Identifying Leadership Quotes

As a board, you want to be able to identify exactly what the company is succeeding at and exactly what it's failing at so that you can amplify the successes and correct the failures with surgical precision.

When picking a leader, choose a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

At its essence, good leadership isn’t about being indispensable; it’s about helping others be prepared to possibly step into your shoes—giving them access to your own decision making, identifying the skills they need to develop and helping them improve, and, as I’ve had to do, sometimes being honest with them about why they’re not ready for the next step up.

Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist.

It takes valor to identify your breaking points and refuse to allow people/circumstances use them to force you say/do things you don’t believe





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With managing a business, you need to Invest in good software and or good data mining systems. Run your numbers routinely. Take a look at your revenues - when is the money typically coming in, from where, can you identify any patterns in your revenues? Then take a look at your expenses - analyze the numbers and identify patterns. Why? Because Identifying patterns and extracting actionable items from your revenue and expense data will result in the clarity you need to make good business decisions.

By identifying and attracting individuals with diverse skills, expertise, and perspectives, organizations can build a board that is well-equipped to navigate challenges, seize opportunities, and promote ethical conduct.

I'd rather do more with the same, then the same with less.

recent IBM poll of fifteen hundred CEOs identified creativity as the number-one “leadership competency” of the future.

I have found that there are three key steps to identifying your own core personal projects. First, think back to what you loved to do when you were a child. How did you answer the question of what you wanted to be when you grew up? The specific answer you gave may have been off the mark, but the underlying impulse was not. If you wanted to be a fireman, what did a fireman mean to you? A good man who rescued people in distress? A daredevil? Or the simple pleasure of operating a truck? If you wanted to be a dancer, was it because you got to wear a costume, or because you craved applause, or was it the pure joy of twirling around at lightning speed? You may have known more about who you were then than you do now. Second, pay attention to the work you gravitate to. At my law firm I never once volunteered to take on an extra corporate legal assignment, but I did spend a lot of time doing pro bono work for a nonprofit women’s leadership organization. I also sat on several law firm committees dedicated to mentoring, training, and personal development for young lawyers in the firm. Now, as you can probably tell from this book, I am not the committee type. But the goals of those committees lit me up, so that’s what I did. Finally, pay attention to what you envy. Jealousy is an ugly emotion, but it tells the truth. You mostly envy those who have what you desire.

Board of Directors members should actively participate in succession planning to identify and groom future leaders who can ensure the company's continued growth and stability.

You have to learn to prioritize properly and quickly identify what’s going to move you further ahead and what’s going to make you stall.

When it comes to identifying a real leader, that task can be much easier. Don't listen to the claims of the person professing to be the leader. Don't examine his credentials. Don't check his title. Check his influence. The proof of leadership is found in the followers. I

a leadership development plan has to address these three phases: Identifying emerging leaders Investing in the development of emerging leaders Entrusting responsibility to emerging leaders

Second, there is no substitute for discipline. No amount of intellectual prowess or personal charisma can make up for an inability to identify a few simple things and stick to them over time.

Seth Godin writes, “Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable.…It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice. ... Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

Author says that, while Eisenhower had other intellectual mentors, he learned how to lead men from Gen. Walter Krueger. Krueger was the first American enlisted man to rise to four-star general, and he so identified with those he led that he once invited a sentry out of the rain and gave him his own dry uniform.

The cure for multiple problems lies in one major cause that needs to be identified and fixed. A great leader starts with the biggest problem and makes remediation strategies.

I’ve had to develop a new skill of how to identify takers from givers.

Becoming more self-aware is the necessary first step to bridging differences. Without it, you will not be able to identify or understand when you encounter differences that matter.

Leaders are also responsible for future leadership. They need to identify, develop, and nurture future leaders.

Barry Johnson, an expert on leadership who is the author of Polarity Management: Identifying and Managing Unsolvable Problems,

The third stage in religious development arises when men identify them—when the Numinous Power to which they feel awe is made the guardian of the morality to which they feel obligation.

Communicators begin with generous intent and then surrender the work to the audience to do with as they will, including identifying and resonating with the work in their own unique ways.

And when we talk about race today, with all the pain packed into that conversation, the Holy Spirit remains in the room, This doesn't mean the conversations aren't painful, aren't personal, aren't charged with emotion. But it does mean we can survive. We can survive honest discussions about slavery, about convict leasing, about stolen land, deportation, discrimination, and exclusion. We can identify the harmful politics of gerrymandering, voter suppression, criminal justice laws, and policies that disproportionately affect people of color negatively. And we can expose the actions of white flight, the real impact of all-white leadership, the racial disparity in wages, and opportunities for advancement. We can lament and mourn. We can be livid and enraged. We can be honest. We can tell the truth. We can trust that the Holy Spirit is here. We must. For only by being truthful about how we got here can we begin to imagine another way.

We teach our players, in response to any situation they face, to press pause and ask: What does this situation require of me? Pressing pause gives you time to think. It gets you off autopilot and helps you gain clarity about the outcome you are pursuing, the situation you are experiencing, and the Above the Line action you need to take to achieve the outcome. There are two important benefits of pressing pause: A) It helps you avoid doing something foolish or harmful B) It focuses you on acting with purpose to accomplish your goals A productive pause could last only a split second, which helps you regain your focus and take control of your action. It could last an hour, a day, or longer. The purpose is to take the time necessary to be intentional about the way you think and act. Pressing pause does not come naturally; it is a skill that must be developed. The more you practice, the more skilled you become at being able to identify how and when to use it effectively.

For success you need tune your subconscious mind to reach the top of the mountain and overcome all the obstacles on the road. Identify your internal motivations and tune it to the top of the mountain.

