might, he would let his excellency have the courier horses. It was plain that he was lying and only wanted to get more money from the traveler. “Is this good or bad?” Pierre asked himself. “It is good for me, bad for another traveler, and for himself it’s unavoidable, because he needs money for food; the man said an officer had once given him a thrashing for letting a private traveler have the courier horses. But the officer thrashed him because he had to get on as quickly as possible. And I,” continued Pierre, “shot Dólokhov because I considered myself injured, and Louis XVI was executed because they considered him a criminal, and a year later they executed those who executed him—also for some reason. What is bad? What is good? What should one love and what hate? What does one live for? And what am I? What is life, and what is death? What power governs all?”1 There was no answer to any of these questions, except one, and that not a logical answer and not at all a reply to them. The answer was: “You’ll die and all will end. You’ll die and know all, or cease asking.” But dying was also dreadful.

human beings are genetically hardwired to do one thing at a time with excellence

In all of the elite companies studied, Level 5 Leaders were in charge when they made the leap from good to great. Level 5 Leadership refers to a type of leader who is not only a highly capable individual, team player, and manager, but also embodies two essential traits: personal humility and the will to do whatever it takes to get results. Level 5 Leaders are quiet, modest, self-effacing, even reserved. They lack over-sized egos or inflated sense of self-importance. Level 5 Leaders are driven to create great results. They are not afraid to make difficult or unpopular decisions if it will better their company. While Level 5 Leaders demonstrate tenacious ambition and will to succeed, they do not devote this energy for their own benefit but instead drive it towards the company’s success. In contrast, the outsized egos and self-serving nature of the “control set” executives contributed to the deaths of their own companies. When good results happen, Level 5 Leaders credit good luck. When results are disappointing, Level 5 Leaders blame only themselves and take responsibility. Other leaders credit themselves when good results come and blame luck or other people for failures. Level 5 Leaders make sure their companies maintain excellence by setting up competent successors who will push their companies to even greater heights. In contrast, other types of managers often leave gaping holes in leadership once they retire. An unexpected finding showed that a majority of the great CEOs were home-grown. In contrast, “celebrity” executives brought into a company have shown to cause more harm than good. It is incredibly detrimental for a company to elect an ego-driven and self-serving CEO instead of a Level 5 Leader. Potential Level 5 Leaders are all around us, and it is possible for one to become a Level 5 leader by embodying their basic traits.

Enron. One: The firm endorsed Enron’s asset-light strategy. In a 1997 edition of the Quarterly, consultants wrote that “Enron was not distinctive at building and operating power stations, but it didn’t matter; these skills could be contracted out. Rather, it was good at negotiating contracts, financing, and government guarantee—precisely the skills that distinguished successful players.” Two: The firm endorsed Enron’s “loose-tight” culture. Or, more precisely, McKinsey endorsed Enron’s use of a term that came straight out of In Search of Excellence. In a 1998 Quarterly, the consultants peripherally praised Enron’s culture of “[allowing executives] to make decisions without seeking constant approval from above; a clear link between daily activities and business results (even if not a P&L); something new to work on as often as possible.” Three: The firm endorsed Enron’s use of off–balance-sheet financing. In that same 1997 Quarterly, the consultants wrote that “the deployment of off–balance-sheet funds using institutional investment money fostered [Enron’s] securitization skills and granted it access to capital at below the hurdle rates of major oil companies.” McKinsey heavyweight Lowell Bryan—godfather of the firm’s financial institutions practice—put it another way: “Securitization’s potential is great because it removes capital and balance sheets as constraints on growth.” Four: The firm endorsed Enron’s approach to “atomization.” In a 2001 Quarterly, the consultants wrote: “Enron has built a reputation as one of the world’s most innovative companies by attacking and atomizing traditional industry structures—first in natural gas and later in such diverse businesses as electric power, Internet bandwidth, and pulp and paper. In each case, Enron focused on the business sliver of intermediation while avoiding the incumbency problems created by a large asset base and vertical integration.

Although a partner’s compensation depends in large part on the amount of business he brings to the Firm, no one goes out to knock on doors. The Firm waits for the phone to ring. And ring it does, not because McKinsey sells, but because McKinsey markets. It does this in several different ways, all of them designed to make sure that on the day a senior executive decides she has a business problem, one of the first calls she makes is to the local office of McKinsey. The Firm produces a steady stream of books and articles, some of them extremely influential, such as the famous In Search of Excellence by Peters and Waterman.* McKinsey also publishes its own scholarly journal, The McKinsey Quarterly, which it sends gratis to its clients, as well as to its former consultants, many of whom now occupy senior positions at potential clients. The Firm invites (and gets) a lot of coverage by journalists. Many McKinsey partners and directors are internationally known as experts in their fields.

