Learn To Delegate Quotes

It is a fundamental truth that the responsibilities of motherhood cannot be successfully delegated. No, not to day-care centers, not to schools, not to nurseries, not to babysitters. We become enamored with men’s theories such as the idea of preschool training outside the home for young children. Not only does this put added pressure on the budget, but it places young children in an environment away from mother’s influence. Too often the pressure for popularity, on children and teens, places an economic burden on the income of the father, so mother feels she must go to work to satisfy her children’s needs. That decision can be most shortsighted. It is mother’s influence during the crucial formative years that forms a child’s basic character. Home is the place where a child learns faith, feels love, and thereby learns from mother’s loving example to choose righteousness. How vital are mother’s influence and teaching in the home—and how apparent when neglected!

If you want to do a few small things right, do them yourself. If you want to do great things and make a big impact, learn to delegate.

Nobody can do everything well, so learn how to delegate responsibility to other winners and then hold them accountable for their decisions.

Here's what I learned over the years. Know the mission, what is expected of you and your people. Get to know those people, their attitudes and expectations. Visit all the shops and sections. Ask questions. Don't be shy. Learn what each does, how the parts fit into the whole. Find out what supplies and equipment are lacking, what the workers need. To whom does each shop chief report? Does that officer really know the people under him, is he aware of their needs, their training? Does that NCO supervise or just make out reports without checking facts? Remember, those reports eventually come to you. Don't try to bullshit the troops, but make sure they know the buck stops with you, that you'll shoulder the blame when things go wrong. Correct without revenge or anger. Recognize accomplishment. Reward accordingly. Foster spirit through self-pride, not slogans, and never at the expense of another unit. It won't take long, but only your genuine interest and concern, plus follow-up on your promises, will earn you respect. Out of that you gain loyalty and obedience. Your outfit will be a standout. But for God's sake, don't ever try to be popular! That weakens your position, makes you vulnerable. Don't have favorites. That breeds resentment. Respect the talents of your people. Have the courage to delegate responsibility and give the authority to go with it. Again, make clear to your troops you are the one who'll take the heat.

If you want to make a big difference in this world, you must learn to prioritize and delegate efficiently. Not everything you can do is worth doing. Know this, enjoy peace!

Overwhelmed? Delegate. For perfectionists of the world, this is often a challenge. While you may think only you can do it best, you are denying someone else an opportunity to learn when you do everything yourself. Being the bottleneck serves no one, including you.

But I can’t be in three places at once!” “Tough,” says Mo, and that shell-like expression cracks into a grin. “You’re management now; isn’t it time you learned to delegate?

Learn how much confidence to have in your people—don’t assume it. No manager should delegate responsibilities to people they don’t know well.

A wise leader made an attention-grabbing statement that's stayed with me for decades. He declared, "I've made it a general principle to refrain from promoting anyone to a place of authority whose record is perfect." When asked why, he answered, "I learn more about a person's character by their response to failure than anything else. Did they own responsibility, repent, and grow from the experience? Or did they justify their behavior and delegate the blame? It shows if he or she is fit for responsibility." What I learned from that was: it indicates if wisdom is what he or she prizes above all else.

For instance, the education system, instead of going by textbook teaching, will promote creative and interactive self-learning—both formal and informal—with a focus on values, merit and quality. Workers, instead of being skilled or semi-skilled, will be knowledgeable, self-empowered and flexibly skilled. Types of work, instead of being structured and hardware driven, will be more flexible and software driven. Management styles will be delegative rather than directive.

To paraphrase Hannah Arendt—as portrayed in the recently released movie of the same name—the Nazi war criminal’s actions stemmed from her well-known phrase “banality of evil,” not as a result of mental illness but as a result of a lack of thinking. Their greatest error was delegating the process of thinking and decision-making to their higher ups. In Rudolf Höss’s case, this would have been his superiors, particularly Heinrich Himmler. To many this conclusion is troubling, for it suggests that if everyday, “normal,” sane men and women are capable of evil, then the atrocities perpetrated during the Holocaust and other genocides could be repeated today and into the future. Yet, this is exactly the lesson we must learn from the war criminals at Nuremberg. We must be ever wary of those who do not take responsibility for their actions. And we ourselves must be extra vigilant, particularly in this day of accelerated technological power, heightened state surveillance, and global corporate reach, that we do not delegate our thinking to others.

When you grow up Indian, you quickly learn that the so-called American Dream isn't for you. For you that dream's a nightmare. Ask any Indian kid: you're out just walking across the street of some little off-reservation town and there's this white cop suddenly comes up to you, grabs you by your long hair, pushes you up against a car, frisks you, gives you a couple good jabs in the ribs with his nightstick, then sends you off with a warning sneer: "Watch yourself, Tonto!" He doesn't do that to white kids, just Indians. You can hear him chuckling with delight as you limp off, clutching your bruised ribs. If you talk smart when they hassle you, off to the slammer you go. Keep these Injuns in their place, you know. Truth is, they actually need us. Who else would they fill up their jails and prisons with in places like the Dakotas and New Mexico if they didn't have Indians? Think of all the cops and judges and guards and lawyers who'd be out of work if they didn't have Indians to oppress! We keep the system going. We help give the American system of injustice the criminals it needs. At least being prison fodder is some kind of reason for being. Prison's the only university, the only finishing school many young Indian brothers ever see. Same for blacks and Latinos. So-called Latinos, of course, are what white man calls Indians who live south of the Rio Grande. White man's books will tell you there are only 2.5 million or so of us Indians here in America. But there are more than 200 million of us right here in this Western Hemisphere, in the Americas, and hundreds of millions more indigenous peoples around this Mother Earth. We are the Original People. We are one of the fingers on the hand of humankind. Why is it we are unrepresented in our own lands, and without a seat — or many seats — in the United Nations? Why is it we're allowed to send our delegates only to prisons and to cemeteries?

Hundreds of people began to care in a personal way about the suffering of farm workers because they care about you and learned that you were willing to go to jail with striking farm workers,” Chris wrote the delegates from the Jesuit spirituality conference. He apologized profusely for having misled them into thinking they would be out in a few days. But no one complained. They told Chris the two weeks ranked among the most moving times of their lives. The gripes came from those who had opted for the picket line that obeyed the injunctions. They had been forced to make the decision too fast, they grumbled to Chris. Chris saw the saga as a modern parable, and he loved to tell the story: The people who played it safe, unwilling to risk arrest, ended up feeling cheated and angry. Those willing to sacrifice emerged from the ordeal enriched, certain that the experience had changed their lives.

stumbled upon an old article about race and the AYP and how China had declined to sponsor an exhibit because delegates had been harassed at previous world’s fairs, and how ethnographic displays were immensely popular, like the Igorrote exhibit, a mock village of grass huts, which was basically a human zoo. As I kept digging, I was intrigued to learn that 1909 was also the height of Washington State’s suffrage movement. Both the Washington Equal Suffrage Association and the National American Woman Suffrage Association held conventions in Seattle to take advantage of the publicity of the AYP.