Situational leadership articulates that effective leaders are the ones able to change their behavior according to the situation at hand. It identifies leadership styles relevant to specific situations.

I’m sure the driver was a great guy and all he wanted was to drive me to my hotel—but he was a complete stranger to me and the truth is that being vigilant isn’t a part-time job, it’s not about being nice to people, it’s about reality. I made a terrible mistake once, believing the monsters that want to hurt us are easily labeled and identified, rather than walking and hiding amongst us. That’s my reality.

I have never identified with the "K" in Kafka's works, by the way. Having grown up in a democracy, I have dared to imagine that I know at all times who is really in charge, what is really going on. This could be a mistake.

They do identify a large increase in civilian ignorance or apathy about military issues and also in civilian deference to the military on conduct of the wars, which they consider may be connected to decline in trust of civilian leadership.

Those who are resonating the most with your work, who recognize themselves in your vision, will naturally crave language that speaks to that you-and-me kind of 'we.' They’ll want to identify with your ideas personally and keep talking about them.

The Marines were not even under McChrystal’s command at this point; they reported directly to Marine leadership at Central Command in Tampa, Florida. The problem of fractured command identified in the last Bush administration review remained almost a year later.8

TAKING 100% RESPONSIBILITY PROCESS STEP 1: Identify an issue/complaint about anything going on in your life. State the complaint in “unenlightened” terms. Be dramatic. Ham it up. Blame overtly. STEP 2: Step into 100% responsibility. Physically find a place in the room that represents your internal shift to being 100% responsible for the situation. STEP 3: Gain insight by completing these statements, repeating each of them several times, until you have what feels like a breakthrough: From the past this reminds me of… I keep this issue going by… What I get from keeping this issue going is… The lifelong pattern I’m noticing is… I can demonstrate 100% responsibility concerning this issue by… STEP 4: If during Step 3, you do not experience a shift, go back to Step 1 and repeat the process.

Figure 2.2: Model of the leader's agenda (leadership content) based on the definition of leadership. Establish a system to assign credible, challenging goals to everyone. Goals should be based on previously identified gaps (see item 4.5). Promote the team's mastery

unity is possible among the people of our nation with the right kind of leadership. But we the people must for ourselves determine that we will be indivisible regardless of the leadership, and we must exercise our ability to identify the divisive forces and vote them out of office.

A very small percentage of those in the church stand behind a pulpit or sport certain kinds of identifiable clothing. The actual leadership roster of the church includes disciples ministering in every arena of life, in business, law, medicine, education, the arts, sciences, government, and religion. The objective of Jesus’s church-growth strategy was not to build a single, behemoth social institution with a limited set of ordained authorities. Instead, his Spirit was to be poured out on all flesh to effect a widening, deepening base of influence within every nation, worldview, and social institution.

A leader should surround himself with persons who fit his requirements and standards—and then turn them loose to do their jobs. When you identify a toxic subordinate leader within your ranks, remove them. If you cannot remove them, reassign them to a role where their toxicity can be minimized. Their duty at their level was just as important as my duty at my level. Leaders lead from the front; managers lead from the rear. When the battle is over, there must be plans (made in advance) for follow-on actions. A leader must have clearly defined objectives. He must ensure these objectives are clearly understood by his subordinate leaders.

Grace plus ministry equals influence. Influence is most effective when it is within the limits God has given us. Even if that influence looks lesser to others, it is really greater because it is the measure of influence we are supposed to have. Greatness is a direct result of our faithfulness to our divine assignments.

We are committed to involving as many people as possible, as young as possible, as soon as possible. Sometimes too young and too soon! But we intentionally err on the side of too fast rather than too slow. We don’t wait until people feel “prepared” or “fully equipped.” Seriously, when is anyone ever completely prepared for ministry? Ministry makes people’s faith bigger. If you want to increase someone’s confidence in God, put him in a ministry position before he feels fully equipped. The messages your environments communicate have the potential to trump your primary message. If you don’t see a mess, if you aren’t bothered by clutter, you need to make sure there is someone around you who does see it and is bothered by it. An uncomfortable or distracting setting can derail ministry before it begins. The sermon begins in the parking lot. Assign responsibility, not tasks. At the end of the day, it’s application that makes all the difference. Truth isn’t helpful if no one understands or remembers it. If you want a church full of biblically educated believers, just teach what the Bible says. If you want to make a difference in your community and possibly the world, give people handles, next steps, and specific applications. Challenge them to do something. As we’ve all seen, it’s not safe to assume that people automatically know what to do with what they’ve been taught. They need specific direction. This is hard. This requires an extra step in preparation. But this is how you grow people. Your current template is perfectly designed to produce the results you are currently getting. We must remove every possible obstacle from the path of the disinterested, suspicious, here-against-my-will, would-rather-be-somewhere-else, unchurched guests. The parking lot, hallways, auditorium, and stage must be obstacle-free zones. As a preacher, it’s my responsibility to offend people with the gospel. That’s one reason we work so hard not to offend them in the parking lot, the hallway, at check-in, or in the early portions of our service. We want people to come back the following week for another round of offending! Present the gospel in uncompromising terms, preach hard against sin, and tackle the most emotionally charged topics in culture, while providing an environment where unchurched people feel comfortable. The approach a church chooses trumps its purpose every time. Nothing says hypocrite faster than Christians expecting non-Christians to behave like Christians when half the Christians don’t act like it half the time. When you give non-Christians an out, they respond by leaning in. Especially if you invite them rather than expect them. There’s a big difference between being expected to do something and being invited to try something. There is an inexorable link between an organization’s vision and its appetite for improvement. Vision exposes what has yet to be accomplished. In this way, vision has the power to create a healthy sense of organizational discontent. A leader who continually keeps the vision out in front of his or her staff creates a thirst for improvement. Vision-centric churches expect change. Change is a means to an end. Change is critical to making what could and should be a reality. Write your vision in ink; everything else should be penciled in. Plans change. Vision remains the same. It is natural to assume that what worked in the past will always work. But, of course, that way of thinking is lethal. And the longer it goes unchallenged, the more difficult it is to identify and eradicate. Every innovation has an expiration date. The primary reason churches cling to outdated models and programs is that they lack leadership.

