J And H Key Quotes

In their book Modern Persuasion Strategies: The Hidden Advantage in Selling, Donald J. Moine and John H. Herd refer to “pacing,” by which they mean revealing your own personality traits that are similar to those exhibited by a person you are trying to influence. Pacing, they say, is “a sophisticated form of matching or mirroring key aspects of another’s behavioral preferences.” What Donald Moine and John Herd suggest is not a contrived sort of cozying-up that most of us automatically find distasteful, but rather a genuine form of identifying with another and stepping into stride with that person. Some people do it naturally while others have to work at it, but the net result is the same. “You are pacing,” the authors say, “when the prospect gets the feeling that you and he (or she) think alike and look at problems in similar ways. When this happens, the prospect identifies with you and finds it easy and natural to agree with you. You seem like emotional twins. Pacing works, because like attracts like.

H. I. QUESTIONS FOR TEAM LEADERS Are you comfortable with the fact that your team will only be as good as the leadership you provide? Where are you in the process of moving from individual producer to leading through a team? In which of the five key responsibilities of a leader do you excel? Which of the five key responsibilities of a leader need more of your attention? Are you willing to dialogue with your team on these issues so that you can be a better leader for them? Are you flying at the correct altitude for your leadership role? LEADER’S SCORECARD Give yourself a grade (A, B, or C) in the following areas: _____I have made the transition from independent producer to leading through a team. _____I am flying at the right altitude. _____I am intentional in my spiritual life. _____I am intentional in my family life. _____I have intentional growth in my professional life. _____I manage my “dark side.” _____I regularly keep the mission in front of my team. _____I constantly ask questions. _____I regularly take time away to think. _____My team members are in the right seats. _____I provide maximum missional clarity to the team. _____I empower staff rather than control or micromanage them. _____I intentionally mentor/coach my team members (at least monthly). _____I have an intentional plan to develop new leaders. _____Mobilization of resources is high on my list. _____My schedule is designed to allow me to lead with excellence.

In his book The Prime Movers,1 psychologist Edwin Locke identifies the core mental traits of great business leaders—Steve Jobs, Sam Walton, Jack Welch, Bill Gates, Walt Disney, and J. P. Morgan, to name only a few. While a number of variables contributed to their success, Locke found one key trait they all shared: vision.

At a meeting of the " Columbian Independent Company," commanded by Capt. Nicholas Snider, of Taneytown, and the " Independent Pipe Creek Company," under the command of Capt. Thomas Hook, held at Middleburg, Oct. 13, 1821, information of the death of Gen. John Ross Key was first received. Middleburg is on the Western Maryland Railroad, forty-eight miles from Baltimore and fifteen from Westminster, in a fertile and thriving section of country. The merchants are Ferdinand Warner and H. D. Fuss; the physician. Dr. Charles Thompson; and the hotel-keeper, Lewis F. Ijynn. A large pottery establishment is conducted

In morals, as in physics, the stream cannot rise higher than its source. Christianity raises men from earth, for it comes from heaven; but human morality creeps, struts, or frets upon the earth's level, without wings to rise. The Knowledge School does not contemplate raising man above himself; it merely aims at disposing of his existing powers and tastes, as is most convenient, or is practicable under circumstances. It finds him, like the victims of the French Tyrant, doubled up in a cage in which he can neither lie, stand, sit, nor kneel, and its highest desire is to find an attitude in which his unrest may be least. Or it finds him like some musical instrument, of great power and compass, but imperfect; from its very structure some keys must ever be out of tune, and its object, when ambition is highest, is to throw the fault of its nature where least it will be observed. It leaves man where it found him—man, and not an Angel—a sinner, not a Saint; but it tries to make him look as much like what he is not as ever it can. The poor indulge in low pleasures; they use bad language, swear loudly and recklessly, laugh at coarse jests, and are rude and boorish. Sir Robert would open on them a wider range of thought and more intellectual objects, by teaching them science; but what warrant will he give us that, if his object could be achieved, what they would gain in decency they would not lose in natural humility and faith? If so, he has exchanged a gross fault for a more subtle one. "Temperance topics" stop drinking; let us suppose it; but will much be gained, if those who give up spirits take to opium? Naturam expellas furcâ, tamen usque recurret, is at least a heathen truth, and universities and libraries which recur to heathenism may reclaim it from the heathen for their motto.