Any informed debate about how and why we have an Electoral College must begin with these often forgotten circumstances of its birth. It was not, as many of us learned in school, a brilliant part of the framers’ plan. It did not reflect any coherent political theory but flowed instead from deals the delegates had made in response to the specific conflicts they faced at a particular moment in history. It was settled on only after every other method failed to win enough support. It was, in the words of one constitutional scholar, a “Frankenstein compromise,” adopted mainly so the delegates could finish their work and go home.

Tamara Bunke was the only woman to fight alongside “Che” during his Bolivian campaign. She was an East German national, born in Buenos Aires, Argentina, on November 19, 1937, of Communist activist parents. As a child, her home was frequently used for meetings, hiding weapons and conducting other Communist activities. After World War II, in 1952 she returned to Germany where she attended Humboldt University in Berlin. Tamara met “Che” Guevara when she was an attractive 23-year-old woman in Leipzig, and he was with a Cuban Trade Delegation. The two instantly hit it off as she cozied up to him and, having learned how to fight and use weapons in Pinar del Rio in western Cuba, she joined his expedition to Bolivia. Becoming a spy for the ELN, she adopted the name “Tania” and posed as a right-wing authority of South-American music and folklore. In disguise, she managed to warm up to and entice Bolivian President René Barrientos. She even went on an intimate vacation to Peru with him.

I quickly learned that the congressional delegation from Alaska was deeply committed to the oil industry and other commercial interests, and senatorial courtesy prevented other members from disputing with Senators Ted Stevens (Republican) and Mike Gravel (Democrat) over a matter involving their home state. Former Idaho governor Cecil Andrus, my secretary of interior, and I began to study the history of the controversy and maps of the disputed areas, and I flew over some of them a few times. Environmental groups and most indigenous natives were my allies, but professional hunters, loggers, fishers, and the Chambers of Commerce were aligned with the oil companies. All the odds were against us until Cecil discovered an ancient law, the Antiquities Act of 1906, which permitted a president to set aside an area for “the protection of objects of historic and scientific interest,” such as Indian burial grounds, artifacts, or perhaps an ancient church building or the site of a famous battle. We decided to use this authority to set aside for preservation large areas of Alaska as national monuments, and eventually we had included more than 56 million acres (larger than the state of Minnesota). This gave me the bargaining chip I needed, and I was able to prevail in the subsequent debates. My efforts were extremely unpopular in Alaska, and I had to have extra security on my visits. I remember that there was a state fair where people threw baseballs at two targets to plunge a clown into a tank of water. My face was on one target and Iran’s Ayatollah Khomeini’s on the other, and few people threw at the Ayatollah’s.

These include: 1.Do the Right Thing—the principle of integrity. We see in George Marshall the endless determination to tell the truth and never to curry favor by thought, word, or deed. Every one of General Marshall’s actions was grounded in the highest sense of integrity, honesty, and fair play. 2.Master the Situation—the principle of action. Here we see the classic “know your stuff and take appropriate action” principle of leadership coupled with a determination to drive events and not be driven by them. Marshall knew that given the enormous challenges of World War II followed by the turbulent postwar era, action would be the heart of his remit. And he was right. 3.Serve the Greater Good—the principle of selflessness. In George Marshall we see a leader who always asked himself, “What is the morally correct course of action that does the greatest good for the greatest number?” as opposed to the careerist leader who asks “What’s in it for me?” and shades recommendations in a way that creates self-benefit. 4.Speak Your Mind—the principle of candor. Always happiest when speaking simple truth to power, General and Secretary Marshall never sugarcoated the message to the global leaders he served so well. 5.Lay the Groundwork—the principle of preparation. As is often said at the nation’s service academies, know the six Ps: Prior Preparation Prevents Particularly Poor Performance. 6.Share Knowledge—the principle of learning and teaching. Like Larry Bird on a basketball court, George Marshall made everyone on his team look better by collaborating and sharing information. 7.Choose and Reward the Right People—the principle of fairness. Unbiased, color- and religion-blind, George Marshall simply picked the very best people. 8.Focus on the Big Picture—the principle of vision. Marshall always kept himself at the strategic level, content to delegate to subordinates when necessary. 9.Support the Troops—the principle of caring. Deeply involved in ensuring that the men and women under his command prospered, General and Secretary Marshall taught that if we are loyal down the chain of command, that loyalty will be repaid not only in kind but in operational outcomes as well.

Delegation—the assigning of things (work or a task) to individuals. Jethro told Moses to delegate the lesser tasks so he could focus on the major issues of leading the nation of Israel to the promised land. Delegation involves three important elements: Clearly assigning the responsibility the individual is entrusted with. Granting the necessary authority and ability to accomplish the task assigned. Holding the person accountable for the completion of the assigned task. Delegation is not giving an unpleasant task to someone, nor is it getting rid of work to make your workday less than responsible. It is, however: Sharing the work with individuals who have the capability so that you may concentrate on more challenging or more difficult assignments. Providing a format whereby individuals can mature and learn through on-the-job work. Encouraging others to become part of the organization by participative task accomplishment. Allowing individuals to exercise their special gifts and abilities. An important element of the organizational structure of the church is the granting of authority to accomplish the task. Authority is the right to invoke compliance by subordinates on the basis of the formal position in the organizational structure and upon the controls the formal organization has placed on that position. Authority is linked to the position, not the person. Authority is derived in various ways: Position Reputation Experience Expertise Authority and responsibility are directly linked. When you give someone responsibility for a task, then the individual should be given the ability to see to it that the task is accomplished. Responsibility and accountability are also directly linked. If the individual is given the responsibility for a task as well the authority/ability to see to its accomplishment, then it is the manager or administrator’s responsibility to hold the individual accountable to complete the task in the manner assigned and planned. Elements of describing the use of organizational authority include: The use of an organizational chart that establishes the chain of command. The use of functional authority, assigning to individuals in other elements of the organization the authority to administer and control elements of the organization outside their own. Defining span of control, defining within the task assignment specifically what elements of the organization the individual has authority over.

