"I am not selling? Is not my fault!"
The sellers does a terrible mistake of attributing the guilty in the other things, circumstances and people from the own incapacity through an environment that promotes the purchase.
And this has a double risk:
1st - you are giving the responsibility through the wrong person;
2nd - you are attributing the guilty to someone instead of assume the responsibility.
In can not see the urgent need of more formation for your auto-learning process.
Everybody is not perfect and the 1st step to improve for the success is recognize our failures.
Saturday, February 28, 2009
11-20 -+40years/Executive/Next Job/Boss/Money/Talent/Harmony/CV
100 Advices for Career Management
11-20
11 - More than 40 years old
Add value to your competencies.
Experience is not to pass 20 years at the same functions, but also diversify your actions.
- Show the you can have all natural leader characteristics: Dynamic, strong, objective and love to work as a team;
- If someone ask your age, do not have afraid to say it.
But re force the maturity and experience. Availability to grow, change and realize dreams is also very important;
12 - Less than 40 years old
Show that you have initiative and will to win. Maybe you do not have any experience, but you have a lot of persistence.
- If is the case, speak about your MBA. But remember that in practice you have low realization to present. Be humble.
- You love to get challenges and risks. Is that the people expect from the young people.
But if you say that you worried about the consequences, you will surprise the interviewer.
13 - "Five years in a position can not mean 5 years of experience, but 5 times the same experience" Gabriel Tamus - Executive President Interfarma
14 - Next job - Part 1
How to identify the ideal challenge (position proposal)?
The best challenge combined 3 important aspects:
- Identification of market opportunity;
- Possibility to transform in practice your abilities;
- Conciliation of your personal interests with the company interests;
Abilities + Opportunities + Interests = Ideal Challenge.
15 - Next job - Part 2
Avoid the common mistakes to decide between 2 work proposals and maintain your doors for open market:
- Never do an auction of your proposal;
- Only say yes when you are absolutely sure about the proposal. Never goes back;
- When you accept some proposal, close the other negotiations;
- Accept a salary and then you repent is other mistake;
16 - Now you are the boss?
So now try to win the 100 first days.
- Listen. Speak with your colleagues, suppliers, costumers and council members....
- Do not announce some high challenge;
- Simplify. When the people receive a long list of tasks they start to not do anything.
17 - "The people with a lot of time and money to correct what is not so good, instead of develop what could make them excellent"
Gilberto Guimarães - President of Brazilian Company BPI
18 - Multiple talents
Personal performance always were faced as cerebral question.
Analyse as capacity pyramid.
The maximum of performance with pressure is achieved as much as all levels are in harmony:
Spiritual - Powerful font of motivation and determination.
Mental - Concentrate the physic and emotional task.
Physic - Manage resistance and promote mental and emotional recuperation.
19 - The guru voice
Peter Drucker, the guru of gurus, he announced 3 tips for the professional to get in harmony with the reality:
- Know yourself: Know better your strengths and weaknesses;
- Know your place: The present world of work is characterized by the mobility. Know well your place.
- Discover for what your were not born to. Do not force your nature. Adapt with your nature and learn to learning.
20 - "Curriculum is not a biographical document but yes "marketable". Is a cocktail of informations very well chosen to show for your interviewer who which are your profile".
José Augusto Minarelli
From Lens & Minarelli Consulting
Friday, February 27, 2009
Marketing 2.0
Is not only web 2.0.
Now we are facing the new era of Marketing: The marketing 2.0.
Me and you in advertising.
"We are one people, we are one nation. The time of change as come." Barack Obama
Adaptation:
We are one brand, we have the same taste. The time of advertise as come.
Everyone now appear at any advertising.
The power of identification to a normal citizen is getting new fans and... off course... consumers, comparing to the "traditional" celebrities showing the products that, most of them, even now about.
Be aware... consumer era 2.0 is coming... finally let's say!
Now we are facing the new era of Marketing: The marketing 2.0.
Me and you in advertising.
"We are one people, we are one nation. The time of change as come." Barack Obama
Adaptation:
We are one brand, we have the same taste. The time of advertise as come.
Everyone now appear at any advertising.
The power of identification to a normal citizen is getting new fans and... off course... consumers, comparing to the "traditional" celebrities showing the products that, most of them, even now about.
Be aware... consumer era 2.0 is coming... finally let's say!
Wednesday, February 25, 2009
1-10 Friends/Interview/Networking/Agenda/Contribute/Career/Language/
100 Advices for Career Management
1-10
1 - Allways Friends
Being with friends is good for the company and for you.