Strategic focus on disruption or exponential leadership, will be constrained by the consciousness, capacity, capability, and commitment, of staff and teams, to EXECUTE effectively with excellence

This leads us to a central tenet of tactical excellence: if your people aren’t executing well, it’s not their fault. It’s yours. Leaders of great companies have faith in the ability of ordinary people to perform extraordinarily well. They know that there are very few lazy, uncaring people and that, given the right environment, most people will deliver outstanding performance. Poor performance is usually the result of poor hiring decisions, poor training, lack of clear expectations, poor leadership, inadequate appreciation, poor job design, or some other failure of the company, not the employee.

Michael is an excellent storyteller and has done a wonderful job depicting Luther, and the other black characters in this book. He has done his homework and depicts many historical facts about Nicodemus in a most enlightening and creative way. It has been a pleasure working with someone who has made a concerted effort to get things right. Angela Bates Nicodemus Descendant/Historian Executive Director The Nicodemus Historical Society and Museum

What level of aggressiveness do you use on an intoxicated patron at a bar that is staggering around and wanting to fight you? What level of aggressiveness do you use on a gang of thugs that have jumped you in a parking lot? I add these two extremes because you are more likely to face one of these examples than find yourself in a life-or-death struggle in a trench on the front lines of a battlefield. Do you understand the Force Continuum that is taught to Law Enforcement Officers? I would suggest that you familiarize yourself with it. Besides being an excellent mental tool to use when faced with potentially violent encounters, it could be invaluable if you ever have to justify your actions to law enforcement or before a judge. The techniques demonstrated in this book can be very serious when executed. You should have a solid understanding of the law, levels of force needed to mitigate a violent encounter, and most importantly, the moral and ethical foundation of a true warrior. A warrior that has a high level of self-confidence, but isn’t arrogant. One that trains their body and their mind for that moment that they might find themselves in a sudden violent encounter. Warriors understand when to hold back the level of their aggression, and likewise, they understand when to unleash it in all its ruthless darkness. Few in today’s society walk the true path of a warrior.

What level of aggressiveness do you use on an intoxicated patron at a bar that is staggering around and wanting to fight you? What level of aggressiveness do you use on a gang of thugs that have jumped you in a parking lot? I add these two extremes because you are more likely to face one of these examples than find yourself in a life-or-death struggle in a trench on the front lines of a battlefield. Do you understand the Force Continuum that is taught to Law Enforcement Officers? I would suggest that you familiarize yourself with it. Besides being an excellent mental tool to use when faced with potentially violent encounters, it could be invaluable if you ever have to justify your actions to law enforcement or before a judge. The techniques demonstrated in this book can be very serious when executed. You should have a solid understanding of the law, levels of force needed to mitigate a violent encounter, and most importantly, the moral and ethical foundation of a true warrior. A warrior that has a high level of self-confidence, but isn’t arrogant. One that trains their body and their mind for that moment that they might find themselves in a sudden violent encounter. Warriors understand when to hold back the level of their aggression, and likewise, they understand when to unleash it in all its ruthless darkness. Few in today’s society walk the true path of a warrior. Most modern warriors are in special operations in the military and within the intelligence community. Others work as overseas contractors. There are some that work in various government agencies, but on the most part average civilians will never be in the role of a true warrior. Can any of us still be thrust into a life-or-death encounter with only our four limbs and, most importantly, our head to survive the situation? Yes, but honestly the odds of being in that kind of situation are extremely low. Given the gravity of such a situation, we should all still train ourselves to be able to increase our chance of surviving. The segment of the population that doesn’t train and believes that this type of thing will never happen to them, or their loved ones, falls under the category of those to be protected. Then again, you, as an individual, have the right to turn a blind eye, though morally and ethically wrong to a warrior, in such a situation and let natural selection take its course. I couldn’t do that and I’m sure the vast majority of you feel the same way. By examining ourselves and determining that we would not stand by idly while others were attacked, adds additional responsibility and purpose.

The very people executives should look to for innovation are direct customer serving teams. They know exactly what the pain points are.