Adventists urged to study women’s ordination for themselves Adventist Church President Ted N. C. Wilson appealed to members to study the Bible regarding the theology of ordination as the Church continues to examine the matter at Annual Council next month and at General Conference Session next year. Above, Wilson delivers the Sabbath sermon at Annual Council last year. [ANN file photo] President Wilson and TOSC chair Stele also ask for prayers for Holy Spirit to guide proceedings September 24, 2014 | Silver Spring, Maryland, United States | Andrew McChesney/Adventist Review Ted N. C. Wilson, president of the Seventh-day Adventist Church, appealed to church members worldwide to earnestly read what the Bible says about women’s ordination and to pray that he and other church leaders humbly follow the Holy Spirit’s guidance on the matter. Church members wishing to understand what the Bible teaches on women’s ordination have no reason to worry about where to start, said Artur A. Stele, who oversaw an unprecedented, two-year study on women’s ordination as chair of the church-commissioned Theology of Ordination Study Committee. Stele, who echoed Wilson’s call for church members to read the Bible and pray on the issue, recommended reading the study’s three brief “Way Forward Statements,” which cite Bible texts and Adventist Church co-founder Ellen G. White to support each of the three positions on women’s ordination that emerged during the committee’s research. The results of the study will be discussed in October at the Annual Council, a major business meeting of church leaders. The Annual Council will then decide whether to ask the nearly 2,600 delegates of the world church to make a final call on women’s ordination in a vote at the General Conference Session next July. Wilson, speaking in an interview, urged each of the church’s 18 million members to prayerfully read the study materials, available on the website of the church’s Office of Archives, Statistics, and Research. "Look to see how the papers and presentations were based on an understanding of a clear reading of Scripture,” Wilson said in his office at General Conference headquarters in Silver Spring, Maryland. “The Spirit of Prophecy tells us that we are to take the Bible just as it reads,” he said. “And I would encourage each church member, and certainly each representative at the Annual Council and those who will be delegates to the General Conference Session, to prayerfully review those presentations and then ask the Holy Spirit to help them know God’s will.” The Spirit of Prophecy refers to the writings of White, who among her statements on how to read the Bible wrote in The Great Controversy (p. 598), “The language of the Bible should be explained according to its obvious meaning, unless a symbol or figure is employed.” “We don’t have the luxury of having the Urim and the Thummim,” Wilson said, in a nod to the stones that the Israelite high priest used in Old Testament times to learn God’s will. “Nor do we have a living prophet with us. So we must rely upon the Holy Spirit’s leading in our own Bible study as we review the plain teachings of Scripture.” He said world church leadership was committed to “a very open, fair, and careful process” on the issue of women’s ordination. Wilson added that the crucial question facing the church wasn’t whether women should be ordained but whether church members who disagreed with the final decision on ordination, whatever it might be, would be willing to set aside their differences to focus on the church’s 151-year mission: proclaiming Revelation 14 and the three angels’ messages that Jesus is coming soon. 3 Views on Women’s Ordination In an effort to better understand the Bible’s teaching on ordination, the church established the Theology of Ordination Study Committee, a group of 106 members commonly referred to by church leaders as TOSC. It was not organized

Instead of looking at a task as just a chore, look at it as an opportunity to learn more about the associated piece of equipment, the procedure, or if nothing else, about how to delegate or accomplish tasks.

Second, work organization forms that delegate responsibility for problem solving to a wide range of employees could be more successful both in upgrading the competences of workers and in transforming ideas into new products and processes.

Productivity is a complex subject comprising many facets including time management, prioritization, discipline, learning to differentiate the important/urgent from the less important/less urgent, the art of delegation, the skill of multitasking and so on and so forth.

Inheritance is best at coding extensions based on direct customization (like our Manager specialization of Person). Composition is well suited to scenarios where multiple objects are aggregated into a whole and directed by a controller layer class. Inheritance passes calls up to reuse, and composition passes down to delegate.

As he had learned during the formative years coming up, you really didn’t have to sweat the work—it just sort of flowed around you, nothing but meetings, talking heads, and staff work delegated down the food chain. The other stuff was out of the senior manager’s playbook: Once a year, either propose an amorphous new “program,” or close down an existing program in a display of efficiency and fiscal rectitude; be sure to fire one or more struggling underlings each quarter to prove you’re a leader; and know that there is no limit to obsequiousness and flummery when dealing with superiors. It was really quite easy. The

A leader’s checklist for planning should include the following: • Analyze the mission. —Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). —Identify and state your own Commander’s Intent and endstate for the specific mission. • Identify personnel, assets, resources, and time available. • Decentralize the planning process. —Empower key leaders within the team to analyze possible courses of action. • Determine a specific course of action. —Lean toward selecting the simplest course of action. —Focus efforts on the best course of action. • Empower key leaders to develop the plan for the selected course of action. • Plan for likely contingencies through each phase of the operation. • Mitigate risks that can be controlled as much as possible. • Delegate portions of the plan and brief to key junior leaders. —Stand back and be the tactical genius. • Continually check and question the plan against emerging information to ensure it still fits the situation. • Brief the plan to all participants and supporting assets. —Emphasize Commander’s Intent. —Ask questions and engage in discussion and interaction with the team to ensure they understand. • Conduct post-operational debrief after execution. —Analyze lessons learned and implement them in future planning.

As he had learned during the formative years coming up, you really didn’t have to sweat the work—it just sort of flowed around you, nothing but meetings, talking heads, and staff work delegated down the food chain. The other stuff was out of the senior manager’s playbook: Once a year, either propose an amorphous new “program,” or close down an existing program in a display of efficiency and fiscal rectitude; be sure to fire one or more struggling underlings each quarter to prove you’re a leader; and know that there is no limit to obsequiousness and flummery when dealing with superiors. It was really quite easy.

Feed back often, good and bad: Get into the habit of providing feedback regularly, so you both get used to it. You are on the same team: Check your feedback style and assumptions. Are you being adversarial or collaborative? Address the method, not the madness: Don’t use feedback to try and fix aspects of his character. That attacks a person’s sense of self-worth. Stick to tactics, knowledge, tips, and work routines. Disrupt patterns of generalities: Vague and evasive language can undermine feedback; learn to spot and challenge it. Offer suggestions instead of criticising: Instead of using the feedback sandwich to sweeten criticism, make a suggestion and offer two reasons why it might work. Everything is feedback: You’re always communicating, so take control and give the feedback you have chosen to give.

Learn the power of “no” I was so busy working inside my company that I failed to work on it. I was answering support tickets, posting app store listings, making landing pages, writing low-level code, and doing other tasks that employees could’ve performed. If you can delegate work, do it. I should have said “no” to busywork and “yes” to growing my company. When I delegated work, I had time for professional development. Reading books on business and focusing on professional development were two reasons why my company grew into a mid-sized company. Too many founders focus on their day-to-day responsibilities. When I started, my issues were funding and product development. When my company became mid-sized, the issues centered around alignment, time-management, technical support, marketing, and automation. I learned how to set boundaries with customers and employees. Neglecting the power of “no” was why my company failed to reach the next level at certain stages. My boss at the software company was overwhelmed because he tried to perform the same work as his employees. He had hundreds of emails that remained unread. He once said he would wake up at 4am, but he still failed to complete all his tasks. Unlike him, I decided which problems were the most important to focus on. I transformed from a technician to an executive with a grand vision for the company.

If analyzed from this point of view, we can see the entrepreneur as someone who takes a difficult problem and solves it, developing a technology or technique that makes it solvable for other people of average to low quality.

But when you have reached a certain level of success because you have worked well and start receiving more requests than you can handle, then you have no choice: you have to get help. That's where you need to learn to delegate.