Firstly, because is a pleasure.
Secondly, because is usefull.
2 - Networking is not...
...talk with people when you need...is adding value for your social capital.
You should create your relationships, and you need to stay and keep in the memory and the hearth of the people.
3 - Fullfill your agenda
A - Make a list with name and phone of your known people and keep updated.
B - Do not wait your contacts to guess your needs. Ask help.
C - Everyone has something to offer to the others. Share your knowledge, interests and hobbies.
D - Remmember: Networking is helping each other from the both sides. Use your contacts, but be also usefull.
4 - "If you are not able to say what you can contribute to improve your company, you are OUT"
Chynthia Kellams, North-American consultant
5 - Career cycle
1st show your technique knowledge.
Only after your competencies, how to work as a team, your automotivation and learn capacity.
Analyse how much your can contribute for your company and how you can improve for that.
Do not wait for your company!
6 - Be carefull with your native language
Basic rule. Is important that you know how to speak your native language.
7 - What you need to be successfull at job interview
- Speak about details that show your competencies, even it is basic ones;
- Say clearly what you want. If your objective is being a chief, say right away;
- Reforce what you can do better. Use powerfull verbs: I created, I planned, I analysed;
- Dress, according to your style, something that integrate the values and ethic of the company;
- Ask about the company and the job details;
- Negociate your salary and the final bonus in the end of the interview, after listen the company representant. Ask time to think and do not feel intimidated to say your expectations: this is the time to do it.
8 - "What detaches the stars from the middle is not what they have inside their minds. Is how they can use it."
Robert E. Kelley - Author of the book: "How I can be a work star"
9 - The big mistake - The right time to quit the job.
When is the right time to quit the job? When you are on top. If you wait to slow down, forget it.
Take the football (soccer) players as an example to manage your career.
10 - Analyse your career
Follow the next text, step by step. If you need help ask a friend.
A - Make a historical of the companies which you worked for
The time your worked, the projects you assumed and teams that you command;
B - Analyse each stage
Which are the situations that you worked good, you failed and why? Take in consideration the techniques, competencies and behaviours;
C - Make a graphic of your career to visualize your moments that you evoluted or not;
D - Identify what you like to do, what is a success for you, what motivates you;
E - Now is time to plan your career. Decide if you want to change your area or job or stay at the same place and use some quality that you do not knew. Or search for new courses and new books to understand better your competencies
1-10
1 - Allways Friends
Being with friends is good for the company and for you.
Firstly, because is a pleasure.
Secondly, because is usefull.
2 - Networking is not...
...talk with people when you need...is adding value for your social capital.
You should create your relationships, and you need to stay and keep in the memory and the hearth of the people.
3 - Fullfill your agenda
A - Make a list with name and phone of your known people and keep updated.
B - Do not wait your contacts to guess your needs. Ask help.
C - Everyone has something to offer to the others. Share your knowledge, interests and hobbies.
D - Remmember: Networking is helping each other from the both sides. Use your contacts, but be also usefull.
4 - "If you are not able to say what you can contribute to improve your company, you are OUT"
Chynthia Kellams, North-American consultant
5 - Career cycle
1st show your technique knowledge.
Only after your competencies, how to work as a team, your automotivation and learn capacity.
Analyse how much your can contribute for your company and how you can improve for that.
Do not wait for your company!
6 - Be carefull with your native language
Basic rule. Is important that you know how to speak your native language.
7 - What you need to be successfull at job interview
- Speak about details that show your competencies, even it is basic ones;
- Say clearly what you want. If your objective is being a chief, say right away;
- Reforce what you can do better. Use powerfull verbs: I created, I planned, I analysed;
- Dress, according to your style, something that integrate the values and ethic of the company;
- Ask about the company and the job details;
- Negociate your salary and the final bonus in the end of the interview, after listen the company representant. Ask time to think and do not feel intimidated to say your expectations: this is the time to do it.
8 - "What detaches the stars from the middle is not what they have inside their minds. Is how they can use it."
Robert E. Kelley - Author of the book: "How I can be a work star"
9 - The big mistake - The right time to quit the job.
When is the right time to quit the job? When you are on top. If you wait to slow down, forget it.
Take the football (soccer) players as an example to manage your career.
10 - Analyse your career
Follow the next text, step by step. If you need help ask a friend.