Here’s a good question: Given my need to get away from convenience stores, why did I stick with small stores? If in 1967 it was justified because I had eighteen of them already, surely it was no longer justified in the 1980s when Trader Joe’s had become a powerful, successful operation. The answer was verbalized for us in In Search of Excellence, Tom Peter’s best-selling book on management that appeared in 1983. He called it “The Power of Chunking”: The essential building block of a company is the section [which] within its sphere does not await executive orders but takes initiatives. The key factor for success is getting one’s arms around almost any practical problem and knocking it off. . . . The small group is the most visible of the chunking devices.

Mo had been the one Iraqi commander who stood head and shoulders above his peers. He excelled in both the planning and tactical execution of direct-action missions, spoke English almost fluently, and had the trust of both his men and the senior leadership of the MOI.

Why might that be? It is simply a manifestation of the “first who” principle: It’s not how you compensate your executives, it’s which executives you have to compensate in the first place. If you have the right executives on the bus, they will do everything within their power to build a great company, not because of what they will “get” for it, but because they simply cannot imagine settling for anything less. Their moral code requires building excellence for its own sake, and you’re no more likely to change that with a compensation package than you’re likely to affect whether they breathe. The good-to-great companies understood a simple truth: The right people will do the right things and deliver the best results they’re capable of, regardless of the incentive system.

I strongly feel that you must also be an excellent salesperson to be an effective cybersecurity leader.

I'm not convinced," Dodds said. It was Thursday morning, just six hours after Bosch and Chu had ended their surveillance of Chang, with the suspect going to an apartment in Monterey Park and apparently retiring for the night. "Well, Cap, you shouldn't be convinced yet," Bosch said. "That's why we want to continue the surveillance and get the wire." "What I mean is, I'm not convinced it's the way to go," Dodds said, "Surveillance is fine. But a wire is a lot of work and effort for long-shot results." Bosch understood. Dodds had an excellent repu tation as a detective, but he was now an administrator and about as far removed from the detective work in his division as a Houston oil executive is from the gas pump, He now worked with personnel numbers and budgets, He had to find ways of doing more with less and never allowing a dip in the statistics of arrests made and cases closed. That made him a realist and the reality was that electronic surveillance was very expensive. Not only did it take double-digit man hours to carefully draft a fifty plus-page affidavit secking court permission, but once permission was granted, a wiretap room had to be staffed twenty-four hours a day with a detective monitoring the line. Often a single-number tap led to other numbers needing to be tapped and under the law each line had to have its own monitor. Such an operation quickly sucked up overtime like a giant sponge. With the RHD's OT budget seriously down because of economic constraints on the department, Dodds was reluctant to give any of it up for what amounted to an investigation of the mur der of a South Side liquor store clerk. He would rather save it for a rainy day-a big-time media case that might come up and that would demand it.

Summarizing the work of Aristotle, philosopher Will Durant wrote, “We are what we repeatedly do. Excellence, then, is not an act but a habit.” While