We must also understand that while some activities should absolutely be delegated, there are other activities THAT SHOULD NEVER be passed off to someone else. You should never delegate, for example, the care of yourself, your loved ones, or your personal life, nor your goals or your dreams.

Indeed, if you find yourself unable to personally make time for these activities, then it is a clear indicator that something is seriously wrong with your delegation system.

The internal manuals, which include protocols and job descriptions, in a small business is something you should take care of yourself, then with growth over time you should have a staff that takes care of everything.

You should never delegate strategic activities: the mission cannot be delegated, marketing strategy and positioning in the marketplace should be personally decided by you, just as with the company's values.

Human relationships with key people in the company cannot be delegated. Financial decisions are yours, as well as any decisions to take on key human resources. In the legal area you are the one who must decide strategy, after listening to the advice of others, and then you must rely on good advisers or consultants to carry it out. "Delegate everything except command" as an entrepreneur friend of mine once said. You should always know how much your company is earning, where it’s working at a loss, and why.

WHERE TO START Start to delegate with the easiest activity or function. That's to say, the activity or function you yourself have already learned to do really well. Now that it's clear how to do it successfully, it's time to delegate it.

Delegation, in fact, is not a technical skill, but essentially a relationship. This cannot be done by halves. Whenever we fail to believe in a person, they always end up failing.

First find the people and then plan out the project, not "develop the project, and only then start looking for the right people to run it.

Projects do not fail because of the idea, strategy, vision, or cost. Projects stall and fail WHEN WE ARE ENTRUSTING THEM TO THE WRONG PEOPLE. At the end of the day, this whole part of the manual comes down to just one thing: FIND THE RIGHT PEOPLE.

Savvy business owners learn to delegate tasks to others. And yes, this is something that must be learned.

A delegate to the 1972 convention protested, “There is too much hair and not enough cigars at this convention.

The skills of delegating responsibility are easy to learn—be clear with expectations, provide the necessary resources, agree on a deadline, and be available to help.

I can improve as I get started. Let’s give it a try." • "Delegating offers others the chance to develop and learn." • "It takes a village to raise a kid – I am not the only one." • "I add more value to my very own individual way.

The other commonalities of successful leaders are just as straightforward: They hold people (and themselves) accountable and drive for results. They’re hands-on, but to a point. They know when to back off and delegate. They can keep an eye on the long-term vision while still being eyeball-deep in details. They’re constantly learning, always interested in new opportunities, new technologies, new trends, new people. And they do it because they’re engaged and curious, not because those things may end up making them money. If they screw up, they admit to it and own their mistakes. They’re not afraid to make hard decisions, even when they know people will be upset and angry. They (mostly) know themselves. They have a clear view of both their strengths and challenges. They can tell the difference between an opinion- and data-driven decision and act accordingly. [See also: Chapter 2.2: Data Versus Opinion.] They realize that nothing should be theirs, even if the genesis was with them. It all has to be the team’s. The company’s. They know their job is to jubilantly celebrate everyone else’s successes, to make sure they get credit for them, and hold little for themselves. They listen. To their team, to their customers, to their board, to their mentors. They pay attention to the opinions and thoughts of the people around them and adjust their views when they get new information from sources they trust.

have found three very simple ways to do this in my own startups: Recognize greatness. When people are recognized for their hard work, they feel truly cared for and seen. Learn who they are and who they want to become. Simply put, know something about your people beyond the skills and experience on their résumé. What are their hobbies and interests? What gets them excited? And, most importantly, what are they looking for? Where do they want to take their career, and how does the startup fit into that? Focus on their continuous development. When you know who people are and where they want to be, then you can look for ways to develop them in that direction. For example, let’s say that you hired a part-time bookkeeper, but you learn they really want to be a CFO one day. You can look for a project to delegate to them and say, “Would you be open to developing a budget for this?” In that way, you’re helping them gain the skills they’ll need as a CFO.

Look around at the candidates who are stumbling and fumbling toward the first balloting less than five months away. Republican Jeb Bush of the White House Bushes learned to count delegates when most kids were still counting fireflies. Democrat Hillary Clinton is part of a family that once commissioned a poll to choose a family vacation that would endear them to voters. So far, calculation is getting them nowhere. The surging candidates—rampant Donald Trump, novice Ben Carson and retro Bernie Sanders—represent the opposite. Slickness is out, conviction is in.

The most effective people concentrate on their “areas of excellence,” that is, on the things they do best and on those high-impact activities that will advance their life-work. In being so consumed by the important things, they find it easy to say no to the less-than-worthy distractions that clamor for their attention. Michael Jordan, the best basketball player in the game’s history, did not negotiate his contracts, design his uniforms and prepare his travel schedules. He focused his time and energies on what he did best: playing basketball, and delegated everything else to his handlers. Jazz great Louis Armstrong did not spend his time selling tickets to his shows and setting up chairs for the audience. He concentrated on his point of brilliance: playing the trumpet. Learning to say no to the non-essentials will give you more time to devote to the things that have the power to truly improve the way you live and help you leave the legacy you know in your heart you are destined to leave.

Learn how to delegate. If you try to do everything yourself, you will end up really stressed. Delegate what can be delegated so you can focus on what really does need your attention.   Write down all the important things you need to do. No matter how good your memory is, a little distraction can take your mind off the important stuff. However, no matter what distractions you may have, the list will always remind you of what you need to do.

For Sanjeev, and most other entrepreneurs in the scale-up phase, the key personal transformation area was learning to delegate.

For Sanjeev, and most other entrepreneurs in the scale-up phase, the key personal transformation area was learning to delegate. It wasn’t easy. “I had to learn to understand that it is not my company alone, anymore.

Minimalist living is the opposite. We’ve been learning how to say “no,” eliminate the excess, consolidate, standardize, and delegate not so we can get more done—but so we have less to do. We’re

My worst ever speech was one I did for a pharmaceutical company in South Africa. They were paying me $1,000 and my airfare. It was a fortune to me at the time, and I couldn’t believe my luck. That would last Shara and me for months. I soon found myself at a hotel in the Drakensberg Mountains, waiting for six hundred sales staff to arrive at the conference center. Their bus journey up had been a long one and they had been supplied with beer, nonstop, for the previous five hours. By the time they rolled off the buses, many of them were tripping over their bags--laughing and roaring drunk. Nightmare. I had been asked to speak after dinner--and for a minimum of an hour. Even I knew that an hour after dinner was suicide. But they were insistent. They wanted their thousand’s worth. After a long, booze-filled dinner that never seemed to end, the delegates really were totally paralytic. I was holding my head in my hands backstage. Sweet Jesus. Then, just as I walked out on stage, the lights went out and there was a power cut. You have got to be joking. The organizers found candles to light the room (which also meant no slides), and then I was on. It was well after midnight by now. Oh, and did I mention that all the delegates were Afrikaans-speaking, so English was their second language, at best? Sure enough, the heckling started before I even opened my mouth. “We don’t want an after-dinner speaker,” one drunk man shouted, almost falling off his chair. Listen, nor do I, big fella, I thought. I suspect it was just as painful an hour for him as it was for me. But I persevered and endeavored to learn how to tell a story well. After all, it was my only source of work, and my only way of trying to find new sponsors for any other expeditions that I hoped to lead.