For leaders, vulnerability often looks and feels like discomfort. In his book Tribes: We Need You to Lead Us, Seth Godin writes, “Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable.…It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

The Single Biggest Reason Talented People Fail Many gifted, intelligent, charming, decent, charitable and hard-working people fail. One should go so far as to say that most such people fall short of their dreams or at least their potential, because of one reason: They failed to identify in themselves an Achilles’ heel that was common knowledge to other people.

My favorite cartoon character, Charlie Brown, displayed an attitude with which many of us can identify. He and Linus were talking about their problems. Linus said, “I guess it’s wrong always to be worrying about tomorrow. Maybe we should think only about today.” Charlie Brown replied, “No, that’s giving up. I’m still hoping that yesterday will get better.” What

Another pastor from India gave me some simple and powerful advice I hope never leaves me. His ministry has led over three million people to Jesus. All these people are being discipled. When I asked how he organized this massive army, he replied, “Americans always want to know about strategy. This is what I will tell you: my leaders are the most humble men I know, and they know Jesus deeply.” He proceeded to tell me that his biggest mistakes were the times when he allowed people into leadership who were not humble. He got so excited about releasing their gifts, but it always led to their destruction. To this day, he says those are his biggest regrets. Now his main criterion for identifying leaders is humility, and his leadership problems have significantly decreased. We would never admit it, but we often search for leaders the way the world does. We look at outward appearances.

The number one job of a leader is to wake up every morning, point to the horizon, and let everybody on the team know where the organization is going. The number two job of a leader is to explain, in clear and simple terms, why the story of going to and arriving at that specific destination matters. The number three job of a leader is to analyze the skills and abilities of each team member and find them an important role to play in that story. All human beings long for a mission. We are all born self-identifying as heroes in a story and we know, even as children, that our existence on this planet matters. Not only this, but as communal beings, every person longs to join a team on a serious and important mission. This is why dynamic leaders are able to attract top talent. Every dynamic leader you know or have ever heard of had a mission burning inside them that other people wanted to join. Great leaders become great because their mission makes them great. There are no exceptions.

Strategy cannot be a useful concept if it is a synonym for success. Nor can it be a useful tool if it is confused with ambition, determination, inspirational leadership, and innovation. Ambition is drive and zeal to excel. Determination is commitment and grit. Innovation is the discovery and engineering of new ways to do things. Inspirational leadership motivates people to sacrifice for their own and the common good.1 And strategy, responsive to innovation and ambition, selects the path, identifying how, why, and where leadership and determination are to be applied.

How had Lincoln been able to lead these inordinately prideful, ambitious, quarrelsome, jealous, supremely gifted men to support a fundamental shift in the purpose of the war? The best answer can be found in what we identify today as Lincoln’s emotional intelligence: his empathy, humility, consistency, self-awareness, self-discipline, and generosity of spirit. “So long as I have been here,” Lincoln maintained, “I have not willingly planted a thorn in any man’s bosom.” In his everyday interactions with the team, there was no room for mean-spirited behavior, for grudges or personal resentments.

In a free society, we do not imprison those who violate profound cultural taboos or burn them at the stake. But they must be identified as dangerous radicals, not fit to be counted among the priesthood. The reaction is appropriate. To raise the dread question is to open the possibility that the institutions responsible “for the indoctrination of the young” and the other propaganda institutions may be infected by the most dangerous of plagues: insight and understanding. Awareness of the facts might threaten the social order, protected by a carefully spun web of pluralist mysticism, faith in the benevolence of our pure-hearted leadership, and general superstitious belief. An

Claims that Jesus was not married first began in the second century. They arose as Christianity absorbed ideas of asceticism and Greek dualism, which devalued the body and the physicality of the world in favor of the spirit. Closely identified with the body, women were also devalued, silenced, and marginalized, losing roles of leadership they’d possessed within first-century Christianity. Celibacy became a path to holiness. Virginity became one of Christianity’s higher virtues. Certain that the end-time would come soon, believers in the second century hotly debated if Christians should marry. Considering the accretion of such views into the religion, it struck me as not particularly acceptable for Jesus to have been married.

That was the conclusion of a study conducted by BI Norwegian Business School, which identified the five key traits (emotional stability, extraversion, openness to new experiences, agreeableness and conscientiousness) of a successful leader. Women scored higher than men in four out of the five. But it may also be because the women who do manage to make it through are filling a gender data gap: studies have repeatedly found that the more diverse a company’s leadership is, the more innovative they are. This could be because women are just innately more innovative – but more likely is that the presence of diverse perspectives makes businesses better informed about their customers. Certainly, innovation is strongly linked to financial performance.