Finally, it was our turn and my stomach churned with anxiety and nerves. As we raced out onto the stage to form our positions before the curtain went up, Sara turned to me and said, “Break a leg, Julia!” “What?” I frowned. “That’s for good luck,” she smirked and then faced the audience whose applause was deafening once again. We lunged into our routine, with Sara in the front row, doing the somersaults that she was so good at and as usual, her precision and timing were excellent. The applause erupted again and with a flick of her long ponytail, she executed a very tricky interchange with Alex and then moved to the back. Alex attacked his moves with his usual gusto and the sharp, expressive movements which made him the stand out hip-hop dancer that he was. I felt a rush of pride at being a part of such a cool routine but just as I moved to the front position, I felt my leg give way under me. It was a completely involuntary reaction and one I was powerless to prevent. I was supposed to kneel down and support the weight of one of the smaller girls on my bent knee but unfortunately, it was the leg that I had injured that morning. There was no way I could bear her weight and the sharp pain caused my knee to drop just as Abbie pressed down on it to raise herself into the air. With a gasp from the audience, she went tumbling to the ground. Bright red with embarrassment, she glared at me in horror and all I could do was help her up and try to resume the timing and movements of the routine going on around us. Fortunately, Abbie had no trouble getting back into rhythm, but I just seemed to lose my place and was not able to recover. As if in slow motion, I felt myself limping around the stage after the others and then looking down, I realized that blood was oozing from my leg and onto the floor. I tried to ignore it and focus on the moves that I knew so well, but I was simply unable to get it together. Gratefully, Millie took over my spot and I moved once again to the back row, trying to camouflage myself amongst the others. The scene around me was almost surreal and I felt as though I were a spectator watching the event unfold from afar. The swirling, twisting and turning of the dancers in front of me, along with the steady thumping beat of the latest hip-hop song that everyone knew so well, all seemed to mesh together into a whirlpool of crazy colors and sounds. Then, feeling a slight nudge in my lower back, I was pushed towards the front of the stage. An instant flash of recall had me leaping into the air. Everyone still considered this moment the highlight of our routine. It was the grand finale and my chance to relinquish my status as actually being a decent dancer and choreographer. Flinging my arms and legs forward, I came down onto the stage, one foot at a time. Then reminiscent of that morning’s episode in the school driveway, rather than gripping onto the stage in a final dramatic stomp, my foot slid forward and just kept on going until my whole body landed horizontally on the floor with a loud bang. In a blur of dizziness, I sat up and looked around then saw that I had slipped on a pool of blood; blood that had oozed from the gash in my knee and onto the stage. At that very moment, I was overcome with a sudden rush of nausea and unable to stop the sudden convulsion, I vomited all over the floor in front of me. Too terrified to open my eyes, I wished I could turn back the clock. Back to the day of our dress rehearsal when everything had gone so smoothly. My final leap had been the high point of the day, where even Miss Sheldon and also Alex our expert hip hop dancer, had congratulated me on my performance. I dared to glance fearfully out into the audience. Everyone appeared aghast and I could see the shocked expressions of my mom and dad. Then, realizing I was surrounded by worried faces peering down at me, everything suddenly went black.

As Lean Startups grow, they can use adaptive techniques to develop more complex processes without giving up their core advantage: speed through the Build-Measure-Learn feedback loop. In fact, one of the primary benefits of using techniques that are derived from lean manufacturing is that Lean Startups, when they grow up, are well positioned to develop operational excellence based on lean principles. They already know how to operate with discipline, develop processes that are tailor-made to their situation, and use lean techniques such as the Five Whys and small batches. As a successful startup makes the transition to an established company, it will be well poised to develop the kind of culture of disciplined execution that characterizes the world’s best firms, such as Toyota

The elements of a true leader’s vision A true leader’s vision should target specific interests and answer important questions, such as: 1.  What is the country’s interest in this vision? What is the interest of its society and business community? Who will benefit from it and how? In what way will it promote development and enhance the achievements that have already resulted from previous visions? 2.  Is the vision based upon specific plans or is it going to be implemented randomly, without any link between its different phases? 3.  Is it realistic and feasible or is it a wild vision that no amount of financial and human resources are capable of realizing? For example, giant residential and tourist complexes such as The Palm29 and The World30 islands may require huge resources that many countries cannot afford. While they may be feasible in the UAE, it would be impossible to build them in a number of other places. 4.  What is the ideal time to propose the vision? 5.  What is the best way to implement it? 6.  Is the executive team ready? Who are its members and where will we acquire the high-calibre skills necessary? 7.  How will the implementation of the vision be financed? 8.  How will we convince investors to finance the project? 9.  How will we market the finished product and what is the target market? Where and when?

Revamp Flooring is a one-stop-shop for all your flooring needs. Ranging from flooring installations to redesigning, kitchen backsplash work, all the way to outdoor tiles, we have a wide variety of products and services to offer. Being in the flooring industry for more than two decades, we have honed our expertise and skills to continue providing excellent service to our new and loyal clients. We cater to homeowners and business owners all around Pearland and the surrounding areas, ensuring that we can administer and execute our state of the art processes and methods for flooring installation and bathroom design. Our biggest priority is our clients, and we never fail in delivering customer satisfaction. Contact us now or visit our showroom!

Elevate Your Lifestyle INSTANT ACTION STEP In your journal, list five things you will do immediately to refuel your inner leader and take your mind, body, emotions, and spirit to their next level of excellence. Then schedule time to execute these five goals flawlessly during the next seven days so you get the power of momentum working for you. LEADERSHIP QUOTE TO REMEMBER If one advances confidently in the direction of his dreams and endeavors to live the life which he has imagined, he will meet with a success unexpected in common hours.

Brahma is creativity, Vishnu is execution, Shiva is resilience. Imbibe these three for utmost excellence.