My friend Taylor Pearson is a terrific operationalist – I learned a lot of what I know from him.   His approach to Ops is to open a Google Doc every time he’s doing a task that should be repeatable, alongside the work.   Then, as he works, he writes down exactly what he’s doing in the Google Doc.   It’s rough and messy at first, and it means completing the task takes 20% longer than if he just did it without documenting, but he winds up with the start of legible processes that can be improved directly or delegated.

80% of the work you do, can likely be done by someone else. Learn to delegate your workload so that you are working less and accomplishing more. 

Evidently, we must learn to take responsibility for our own health, not delegate authority over our bodies to others. We need to view health care providers as facilitators who help us manage our health, rather than masters of it. We must fully empower our informed consent, and take the responsibility for doing our own research into the risks and benefits of what we choose to put into our bodies.

If you want to get rich, then learn to delegate. Don’t learn to pretend to delegate. Delegation is not only a powerful tool, it is the only way to maximise and truly incentivise your most precious asset – the people who work for you. Real delegation can help make you rich. But only if you work at it.

It hurt me to see the American army with drawn bayonets advancing on American boys and girls. But the answer I gave the young radicals seemed to me the only realistic one: “Do one of three things. One, go find a wailing wall and feel sorry for yourselves. Two, go psycho and start bombing—but this will only swing people to the right. Three, learn a lesson. Go home, organize, build power and at the next convention, you be the delegates.

Listen. You will learn a lot about a person just from listening to what they say and how they say it. Are they confident in their abilities? Are they providing solutions? Are they proactive? Listen for clarity on the services they provide. Listen for background noise and distractions particularly if your VA will be contacting clients on your behalf. Whatever, you hear during your call is indicative of the work environment and likely what you clients will hear during their interactions

people think of execution as the tactical side of business, something leaders delegate while they focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He cannot delegate its substance. Many business leaders spend vast amounts of time learning and promulgating the latest management techniques. But their failure to understand and practice execution negates the value of almost all they learn and preach. Such leaders are building houses without foundations.

The Russians settled in and learned a lot about us in the process. They realized that we were better educated than their own students, who only went through ten years of schooling before higher studies. They wondered at the difference in our housing, our customs, our food. Russians occupied vacant apartments from people who had fled to Romania and from Germans, who left officially for Germany. At the start of their occupation of Northern Bukovina, a delegation of German officers came to Czernovitz and were received as friends and allies. They registered all Germans who desired to leave for Germany. A number of their apartments became available.

I also quickly came to appreciate the importance of watching what’s said around clients. When clients make unexpected requests for legal advice – as they often do – I learned that it was better to tell them I’d get back to them with an answer, and go away, research the question, and consult with a supervising attorney, rather than firing back an answer off-the-cuff. A friend of mine at another firm told me a story that illustrates the risks of saying too much. It seems an insurance company had engaged my friend’s California-based firm to help in defending against an environmental claim. This claim entailed reviewing huge volumes of documents in Arizona. So my friend’s firm sent teams of associates to Arizona, all expenses paid, on a weekly basis. Because the insurance company also sent its own lawyers and paralegals, as did other insurance companies who were also defendants in the lawsuit, the document review facility was often staffed with numerous attorneys and paralegals from different firms. Associates were instructed not to discuss the case with anyone unless they knew with whom they were speaking. After several months of document review, one associate from my friend’s firm abandoned his professionalism and discretion when he began describing to a young woman who had recently arrived at the facility what boondoggles the weekly trips were. He talked at length about the free airfare, expensive meals, the easy work, and the evening partying the trips involved. As fate would have it, the young woman was a paralegal working for the insurance company – the client who was paying for all of his “perks” – and she promptly informed her superiors about his comments. Not surprisingly, the associate was fired before the end of the month. My life as an associate would have been a lot easier if I had delegated work more freely. I’ve mentioned the stress associated with delegating work, but the flip side of that was appreciating the importance of asking others for help rather than doing everything myself. I found that by delegating to paralegals and other staff members some of my more tedious assignments, I was free to do more interesting work. I also wish I’d given myself greater latitude to make mistakes. As high achievers, law students often put enormous stress on themselves to be perfect, and I was no different. But as a new lawyer, I, of course, made mistakes; that’s the inevitable result of inexperience. Rather than expect perfection and be inevitably disappointed, I’d have been better off to let myself be tripped up by inexperience – and focus, instead, on reducing mistakes caused by carelessness. Finally, I tried to rely more on other associates within the firm for advice on assignments and office politics. When I learned to do this, I found that these insights gave me either the assurance that I was using the right approach, or guidance as to what the right approach might be. It didn’t take me long to realize that getting the “inside scoop” on firm politics was crucial to my own political survival. Once I figured this out, I made sure I not only exchanged information with other junior associates, but I also went out of my way to gather key insights from mid-level and senior associates, who typically knew more about the latest political maneuverings and happenings. Such information enabled me to better understand the various personal agendas directing work flow and office decisions and, in turn, to better position myself with respect to issues and cases circulating in the office.

Running the company also taught him key management principles. He learned the importance of hiring knowledgeable people and listening to their advice, of delegating responsibility and holding people accountable, and of making tough decisions and accepting the consequences.

The entrepreneur explained that she was having a hard time finding people who were willing to work as hard as she was. “I feel I have to do everything myself. I can’t count on anyone to take on some of the things that need to be done,” said the entrepreneur. “What you have to do,” said the One Minute Manager, “is learn to delegate.

You know the reason there aren’t more women millionaires, Romi? Women don’t delegate. They either don’t know how to or they refuse to learn. And it’s costing them dearly.

The campaign website was funded by Armistead, and he personally authored the content. He was determined that the campaign's values and goals would fit on one page. The website developer, who was experienced with political campaigns, was opposed to this. He lobbied for detailed policy statements and explanations, which was the conventional approach. But Armistead disagreed. The website developer thus learned that day that core principles were more important than thousands of words of speculative verbiage.