The whole suggestion is predicated on a damnable fucking lie—the BIG lie, actually—one which Richman himself happily helped create and which he works hard, on a daily basis, to keep alive. See … it makes for a better article when you associate the food with a personality. Richman, along with the best and worst of his peers, built up these names, helped make them celebrities by promoting the illusion that they cook—that if you walk into one of dozens of Jean-Georges’s restaurants, he’s somehow back there on the line, personally sweating over your halibut, measuring freshly chopped herbs between thumb and forefinger. Every time someone writes “Mr. Batali is fond of strong, assertive flavors” (however true that might be) or “Jean Georges has a way with herbs” and implies or suggests that it was Mr. Batali or Mr. Vongerichten who actually cooked the dish, it ignores the reality, if not the whole history, of command and control and the creative process in restaurant kitchens. While helpful to chefs, on the one hand, in that the Big Lie builds interest and helps create an identifiable brand, it also denies the truth of what is great about them: that there are plenty of great cooks in this world—but not that many great chefs. The word “chef” means “chief.” A chef is simply a cook who leads other cooks. That quality—leadership, the ability to successfully command, inspire, and delegate work to others—is the very essence of what chefs are about. As Richman knows. But it makes better reading (and easier writing) to first propagate a lie—then, later, react with entirely feigned outrage at the reality.

In contemplating who should command the Army’s multiplying regiments and divisions, Marshall and his training chief, Lesley J. McNair, kept a list in a safe of more than 400 colonels with perfect efficiency reports. Allen, neither a full colonel nor perfect, was not on it. Rather, he was facing court-martial for insubordination in 1940 when word arrived of his double promotion, from lieutenant colonel to brigadier general. He was the first man in his former West Point class to wear a general’s stars. No man better exemplified the American military leadership’s ability to identify, promote, and in some cases forgive those officers best capable of commanding men in battle. Among the encomiums that followed Allen’s promotion was a penciled note: “Us guys in the guardhouse want to congratulate you, too.

Some leadership proponents suggest leaders should determine their talents and their passion, and in so doing they determine their calling. They argue if you understand the passion God has given you and you identify the gifts God placed in your life, then you can deduce the kinds of things God has prepared you to do. The problem with this line of thinking is the lack of biblical support. Consider Moses herding sheep in the wilderness. Had he discovered his gifts and passions, he would never have returned to Egypt to deliver the Hebrews. But that was God's agenda. Second, it is tempting to assume God wants us to do things we enjoy and are good at doing. However, for God to accomplish his purposes, he may ask us to do things we do not consider enjoyable (he asked his Son to die on a cross), but they are necessary tasks for God's will to be fulfilled. It's great to be passionate about the work you do. However, spiritual leaders are driven by God, not their passion and talents.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Unlike many of his contemporaries, Finney did not believe in American exceptionalism—or blind patriotism. “There can scarcely be conceived a more abominable and fiendish maxim,” he wrote, “than ‘our country right or wrong,’” a maxim that, he noted, had been adopted in the case of the 1846 war with Mexico. On a national day of fasting in 1841, he called for a “public confession of national sins,” identifying those he found particularly egregious. One of them was “the outrageous injustice with which this nation has treated the aborigines in this country.” (He was referring in particular to the expulsion of the Cherokees from Georgia in 1838–39.) Another was of course slavery. By 1846 he had confronted the argument that slavery was a lesser evil than the division of the Union. “A nation,” he exclaimed, “who have drawn the sword and bathed in blood in defense of the principle that all men have an inalienable right to liberty, that they are born free and equal. Such a nation… standing with its proud foot on the neck of three millions of crushed and prostrate slaves! Oh horrible! This is less an evil to the world than emancipation, or even than the dismemberment of our hypocritical union! Oh, shame, where is thy blush?” Finney, needless to say, supported war with the South when it came.

On the one hand, the creeds do not speak of “the Jews” as responsible for the death of Jesus; he “suffered under” and “was crucified under” Pontius Pilate. On the other hand, the creeds do not mention Jesus’s Judaism at all. With the stress in some churches on Jesus’s divine sonship, the cross, the resurrection, and the redemptory role of saving humanity from sin and death, his historical connection to Judaism gets lost along with his very Jewish message of the kingdom of heaven. The problem is more than one of silence. In the popular Christian imagination, Jesus still remains defined, incorrectly and unfortunately, as “against” the Law, or at least against how it was understood at the time; as “against” the Temple as an institution and not simply against its first-century leadership; as “against” the people Israel but in favor of the Gentiles. Jesus becomes the rebel who, unlike every other Jew, practices social justice. He is the only one to speak with women; he is the only one who teaches nonviolent responses to oppression; he is the only one who cares about the “poor and the marginalized” (that phrase has become a litany in some Christian circles). Judaism becomes in such discourse a negative foil: whatever Jesus stands for, Judaism isn’t it; whatever Jesus is against, Judaism epitomizes the category. No wonder even today Jesus somehow looks “different” from “the Jews”: in the movies and artistic renderings, he’s blond and they are swarthy; he is cute and buff and they need rhinoplasty and Pilates. Jesus and his followers such as Peter and Mary Magdalene become identified as (proto-) Christian; only those who chose not to follow him remain “Jews.