The following fundamental principles are core to this standard: Strive to achieve excellence in strategic execution; Enhance transparency, responsibility, accountability, sustainability, and fairness; Balance portfolio value against overall risks; Ensure that investments in portfolio components are aligned with the organization's strategy; Obtain and maintain the sponsorship and engagement of senior management and key stakeholders; Exercise active and decisive leadership for the optimization of resource utilization; Foster a culture that embraces change and risk; and Navigate complexity to enable successful outcomes.

Now the biggest challenge is learning the skills that will get me to the next level. Going from 80 to 150 employees takes an entirely different skill set than going from 1 to 80 employees takes. It comes down to figuring out if you're an excellent executor or a good manager. It took me the longest time to get my head out of execution and be more strategic. A lot of my value and self-worth were on the revenue-generating side of the business. I would put in X effort and get out Y monetary growth. I had to shed that skin and tell myself that my worth isn't tied to what I produce, it's tied to what my people produce. That's something I doubt myself about today. You can only read so many CEO books and only get so much coaching before you figure out, "This is all you. You have to figure out how you like to lead

On January 21, 2021, the day after inauguration, Biden reversed the order. It was one of his first actions as president. No wonder, because, as The Hill reported, this executive order would have been “the biggest change to federal workforce protections in a century, converting many federal workers to ‘at will’ employment.” How many federal workers in agencies would have been newly classified at Schedule F? We do not know because only one completed the review before their jobs were saved by the election result. The one that did was the Congressional Budget Office. Its conclusion: fully 88% of employees would have been newly classified as Schedule F, thus allowing the president to terminate their employment. This would have been a revolutionary change, a complete remake of Washington, DC, and all politics as usual. If the HHS Administrative State is to be dismantled, so that it will become possible to manage the various Executive Branch agencies once again, Schedule F provides an excellent strategy and template to achieve the objective. If this most important of all tasks is not achieved, then we will remain at risk that HHS will once again attempt to trade our national sovereignty for additional power by aligning with the WHO, as was recently attempted in the case of the surreptitious January 28, 2022, proposed modifications to the International Health Regulations [434]. These actions, which were not made public until April 12, 2022, clearly demonstrate that the HHS Administrative State represents a clear and present danger to the US Constitution and national sovereignty and must be dismantled as soon as possible.

What happens inside the WBR is critical execution not normally visible outside the company. A well-run WBR meeting is defined by intense customer focus, deep dives into complex challenges, and insistence on high standards and operational excellence. One may wonder, at what level is it appropriate for executives to shift focus to output metrics? After all, companies and their senior executives are routinely judged by output metrics like revenue and profit. Jeff knows this well, in part based on his time spent working at a Wall Street investment firm. The simple answer is that the focus does not shift at any level of management. Yes, executives know their output metrics backward and forward. But if they don’t continue to focus on inputs, they lose control over and visibility into the tools that generate output results.

Reginald Hislop III's vision for a brighter healthcare future shines through his career accomplishments. With a focus on empowering organizations, he has led transformations, formed strategic partnerships, and created value-based care models. His commitment to excellence is evident in the growth of the organizations he serves and the positive impact he has made as a consultant and healthcare executive.

working identity involves revisiting the basic assumptions we use to evaluate possibilities. To illustrate what basic assumptions are, it is useful to think of our career choices as a pyramid with three levels (see figure 4-1).4 At the top of the pyramid lies what is most visible, to us and to the outside world: what job we hold in what setting. Dan, for example, was an executive in a high-tech company. One level below are the values and motivating factors that hold constant from job to job and company to company. These are what MIT career specialist Edgar Schein calls our “career anchors,” the competencies, preferences, and work-related values that we would be unwilling to give up if forced to make a choice.5 Dan’s experience has led him to value himself professionally as someone who excels at turnarounds—at making troubled companies healthy. He could perform this role on a smaller or larger scale (for example, big company or small start-up), in an advisory or a hands-on role, and as a manager or an owner, but the constant is that managerial challenge is what excites him. Dan’s turmoil over the offer of a “perfect job” that would have again robbed him of his family time, however, belies a conflict between his professional and personal values that is rooted at a deeper level. In his search, therefore, he has to plumb deeper: He must explore the final, bottom level of the pyramid to understand the basic assumptions—our mental maps about how the world works—that truly drive his behavior.

Are you a ‘Listening Organization?’ Organizations that execute constant feedback loops from customers, vendors, and employees will have a competitive advantage in staying agile and evolving. Building systems to ensure that your firm is empathetic and open-minded is critical to your survival and growth.