top research company in Myanmar scene is powerful and different, with a few driving organizations offering thorough types of assistance to organizations looking to comprehend and enter the neighborhood market. Here are a portion of the top exploration firms in Myanmar: Myanmar Study Exploration (MSR): Laid out as the main free exploration organization in Myanmar, MSR brags north of 25 years experience. The organization offers an expansive scope of administrations including quantitative and subjective exploration, web-based entertainment research, and CATI (PC Helped Phone Talking) research. MSR is known for its profound comprehension of the nearby market and its capacity to convey experiences across different areas like farming, medical care, and customer products (Statistical surveying Organizations) . STP Exploration Myanmar: STP Exploration Myanmar (Single Touch Point Co., Ltd.) works in both market and social examination. With a rich history of leading north of 150 examination projects, STP has shown skill in areas like wellbeing, farming, schooling, and monetary effect evaluations. Their accomplished group offers subjective and quantitative examination administrations, custom fitted to meet the particular necessities and spending plans of their clients (STP Myanmar) . Aventura Exploration Myanmar (ARM): ARM gives a far reaching set-up of statistical surveying administrations including brand following, client experience, secret shopping, and B2B research. ARM is especially noted for its imaginative methodology and the utilization of a delegate portable exploration board of more than 85,000 shoppers spread across Myanmar. This permits them to catch continuous bits of knowledge and convey significant outcomes to their clients (ARM) . Statistical surveying Myanmar by YCP Solidiance: Under the umbrella of YCP Solidiance, Statistical surveying Myanmar assists organizations with growing in the Burmese market by giving proof based statistical surveying and methodology suggestions. Their administrations incorporate market section and development technique, cutthroat benchmarking, channel model distinguishing proof, and M&A warning. They have major areas of strength for a record of helping global organizations in exploring the neighborhood monetary scene and recognizing manageable learning experiences (Exploration in Myanmar) . Xavey Exploration Arrangements: 1. Xavey Exploration Arrangements is known for its tech-driven statistical surveying arrangements. They have practical experience in catching "in-the-occasion" bits of knowledge through portable and advanced stages, which is essential for grasping powerful purchaser ways of behaving in Myanmar. Their inventive methodology considers proficient information assortment and examination, settling on them a favored decision for educated clients seeking influence computerized instruments for top research company in Myanmar 2. These organizations feature the top research company in Myanmar , offering a scope of administrations that take care of different business needs from top to bottom area examinations to constant shopper bits of knowledge. Each firm brings its exceptional assets and procedures, guaranteeing that organizations can track down the right accomplice to assist them with prevailing in the Burmese market. Whether it's through customary subjective techniques or high level advanced procedures, these organizations are exceptional to give the experiences important to informed direction and key preparation.

Effective delegation of tasks to team! Establishing a culture of trust within your team, encouraging open communication and collaboration is the key. Clearly define the scope and context of each task, providing relevant background information to enhance understanding. Set measurable objectives and deadlines, allowing team members to take ownership of their responsibilities. Foster an environment that promotes continuous learning by encouraging team members to seek feedback and share insights throughout the process. Finally, regularly assess progress and adapt strategies as needed, ensuring that delegation remains a dynamic and responsive process. Draw a distinction between tearing down criticism to building up ( constructive) criticism. This points to communication skills.

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

Another is regularly to measure and appreciate progress as the distance travelled from the starting point, which lifts morale, rather than solely against the desired end point, which deflates morale. The clever delegator instils confidence, too, by framing the thing to be delegated not as a test to pass or fail but as an exercise in capacity development: ‘Lessons will be learned, and we will get there in the end’ is liberating, while ‘If you can’t do this there is something wrong with you’ is debilitating.

The experience led Dweck to develop the idea of two contrasting mindsets that shape our attitudes to our own and others’ abilities. People with a ‘growth mindset’, as she called it, like the positive pupils above, see their intellectual ability as something that can be developed through effort, learning and practice, while people with a ‘fixed mindset’ believe they were born with a certain amount of brains and talent and nothing they can do will change that. Growth mindset people are the more go-getting bunch. Faced with problems, they engage and persevere. Failure isn’t permanent, it’s success not just yet. Using electroencephalograms (EEGs) scientists found more brain activity relating to error adjustments among college students with a growth mindset than among their peers with a fixed mindset.7 Growth-minded people also showed better accuracy after mistakes.

Dweck believes that children’s mindsets are profoundly affected by how we praise them. What should be praised is not just success and signs of intelligence, but the application of the learning process – the effort, perseverance, strategizing, and resulting improvements. This fosters motivation and a sense for how success can be achieved. If we praise only successful results and other signs of intelligence, we may give the child a temporary confidence boost, but we may unwittingly be fostering a fixed mindset. The result is greater fragility, and a dependence on constant validation.

Surrounding yourself with great people. Learning to delegate early on—not trying to do everything yourself. Making sure you’ve got the kind of people who are praising the team around them, not criticizing them. And having people who are willing to really innovate, be bold, and create something that everybody who works for the company can be really proud of.

Delegation is difficult when you believe that you can do everything quicker and more efficiently yourself. But there is no scalability in a business model operated by one pair of hands. At the same time, you are not offering others the opportunity to learn and grow. When I finally realised this, my management style evolved into one of delegation and cooperation. For that to work, you need to surround yourself with the right people who share your mindset, core values and, most importantly, have a sense of humour.

Effective delegation depends on the ability of others to make decisions. Some people can make decisions, others cannot. It

Decision-making requires energy, time, and attention; utilize these resources judiciously. Learn to effectively delegate, focus your attention on the important decisions, remove the clutter and breathe in.

On the next day (9th of February) an election was held for the chief executive offices, resulting, as I afterward learned, in my election to the Presidency, with the Hon. Alexander H. Stephens, of Georgia, as Vice-President. Mr. Stephens was a delegate from Georgia to the congress.

Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

Robertson asked Chase to walk him through a typical day. Chase talked about the meetings, the bottomless needs of the organization. The strain it was taking on him. Robertson told Chase that he had fallen prey to a classic mistake of leadership. He was carrying too much on his shoulders. Robertson said, “You control your calendar. You’re the only one that can say ‘No’ to things. . . . Take accountability for your own role and actually work on things where you can add value,” Chase recalled. Chase tried to learn how to delegate. He made sure he had the right people working for him and trusted them to do their jobs. But still, it didn’t feel right. Chase realized he was much happier before he’d been promoted, when he ran Koch Agronomic Services. He loved the innovation of the job, meeting with investors and inventors. Chase recalled a piece of advice that David Robertson had given him. Robertson said the most important thing a leader can do is develop a vision. Now Chase had a clear vision. It just wasn’t the vision that everyone else in Wichita seemed to have for him. Chase Koch called a meeting with Steve Packebush and told him the news. “Steve, I’m not the right guy for this role,” Chase said. He wanted to quit.

for unpleasant tasks, you should imagine what you would have someone else do if you were delegating it. Then do that.

For the new human, “wise” means something very different. It means being self-aware. Aspiring to your full potential. Noticing your character flaws. Identifying what makes you happy and what makes you miserable, then taking action to nudge yourself toward the happy end of the continuum. Living as a spiritual being on a physical path. Taking care of all your material needs just like your ancestors—then going beyond those to Bliss Brain. Bliss Brain is the brain of the future. It’s beckoning us to the next stage of evolution, and a wisdom that transcends the best of our ancestry. SELECTIVE ATTENTION Selective attention is the process of bringing desired experiences to the foreground of consciousness while delegating others to the background. When we train ourselves to direct our attention deliberately, we are able to shift our emotions in a positive direction even amid the distractions and annoyances of everyday life. The trick is to practice the subject-object shift we learned in Chapter 3. Even when you’re being buffeted by a strong emotion like the fear that served Caveman Brain so well, selective attention allows you to change. You can shift to the perspective of a witness, downregulate the intensity of feeling, and move yourself to a positive state. Selective attention doesn’t mean denying the problems you face. It isn’t avoidance; it’s making a choice from among a palette of options. While acting on fear was the best option for Caveman Brain, a conscious person examines all the options before selecting a thought, feeling, or behavior. By using the power of selective attention, we reshape our brains.