These senators and representatives call themselves “leaders.” One of the primary principles of leadership is that a leader never asks or orders any follower to do what he or she would not do themselves. Such action requires the demonstration of the acknowledged traits of a leader among which are integrity, honesty, and courage, both physical and moral courage. They don’t have those traits nor are they willing to do what they ask and order. Just this proves we elect people who shouldn’t be leading the nation. When the great calamity and pain comes, it will have been earned and deserved. The piper always has to be paid at the end of the party. The party is about over. The bill is not far from coming due. Everybody always wants the guilty identified. The culprits are we the people, primarily the baby boom generation, which allowed their vote to be bought with entitlements at the expense of their children, who are now stuck with the national debt bill that grows by the second and cannot be paid off. These follow-on citizens—I call them the screwed generation—are doomed to lifelong grief and crushing debt unless they take the only other course available to them, which is to repudiate that debt by simply printing up $20 trillion, calling in all federal bills, bonds, and notes for payoff, and then changing from the green dollar to say a red dollar, making the exchange rate 100 or 1000 green dollars for 1 red dollar or even more to get to zero debt. Certainly this will create a great international crisis. But that crisis is coming anyhow. In fact it is here already. The U.S. has no choice but to eventually default on that debt. This at least will be a controlled default rather than an uncontrolled collapse. At present it is out of control. Congress hasn’t come up with a budget in 3 years. That’s because there is no way at this point to create a viable budget that will balance and not just be a written document verifying that we cannot legitimately pay our bills and that we are on an ever-descending course into greater and greater debt. A true, honest budget would but verify that we are a bankrupt nation. We are repeating history, the history we failed to learn from. The history of Rome. Our TV and video games are the equivalent distractions of the Coliseums and circus of Rome. Our printing and borrowing of money to cover our deficit spending is the same as the mixing and devaluation of the gold Roman sisteri with copper. Our dysfunctional and ineffectual Congress is as was the Roman Senate. Our Presidential executive orders the same as the dictatorial edicts of Caesar. Our open borders and multi-millions of illegal alien non-citizens the same as the influx of the Germanic and Gallic tribes. It is as if we were intentionally following the course written in The History of the Decline and Fall of the Roman Empire. The military actions, now 11 years in length, of Iraq and Afghanistan are repeats of the Vietnam fiasco and the RussianAfghan incursion. Our creep toward socialism is no different and will bring the same implosion as socialism did in the U.S.S.R. One should recognize that the repeated application of failed solutions to the same problem is one of the clinical definitions of insanity. * * * I am old, ill, physically used up now. I can’t have much time left in this life. I accept that. All born eventually die and with the life I’ve lived, I probably should have been dead decades ago. Fate has allowed me to screw the world out of a lot of years. I do have one regret: the future holds great challenge. I would like to see that challenge met and overcome and this nation restored to what our founding fathers envisioned. I’d like to be a part of that. Yeah. “I’d like to do it again.” THE END PHOTOS Daniel Hill 1954 – 15

The information in this topic of decision making and how to create and nurture it, is beneficial to every cop in their quest to mastering tactics and tactical decision making and are a must read for every cop wanting to be more effective and safe on the street. My purpose is to get cops thinking about this critical question: In mastering tactics shouldn’t we be blending policy and procedure with people and ideas? It should be understandable that teaching people, procedures helps them perform tasks more skillfully doesn’t always apply. Procedures are most useful in well-ordered situations when they can substitute for skill, not augment it. In complex situations, in the shadows of the unknown, uncertain and unpredictable and complex world of law enforcement conflict, procedures are less likely to substitute for expertise and may even stifle its development. Here is a different way of putting it as Klein explains: In complex situations, people will need judgment skills to follow procedures effectively and to go beyond them when necessary.3 For stable and well-structured tasks i.e. evidence collection and handling, follow-up investigations, booking procedures and report writing, we should be able to construct comprehensive procedure guides. Even for complex tasks we might try to identify the procedures because that is one road to progress. But we also have to discover the kinds of expertise that comes into play for difficult jobs such as, robbery response, active shooter and armed gunman situations, hostage and barricade situations, domestic disputes, drug and alcohol related calls and pretty much any other call that deals with emotionally charged people in conflict. Klein states, “to be successful we need both analysis (policy and procedure) and intuition (people and ideas).”4 Either one alone can get us into trouble. Experts certainly aren’t perfect, but analysis can fail. Intuition isn’t magic either. Klein defines intuition as, “ways we use our experience without consciously thinking things out”. Intuition includes tacit knowledge that we can’t describe. It includes our ability to recognize patterns stored in memory. We have been building these patterns up all our lives from birth to present, and we can rapidly match a situation to a pattern or notice that something is off, that some sort of anomaly is warning us to be careful.5

It’s not always so easy, it turns out, to identify your core personal projects. And it can be especially tough for introverts, who have spent so much of their lives conforming to extroverted norms that by the time they choose a career, or a calling, it feels perfectly normal to ignore their own preferences. They may be uncomfortable in law school or nursing school or in the marketing department, but no more so than they were back in middle school or summer camp. I, too, was once in this position. I enjoyed practicing corporate law, and for a while I convinced myself that I was an attorney at heart. I badly wanted to believe it, since I had already invested years in law school and on-the-job training, and much about Wall Street law was alluring. My colleagues were intellectual, kind, and considerate (mostly). I made a good living. I had an office on the forty-second floor of a skyscraper with views of the Statue of Liberty. I enjoyed the idea that I could flourish in such a high-powered environment. And I was pretty good at asking the “but” and “what if” questions that are central to the thought processes of most lawyers. It took me almost a decade to understand that the law was never my personal project, not even close. Today I can tell you unhesitatingly what is: my husband and sons; writing; promoting the values of this book. Once I realized this, I had to make a change. I look back on my years as a Wall Street lawyer as time spent in a foreign country. It was absorbing, it was exciting, and I got to meet a lot of interesting people whom I never would have known otherwise. But I was always an expatriate. Having spent so much time navigating my own career transition and counseling others through theirs, I have found that there are three key steps to identifying your own core personal projects. First, think back to what you loved to do when you were a child. How did you answer the question of what you wanted to be when you grew up? The specific answer you gave may have been off the mark, but the underlying impulse was not. If you wanted to be a fireman, what did a fireman mean to you? A good man who rescued people in distress? A daredevil? Or the simple pleasure of operating a truck? If you wanted to be a dancer, was it because you got to wear a costume, or because you craved applause, or was it the pure joy of twirling around at lightning speed? You may have known more about who you were then than you do now. Second, pay attention to the work you gravitate to. At my law firm I never once volunteered to take on an extra corporate legal assignment, but I did spend a lot of time doing pro bono work for a nonprofit women’s leadership organization. I also sat on several law firm committees dedicated to mentoring, training, and personal development for young lawyers in the firm. Now, as you can probably tell from this book, I am not the committee type. But the goals of those committees lit me up, so that’s what I did. Finally, pay attention to what you envy. Jealousy is an ugly emotion, but it tells the truth. You mostly envy those who have what you desire. I met my own envy after some of my former law school classmates got together and compared notes on alumni career tracks. They spoke with admiration and, yes, jealousy, of a classmate who argued regularly before the Supreme Court. At first I felt critical. More power to that classmate! I thought, congratulating myself on my magnanimity. Then I realized that my largesse came cheap, because I didn’t aspire to argue a case before the Supreme Court, or to any of the other accolades of lawyering. When I asked myself whom I did envy, the answer came back instantly. My college classmates who’d grown up to be writers or psychologists. Today I’m pursuing my own version of both those roles.