FDM (Fused Deposition Modeling) printers There is no hard and fast classification of the FDM 3D printers Cartesian 3D Printers: These are the most common type, operating on a straightforward Cartesian coordinate system with linear rails guiding movement along the X, Y, and Z axes. They are recognized for their simplicity and reliability. Delta 3D Printers: Delta printers employ a triangular configuration of three arms attached to moving carriages at the printer's apex. The print head hangs from these carriages, executing precise movements to craft the intended object. Delta printers excel in speed and consistency, particularly in producing tall items. CoreXY 3D Printers: CoreXY printers utilize a distinctive belt-driven mechanism to maneuver the print head across the X and Y axes. This design separates the print head's motion from that of the build platform, resulting in swifter and more accurate prints. Enthusiasts favor CoreXY printers for their speed and precision. Polar 3D Printers: Polar printers feature a circular build platform and a print head that moves both radially and vertically. This configuration facilitates continuous rotation of the print bed, enabling the creation of objects with intricate geometric shapes. Polar printers are commonly employed for crafting artistic and sculptural pieces. SCARA 3D Printers: SCARA (Selective Compliance Articulated Robot Arm) printers utilize a robotic arm mechanism to navigate the print head in a two-dimensional plane. This design offers rapid and precise movement, making SCARA printers ideal for producing small, intricate objects with exceptional accuracy. Each variant of FDM 3D printer has its own strengths and is tailored to diverse applications, spanning from hobbyist endeavors to industrial-scale manufacturing.

Every new season...He proofreads, edits and inserts and deletes in my life. God is My Executive Excellence Producer!

Focus on executing daily tasks with excellence. Grand visions are deceptive myths.

One excellent way to develop a high standard is to interview people who you see doing a great job in their field. Find out what their standard is and add it to your own. Once you determine a high yet achievable performance bar, hold your executive to that high standard even if you have no idea how they might achieve it.

Bill Campbell developed an excellent methodology for measuring executives in a balanced way that will help you achieve this. He breaks performance down into four distinct areas: 1. Results against objectives Once you’ve set a high standard, it will be straightforward to measure your executive against that standard. 2. Management Even if an executive does a superb job achieving her goals, that doesn’t mean she is building a strong and loyal team. It’s important to understand how well she is managing, even if she is hitting her goals. 3. Innovation It’s quite possible for an executive to hit her goal for the quarter by ignoring the future. For example, a great way for an engineering manager to hit her goals for features and dates is by building a horrible architecture, which won’t even support the next release. This is why you must look beyond the black-box results and into the sausage factory to see how things get made. 4. Working with peers This may not be intuitive at first, but executives must be effective at communicating, supporting, and getting what they need from the other people on your staff. Evaluate them along this dimension.

Today, the links between young black, brown, or poor people and mass incarceration are all the more startling and fearsome. We now have the documented reality of the “school-to-prison pipeline” that often gives up on excellence of education and a professional future for America’s racialized poor, and then “tracks” them into jobs and communities where vulnerability enhances the likelihood of warehousing in prison.

A positive strategy should focus on innovation.

Types of Advertising or as they say the flowchart of it goes as: Ensure to mark their presence Elicit the presence felt Emphasize on the presence making Execute on the presence gained Excel at the final attention The 5 Es takes you to the 6th E- Excellence. The step by step process brings you close enough to your customer or audience’s emotional aspect which eventually is the deciding factor in the buying-selling course. This short version of selling is tough because when you fall at one step, the chain breaks. It’s a series of strategies built to be chased in an order.

An oyster, that marvel of delicacy, that concentration of sapid excellence, that mouthful before all other mouthfuls, who first had faith to believe it, and courage to execute? the exterior is not persuasive.

Logistics is in fact a key aspect of military planning, and Cook is responsible for Apple’s operational excellence. For example, when Apple knew it would move away from disk drives in its iPods and MacBook Air notebooks, it invested in billion-dollar forward purchases of flash memory. Cook’s supply-chain organization executed this masterstroke, which accomplished the trifecta of securing Apple’s supply, locking in the lowest price, and hobbling the competition’s access to components. Such back-of-the-shop excellence at a company known for its creative flair is a rare example of what researchers Charles O’Reilly of Stanford and Michael Tushman, a professor of organizational behavior at the Harvard Business School, refer to as “ambidexterity as a dynamic capability.” In other words, it reflects the ability of a top-performing company to be simultaneously efficient and innovative.