Begin each morning with a quick preview of the coming day’s events. For each one, ask yourself how you can use it to develop as a manager and in particular how you can work on your specific learning goals. Consider delegating a task you would normally take on yourself and think about how you might do that—to whom, what questions you should ask, what boundaries or limits you should set, what preliminary coaching you might provide. Apply the same thinking during the day when a problem comes up unexpectedly. Before taking any action, step back and consider how it might help you become better. Stretch yourself. If you don’t move outside familiar patterns and practice new approaches, you’re unlikely to learn.

There’s no easy solution to making yourself face and ask these questions. I once heard the general life advice that, for unpleasant tasks, you should imagine what you would have someone else do if you were delegating it. Then do that. And remember, you’re allowed to ask about money. You're a startup. It's okay.

Note, for example, how Barnabas is called an “apostle” in Acts (14:14). And in 2 Corinthians we learn of opponents of Paul whom he calls “super-apostles” (2 Cor 11:5; 12:11; cf. 11:13). Sometimes the same Greek word (apostolos) is used for delegates or representatives from various churches who were sent out with a special mission (2 Cor 8:23; Phil 2:25).

I learn more about a person’s character by their response to failure than anything else. Did they own responsibility, repent, and grow from the experience? Or did they justify their behavior and delegate the blame? It shows if he or she is fit for responsibility.” What I learned from that was: it indicates if wisdom is what he or she prizes above all else.

A homeschool parent takes responsibility for his or her child's education versus delegating this to an institution... The key is that the parents are "leading" or "steering" the whole learning process... Emancipated from the confines of classroom-based and teacher-led learning, homeschool families tend to see the world as their "classroom". Learning is a way of life.

On the night that the Ministry of the Interior was bombed, the then Deputy Minister Mohammed bin Naif called the parents of the dead suicide bombers so that they would not first learn of their sons’ deaths on TV. He did not delegate the task to a clerk or a minor official, he telephoned the parents himself. He described the young men who had just tried to kill him as victims and apologized for not having been able to stop them before they began their bombing run.

As the People are the Fountain of Power and Authority, the original Seat of Majesty, the Authors of Laws, and the Creators of Officers to execute them; if they shall find the Power they have conferred abused by their Trustees, their Majesty violated by Tyranny or by Usurpation, their Authority prostituted to support Violence or screen Corruption, the Laws grown pernicious through Accidents unforeseen or unavoidable, or rendered ineffectual through the Infidelity and Corruption of the Executors of them; then it is their Right, and what is their Right is their Duty, to resume that delegated Power, and call their Trustees to an Account; to resist the Usurpation, and extirpate the Tyranny; to restore their sullied Majesty and prostituted Authority; to suspend, alter, or abrogate those Laws, and punish their unfaithful and corrupt Officers. Nor is it the Duty only of the united Body; but every Member of it ought, according to his respective Rank, Power, and Weight in the Community, to concur in advancing and supporting those glorious Designs.

The more important point here is that this Manager alternative is representative of a general coding pattern usually known as delegation — a composite-based structure that manages a wrapped object and propagates method calls to it.

He spoke through an interpreter, but the discussion flowed easily. He acknowledged concerns I raised about the situation in Tripoli. He smiled but offered no assurances when I said I hoped he would make the transition from rebel commander to politician. Libya would need more talented politicians than soldiers, I argued, in what would surely be a difficult transition from a family-run kleptocracy to a nascent democracy. His commitment and the commitment of other devout Muslims to peaceful political change would be essential to building a functioning and lasting democratic polity. “We might have disagreements between us,” I acknowledged, “about political issues and the future of the region. But as long as you’re committed to the democratic process, we can have a good relationship.” At the end of the meeting, in a quieter voice, I mentioned I had recently learned that Americans had detained and interrogated him using tactics that should not have been allowed and were not allowed any longer. I knew about his rendition to Libya, and the years of torture he had suffered in prison. I assumed someone had briefed him on my military background and service in Vietnam, and I tried to relate to him as a former military officer who had entered politics and as one torture victim to another. I told him it had always been important to me that my country act honorably in war and peace, even when our enemies did not. “Some of us in the delegation have worked to outlaw mistreatment of our prisoners because it doesn’t befit a great nation.” He looked me in the eyes the entire time I was speaking, but I don’t remember him nodding his head or in any other way acknowledging my words. But when I added that I knew his wife had been mistreated, his eyes welled with tears. “I’m sorry,” I told him, “and as an elected representative of my country, I apologize for what happened, for the way you and especially your wife were treated, and for all you suffered because of it.” He leaned toward me and expressed through the interpreter his appreciation for the apology. “We regret all that happened,” he said, “but we don’t think of revenge. We will behave responsibly in Libya. Our actions will be governed by law and we will live up to universal standards.” I thanked him for that assurance, and the meeting ended. I never saw him again after our meeting. He did, in fact, become a leading Islamist politician in Libya, and, I’ve heard, quite a wealthy man. I don’t for a moment assume his views and career decisions were influenced by my brief conversation with him. He’ll have had his own reasons, political, religious, and personal, for the course he has chosen to follow. I do believe, though, that he genuinely appreciated the apology I offered him.

Confidence spark When interviewing for an ambitious assignment, make a list of the skills you have, the skills you need to learn, and the tasks that can be delegated. Now address your fear of not being able to handle the situation, and see the truth as it is. You have several skills, and you can learn or delegate the rest. Breaking down the job into its various parts may also help. What daily tasks can you do right now? Which ones will you assign to someone else?