Self-reflection is the key to identifying what you stand for, what your values are, and what matters most.

The most interesting aspect of leadership is that it cannot be predicted. All great leaders had been quite ordinary in their early years. It was only when they became leaders that people started recognising them as leaders. It is difficult to identify specific qualities that make a leader. However, when leaders emerge, people are inclined to point out their leadership qualities. Yet, when other people imbibe the same qualities and try to imitate the actions of their leaders, they may fail.

It was typical of the American to identify the one unfinished strand.

Can your leadership team identify your trade-offs? It is often easy to see trade-offs in other companies, but can you articulate your own? There are no optical drives in any Apple Airs or data ports in iPads. Has your enterprise similarly been able to say no to your equivalent of optical drives and data ports? Apple may lose some customers who want an integrated DVD player. They are okay with that. Starbucks may lose some customers on a tight budget who are in a big hurry. They are okay with that.

believe that this is simpler than it sounds. It is about identifying the obstacles in our way and taking today’s best-practice ideas—those found in the Agile Manifesto and in books like Lean Startup, Lean Software Development, Lean Enterprise, The DevOps Handbook, and others on today’s management bookshelves—and applying them to IT leadership.

church led by a lead pastor with a prophetic-pastor gift mix will have a strong atmosphere of inspiration, faith and the expectation that God will work.

A leadership team cannot be effective if its understanding of change is erroneous, incomplete, misinformed or outdated.

Time wasters, however, must be dealt with harshly or they may ruin our spiritual potential in God.

A person of influence demonstrates character, strength, humility, integrity and vision that motivate and inspire others. Influence is when you make others successful!

Don’t belittle today’s moment—the “now”—by trying to move into another metron prematurely

Laziness and idleness are sins,

You can’t build what you don’t love.

Two are better than one, because they have a good reward for their labor. For if they fall, one will lift up his companion. But woe to him who is alone when he falls, for he has no one to help him up.

Joy is inward, it is generated inside. It is not found outside and brought in. It is for those who accept the world as it is, part good, part bad, and who identify with the good by adding a little island of serenity to it. Hermann

A leader must be able to identify these types of situations and not shy away from removing malcontents from the organization. It takes true character to stay with an organization when things seem to be at their bleakest. It

Rise above the daily stumbles and place your focus on your vision. When you identify your desires commit to unlimited success

We identified four key learnings during our rumble. First, as a leadership team, we need a shared understanding of all the moving pieces so no single person is the connective tissue. We’ve fixed this with new communication processes that include the team continuing to meet—across all areas of the businesses—when I’m locked away writing, researching, or on the road. We also have a new meeting minutes process. Everyone takes their own notes, but one person in the meeting volunteers to capture minutes.

We focus on a very specific kind of talent in this book—namely, talent with a creative spark—and that is where the bureaucratic approach is most deadly. In referring to the creative spark, we mean people who generate new ideas, start new institutions, develop new methods for executing on known products, lead intellectual or charitable movements, or inspire others by their very presence, leadership, and charisma, regardless of the context.

This means that when a husband begins to identify more and more with his family, a mother will begin to experience her role as a part of a team, instead of the family being her own private project. As her husband shows leadership and begins to set a vision—and to work with and through his family instead of apart from it—she will be deeply impacted by this team spirit and discover, often for the first time, the true and deepest purpose of her feminine nature. Instead of being the only one who sacrifices, she will see her husband laying down his life to love her and their children. When the husband and wife enjoy God's design for the family, they experience increasing oneness.

Build Leadership in Others. Develop leadership throughout the organization. Manage Relations. Foster enduring personal ties with those who look to you, and work to harness the feelings and passions of the workplace. Identify Personal Implications. Help everybody appreciate the impact that the vision and strategy are likely to have on their own work and future with the firm. Convey Your Character. Through gesture, commentary, and narratives, ensure that others appreciate that you are a person of transparency and integrity.

Motivate the Workforce. Have you identified each person’s “hot button” and focused on it? Do you work personal pride and shared purpose into most communications? Are you keeping your powder dry for those urgent moments when you may need it?   8. Embrace the Front Lines. Have you made your intent clear and empowered those around you to act? Do you regularly meet with those in direct contact with customers? Is everybody able to communicate their ideas and concerns to you?   9. Build Leadership in Others. Are all managers expected to build leadership among their subordinates? Does the company culture foster the effective exercise of leadership? Are leadership development opportunities available to most, if not all, managers? 10. Manage Relations. Is the hierarchy reduced to a minimum, and does bad news travel up? Are managers self-aware and empathetic? Are autocratic, egocentric, and irritable behaviors censured? 11.

Motivate the Workforce. Have you identified each person’s “hot button” and focused on it? Do you work personal pride and shared purpose into most communications? Are you keeping your powder dry for those urgent moments when you may need it?   8. Embrace the Front Lines. Have you made your intent clear and empowered those around you to act? Do you regularly meet with those in direct contact with customers? Is everybody able to communicate their ideas and concerns to you?   9. Build Leadership in Others. Are all managers expected to build leadership among their subordinates? Does the company culture foster the effective exercise of leadership? Are leadership development opportunities available to most, if not all, managers? 10. Manage Relations. Is the hierarchy reduced to a minimum, and does bad news travel up? Are managers self-aware and empathetic? Are autocratic, egocentric, and irritable behaviors censured? 11. Identify Personal Implications. Do employees appreciate how the firm’s vision and strategy impact them individually? What private sacrifices will be necessary for achieving the common cause? How will the plan affect people’s personal livelihood and quality of work life? 12. Convey Your Character. Have you communicated your commitment to performance with integrity? Do those in the organization know you as a person, and do they appreciate your aspirations and your agendas? Have you been in the same room or at least on the same call with everybody who works with you during the past year? 13. Dampen Overoptimism and Excessive Pessimism. Have you prepared the organization for unlikely but extremely consequential events? Do you celebrate success but also guard against the by-products of excessive confidence? Have you paved the way not only for quarterly results but for long-term performance?

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one’s college grade-point average or years of “related experience.

Once the boundaries have been established, the next step is to make the operations and workflow visible with the assistance of a board or other aids. While identifying the individual steps of the process through which the workflow passes, Kanban groups should not let themselves be tempted to make the mistake of simply illustrating the official process as stipulated in project handbooks. Of course, there are organizations (such as military or infrastructure) that are required to adhere to strict processes. However, apart from these exceptions, official processes usually exhibit the weakness that they only exist on paper and barely correspond to actual reality. Such nonexistent processes are the wrong starting point for change. To orient ourselves around them would unnecessarily delay the change and/or improvement. In a technical kanban system, it is always the process currently being used in real life that should be visualized. The visualization is therefore also a task for the Kanban team—only the team knows how it actually functions. The identified steps in the process are listed in columns according to their operational sequence. Figure 3.1 shows a sample workflow of analysis, development, and testing represented using a visual board. As with most things in Kanban, there is no recommended layout for the board. We have seen boards visualizing the workflow in spiral form and boards using a motorway as a metaphor—anything that expresses the process as sensibly and clearly as possible is permissible. Many teams explicitly take note of the completion criteria (“definition of done”) for each step so that all team members share the same understanding of when the work has been finished.

PREPARE YOURSELF—CHECKLIST If you have been promoted, what are the implications for your need to balance breadth and depth, delegate, influence, communicate, and exhibit leadership presence? If you are joining a new organization, how will you orient yourself to the business, identify and connect with key stakeholders, clarify expectations, and adapt to the new culture? What is the right balance between adapting to the new situation and trying to alter it? What has made you successful so far in your career? Can you succeed in your new position by relying solely on those strengths? If not, what are the critical skills you need to develop? Are there aspects of your new job that are critical to success but that you prefer not to focus on? Why? How will you compensate for your potential blind spots? How can you ensure that you make the mental leap into the new position? From whom might you seek advice and counsel on this? What other activities might help you do this?

Good one! Either hire the right person for the job and use their services or hire anyone and train them to do your bidding and that may not necessarily be the right one or the smart one. Bureaucratic-automated work culture festers poor leadership that exhibits the lack of routed efforts towards identifying the right person for the right job through the myriad nuances and subtleties of employee profiles/candidature, resulting in a manifest crack in organizational competence and dislodges itself from organizational goals.

Either hire the right person for the job and use their services or hire anyone and train them to do your bidding and that may not necessarily be the right move or the smart move. Bureaucratic-automated work culture festers poor leadership that exhibits the lack of routed efforts towards identifying the right person for the right job through the myriad nuances and subtleties of employee profiles/candidature, resulting in a manifest crack in organizational competence and dislodges itself from organizational goals.

Secure Man VS Vulnerable Man A secure man is someone who can identify their own weaknesses and improve. He can accept his flaws and maintain his self esteem. He knows his journey is never over, so he always strives for more. He lends strength to others needing a helping hand. He prefers to take the hard right over the easy wrong. He can handle constructive criticism without bitterness. He can provide for himself and his family. He can set goals for himself knowing one day he can achieve them. He is a multitasker. He doesn't make decisions just for the moment; He makes decisions that he knows will benefit and effect his whole life. If this man makes a mistake he will hold himself responsible and correct his mistake. He has confidence in himself and holds no one else accountable for his happiness and/or peace of mind. A sincere understanding of empathy for others, a sense of humility, and humbleness are reinforcing characteristics of this man. A secure man has faith in the Lord. A vulnerable man is someone who depends on others. He can not accomplish routine tasks or deliver on his own. He is always asking for a helping hand and has little or no self esteem. He lives for the moment without a life plan. He doesn't set lifetime goals. A vulnerable man is either too arrogant and ignorant to notice when somebody is trying to help him, so he rebels against those closest to him. A vulnerable man gets angry when things doesn't go his way. He doesn't only complain, he also complains about what others aren't doing for him. He can't provide for himself or others. You can never go to him for advice or will he extend a hand of help to others without wanting something in return. A vulnerable man can not make a decision and lives a reactive life instead of a proactive one. He knows right from wrong...but still decides to go the wrong way because it's the easiest. A vulnerable man seeks an enabler one who will bail them out time and time again. Others notices his individual weaknesses...However he chooses a life of denial and deflection. This man believes it is always someone else's fault and feels entitled to others hard work and efforts. A vulnerable man has no faith in a higher power and thinks he'll never have to answer for the choices made in their life.-27 September 2012-

Leadership is not about what can be said to the followers. It is about identifying what can be done for them, understanding the reasons for that and acting on what really needs to be done.