After Lincoln became president he campaigned for colonization, and even in the midst of war with the Confederacy found time to work on the project, appointing Rev. James Mitchell as Commissioner of Emigration, in charge of finding a place to which blacks could be sent. On August 14th, 1862, he invited a group of black leaders to the White House to try to persuade them to leave the country, telling them that “there is an unwillingness on the part of our people, harsh as it may be, for you free colored people to remain with us.” He urged them to lead their people to a colonization site in Central America. Lincoln was therefore the first president to invite a delegation of blacks to the White House—and did so to ask them to leave the country. Later that year, in a message to Congress, he argued not just for voluntary colonization but for the forcible removal of free blacks. Lincoln’s successor, Andrew Johnson, shared these anti-black sentiments: “This is a country for white men, and by God, as long as I am President, it shall be a government for white men.” Like Jefferson, he thought whites had a clear destiny: “This whole vast continent is destined to fall under the control of the Anglo-Saxon race—the governing and self-governing race.” Before he became president, James Garfield wrote, “[I have] a strong feeling of repugnance when I think of the negro being made our political equal and I would be glad if they could be colonized, sent to heaven, or got rid of in any decent way . . . .” Theodore Roosevelt blamed Southerners for bringing blacks to America. In 1901 he wrote: “I have not been able to think out any solution to the terrible problem offered by the presence of the Negro on this continent . . . .” As for Indians, he once said, “I don’t go so far as to think that the only good Indians are the dead Indians, but I believe nine out of ten are, and I shouldn’t inquire too closely into the health of the tenth.” William Howard Taft once told a group of black college students, “Your race is adapted to be a race of farmers, first, last, and for all times.” Woodrow Wilson was a confirmed segregationist, and as president of Princeton he refused to admit blacks. He enforced segregation in government offices and was supported in this by Charles Eliot, president of Harvard, who argued that “civilized white men” could not be expected to work with “barbarous black men.” During the presidential campaign of 1912, Wilson took a strong position in favor of excluding Asians: “I stand for the national policy of exclusion. . . . We cannot make a homogeneous population of a people who do not blend with the Caucasian race. . . . Oriental coolieism will give us another race problem to solve and surely we have had our lesson.” Warren Harding also wanted the races kept separate: “Men of both races [black and white] may well stand uncompromisingly against every suggestion of social equality. This is not a question of social equality, but a question of recognizing a fundamental, eternal, inescapable difference. Racial amalgamation there cannot be.

2. Trial and error. Try delegating and try again until it works. This will be part of any approach you take. You need to build some pattern recognition for when someone is starting to flail (they seem overworked and rumpled, they’re late to every meeting, etc.) or when people have more slack in their time. You will learn to iterate on the size of responsibilities, teams, or projects you give someone and build confidence in their skills as they continue to add to their stack.

3. Get a formal or informal mentor. Ask a board member, angel, fellow entrepreneur, or executive you trust to mentor you on management and delegation. Alternatively, assemble a set of CEOs whose companies are at the same stage as yours, and meet them regularly for dinner so you can compare notes—you can learn a lot from your peers.

However you choose to learn this skill, you’ll also need to watch out for key signs that you are not delegating the way the CEO of a high-growth company needs to: You tend to leave meetings with many action items for yourself. Someone now “owns” an area you used to run, but after 4-8 weeks you find you are still doing most of the work or weighing in on every decision, however small. You feel the need to jump in on every email thread or attend every meeting across the company.

Effective delegation depends on the ability of others to make decisions. Some people can make decisions, others cannot. It just doesn't work if you are congenitally hesitant and allow things to linger in a state of suspension.

In May 2019 the head of the ILD, Song Tao, met with Manfred Grund, a delegate of the German Bundestag and member of its Committee on Foreign Affairs. According to the ILD, Grund offered assurances that his party, the Christian Democratic Union, ‘actively supports the Belt and Road Initiative’ and ‘stands ready to strengthen exchanges and mutual learning with the CPC’.11 When later asked to comment, Grund said that he did not recall saying this, but that he did see common interests for Europe and China in Central Asia.

This means we must intentionally avoid elevating our gifts over the gifts of others or writing off other responsibilities just because they aren’t part of our gifting. For the sake of unity and growth in the gospel, we must learn to encourage mutual and joyous submission to one another.

In the University of Oxford, the national centre of theological study and learning, criticism of Papal pretensions and power raised its voice. The arguments for reform set forth by a distinguished Oxford scholar named Wyclif attracted attention. Wyclif was indignant at the corruption of the Church, and saw in its proud hierarchy and absolute claims a distortion of the true principles of Christianity. He declared that dominion over men’s souls had never been delegated to mortals. The King, as the Vicar of God in things temporal, was as much bound by his office to curb the material lavishness of the clergy as the clergy to direct the spiritual life of the King. Though Pope and King was each in his sphere supreme, every Christian held not “in chief” of them, but rather of God. The final appeal was to Heaven, not to Rome.

Discovering a dental practitioner that works for you can be difficult. You can make this task a lot simpler if you educate yourself a bit. The following article provides numerous ideas to help you learn the best dental care practices. If you're teeth are very delicate to temperature level like hot and cold, you might should attempt a new toothpaste. Talk with your dental practitioner prior to switching over to tooth paste for sensitive teeth. If there is anything else that may be causing your delicate teeth, he or she can identify. Practice deep breathing if you're worried about having actually procedures done. When you find something that works for you, do it both in the past, throughout (if possible) and after your consultation. Using these strategies can help the process go more efficiently. A weak tooth enamel can lead to issues with cavities. Germs breaks down the enamel and this lead to cavities. Having routine cleanings in addition to excellent brushing practices can prevent cavities from ever forming. Your dentist will examine for any dental troubles with an x-ray. For the healthiest teeth, you should do more than just brush them. You likewise need to floss your teeth frequently and utilize disinfectant mouthwash regularly. Mouthwash gets rid of the germs that brushing your teeth doesn't and flossing enters between your teeth to get rid of plaque and pieces of food. Make sure your dental care regimen has all three aspects: flossing, mouthwash and brushing. You need routine check-ups to make sure that you have no problems with your teeth. You will likewise be sure that your dental professional will find anything before it happens and can also offer you with strong suggestions. You have to floss a minimum of once daily. You will see a huge distinction when you appropriately floss. The floss must be placed between your teeth. Move the floss back and forth to clean the space extensively. You must stop flossing at the gum line, not under the gums. You have to go gradually and clean the back and sides of every tooth with the floss. Prior to making use of over-the-counter items for whitening your teeth, visit your dentist. The unsightly fact is that damages can result from utilizing some teeth-whitening products. Most can be utilized safely; nevertheless, it is tough to identify which products are damaging and which aren't Your dentist will let you understand which options you should make use of for whitening, depending on your situation. Are you mulling over the possibility of having somebody pierce your tongue? Think once more. Germs are rampant inside your mouth, as well as a precise cleaning can not eliminate them all. Tongue piercings can end up cracking your enamel or even breaking your teeth. If your tongue ends up being infected and you don't receive therapy, you might lose a portion of your tongue. This is actually not extremely chic! Make sure that you alter your toothbrush on a routine basis. You ought to change your toothbrush every three or 4 months. It does not matter if your toothbrush still looks fantastic. After this window, your toothbrush's bristles become damaged. The older a tooth brush is, the less effective it is at cleaning your teeth. Frequently replacing your tooth brush is important for correctly taking care of your teeth. Floss teeth about when a day. It eliminates plaque and bacteria in between the teeth where brushes can not reach. Flossing likewise has much to do with guaranteeing your gums remain healthy. You can either floss in the early morning or at night; however, just do not forget to floss. Follow your tri cities wa dentist's orders as carefully as you can, specifically if you need dental work or antibiotics. Infections delegated fester can infect other parts of your body. Always do what your dental professional states to treat your infection, consisting of getting antibiotic