Reorganization: If a bureaucracy does not work, it is not the fault of its organization. It’s the fault of its leadership. I worked for state government for 19 years, and we had a reorganization every year. No kidding. Some were big. Some were small. None produced anything but a lot of paperwork and anxiety. I have come to believe that reorganizations are almost always a waste of time. They are used to give the appearance of action when leaders don’t know what else to do. Reorganizations take two years out of the life any organization while people try to figure out their new jobs and how they fit into the new arrangement. There is almost nothing that needs to be done, that can’t be done with the existing organization if there is the will to do it. There are many other ways to shake up an organization and improve performance. The best way is to set performance expectations, use measures and track performance, as recommended in this very book. There are two reorganization pendulums that swing back and forth and drive cycles of one reorganization after another. This is the closest that scientists have come to identifying a perpetual motion machine: The change between centralized and decentralized structures: Move all functions to the central office. Two years later decentralize all functions back to the regional offices. The change between combined organizations and separate organizations: Put all children and family services in one department. Two years later, put all services back in the departments from which they came.

Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

A team might identify a hard problem during a review that we did not know how to solve, and didn’t know if we could solve. Jeff would say something to the effect of, “We shouldn’t be afraid of taking on hard problems if solving them would unlock substantial value.” Above all, keep in mind that the PR/FAQ is a living document. Once it is approved by the leadership team, it will almost certainly still be edited and changed (a process that should be directed by or reviewed with the leadership team). There is no guarantee that an idea expressed in an excellent PR/FAQ will move forward and become a product. As we’ve said, only a small percentage will get the green light. But this is not a drawback. It is, in fact, a huge benefit of the process—a considered, thorough, data-driven method for deciding when and how to invest development resources. Generating and evaluating great ideas is the real benefit of the Working Backwards process.

Reducing mediocrity is a slow, difficult, person-by-person process in which the less able learn to identify and trust the more able who will diligently and honestly serve them. It is also a process in which able and honest, serving people prepare themselves to lead and accept the opportunity to lead when offered. Reducing mediocrity in positions of influence by replacing the less qualified with more able and honest serving people is a manageable task with our available resources. It can be done. And I am confident that it will be done on a substantial scale when the people and institutions that have the good of society at heart bring a clearer focus to their efforts and concentrate on the one thing that will turn us about the quickest: excellence in place of mediocrity.

The method is simple: you identify a leadership skill you want to master, such as active listening, then you practice that skill through a short, focused exercise every day until it becomes a habit.

The success of product development and launch strategies for businesses in all industries is greatly influenced by best market research companies in Myanmar. These businesses enable businesses to make informed decisions that drive innovation and market penetration by providing valuable insights into consumer behaviors, market trends, and competitive landscapes. In today's dynamic business environment, it is essential for organizations looking to create competitive products and launch them successfully to comprehend the significance of market research. This article looks at how market research companies play a variety of roles in product development and launch strategies. It emphasizes the importance of working together, making decisions based on data, and taking advantage of market research trends for long-term growth and market leadership. 1. Companies' Introduction to Market Research An Overview of Business Market Research Market research is essential for helping businesses comprehend their market, competition, and customers. To make decisions based on accurate information, it involves gathering and evaluating data. Contribution of best market research companies in Myanmar to Product Development Market research firms are specialized in collecting insights that can be used to inform product development strategies for businesses. They assist in determining the demand for new products, assessing consumer behavior, and identifying market opportunities. 2. Understanding Consumer Needs and Preferences is Critical to Product Development Market research provides businesses with in-depth insights into consumer preferences, needs, and actions. In order to create products that resonate with the intended audience, this understanding is essential. Research can be used to assess market demand and potential, allowing businesses to make decisions about product development based on data. New products' chances of success are boosted while risks are reduced. 3. Utilizing Market Research for Launch Strategies Market Segmentation and Targeting Market research enables businesses to divide their target market into subsets based on behavior, psychographics, and demographics. For a more successful product launch, this segmentation helps tailor marketing strategies to specific consumer groups. Pricing and Positioning Strategies Businesses can figure out the best pricing strategy for their products based on consumer perceptions, competitor pricing, and market trends by conducting market research. Additionally, research aids in effectively positioning products in the market to set them apart from rivals. 4. Collaborating with Market Research Firms Choosing the Right Market Research Partner It is essential to select the right market research partner in order to obtain insights that are both accurate and applicable. Expertise, industry experience, and the capacity to provide insights that are in line with the company's goals should all be taken into account. Creating Effective Research Briefs Businesses should provide their market research partner with concise and in-depth research briefs to maximize the value of the research. A clearly defined brief assists in ensuring that the research is focused, pertinent, and in line with the company's objectives. 5. Studies of Cases: Product Launches That Work: The Importance of Market Research Market research is essential to the success of product launches. We are able to see the direct impact of market research on product development strategies by analyzing real-world examples. Market research companies offer valuable insights that can make or break a product launch, from comprehending consumer preferences to determining market gaps. ### Impact of Market Research on Product Launches Market research has a significant impact on product launches because it ensures that businesses know what their target audience wants and needs. Companies are able to effectively f

Leaders have the courage not to go with the flow. They speak up when others stay silent. They act when others hesitate. They take the risk, not because they fail to identify it as risk but because they believe a higher purpose means the risk should be taken. They’re prepared to say what needs to be said, including to their own supporters.

Most coaching involves identifying weak spots, changing behaviors, and reimagining goals—none of which carries an overlapping, specific industry prerequisite. Coaches with a variety