A - Make a historical of the companies which you worked for
The time your worked, the projects you assumed and teams that you command;
B - Analyse each stage
Which are the situations that you worked good, you failed and why? Take in consideration the techniques, competencies and behaviours;
C - Make a graphic of your career to visualize your moments that you evoluted or not;
D - Identify what you like to do, what is a success for you, what motivates you;
E - Now is time to plan your career. Decide if you want to change your area or job or stay at the same place and use some quality that you do not knew. Or search for new courses and new books to understand better your competencies
Monday, February 23, 2009
Leadership: Why we keep watching sport?
Last Sunday's NBA All-Star Game was the lead-in for CNN's sports
writer, Bob Greene's, commentary on "Why We Watch Games." While the
players ' faces gave evidence of committed athletes, Greene described
the event as more of a "class reunion of basketball's elite." So in
that difference between committed athlete and "class reunion"
environment, he asks the question: "what is the real reason we keep
on watching (the games)?"
The answer, he suggests, may be found in a sentence that Pulitzer
Prize-winning writer, John Updike, wrote in an essay, "Hub Fans Bid
Kid Adieu." The essay was inspired by Updike's attendance at the last
game Ted Williams, legendary baseball hero and Hall of Famer, played
in Fenway Park in 1960. The sentence Greene says "explains everything
-- not just about sports, but about the lives the rest of us can
lead."
"'For me, Williams is the classic ballplayer of the game on a hot
August weekday, before a small crowd, when the only thing at stake is
the tissue-thin difference between a thing done well and a thing done
ill.'
Greene writes of this:
"There it is, right there. That tissue-thin difference -- when you
don't necessarily know anyone is watching -- there is the answer. We
all face the choice in our lives every day: to make the extra effort
or not, to stay at the desk for the extra fifteen minutes or to go
home, to revise the project one more time before handing it in or to
settle for something acceptable, if not quite excellent.
"On fields of play -- baseball diamonds, football fields, a basketball
court like the one on which Sunday's All-Star Game will be held -- the
tissue-thin difference is there for the world to see. The lights are
dazzlingly bright; the television cameras carry the close-ups around
the globe. If a player is dogging it, we can tell; if a player is
jogging instead of sprinting, it's self-evident; if a player's mind is
already at the party that will be held after the final buzzer, we
know. Yet once in a while -- we can see it in a player's eyes -- we
are rewarded. Once in a while, sometimes when we are least expecting
to witness it, it's there: a tiny move, an all-but-imperceptible
lunge, an additional thrust, a reach beyond that which should by all
reason be reachable.
"A thing done well, when the player could have gotten away with a
thing done ill. Are the rest of us the same as the players on the
court? In most ways, no. We lack their athletic skill, their physical
grace, their monetary riches. They hear cheers every working night; we
toil in silence. And yet, the one way in which we can be the same, or
at least strive to, is in that pursuit of the tissue-thin difference.
The thing that makes the best of them different is the thing that
offers us, too, the potential to earn that difference -- the effort
beyond mere effort, the desire beyond standard-issue desire, the pride
so strong that it becomes the definition of pride.
"Why do we watch? We watch for those moments. They may be fleeting;
they may come and go so quickly we're not even certain, for an
instant, that we actually saw them. But they're real, and they can be
ours. We wait for them."
On the many fields of life - sports, professional, personal, family,
etc. - everything is visible for the world to see. And we all know
when someone is just going through the actions and not giving their
all. Our personal greatness lies in those countless moments when,
faced with the choice of how we will respond to a situation - in that
brief nanosecond when we choose our response - we must choose wisely
and choose well… "and they can be ours." Let our choices always be in
line with our life's pursuit of excellence - in everything we do and
think. May your week be filled with magnficent choices that show that
your tissue-thin difference distinguishes you far above those who
choose otherwise.
writer, Bob Greene's, commentary on "Why We Watch Games." While the
players ' faces gave evidence of committed athletes, Greene described
the event as more of a "class reunion of basketball's elite." So in
that difference between committed athlete and "class reunion"
environment, he asks the question: "what is the real reason we keep
on watching (the games)?"
The answer, he suggests, may be found in a sentence that Pulitzer
Prize-winning writer, John Updike, wrote in an essay, "Hub Fans Bid
Kid Adieu." The essay was inspired by Updike's attendance at the last
game Ted Williams, legendary baseball hero and Hall of Famer, played
in Fenway Park in 1960. The sentence Greene says "explains everything
-- not just about sports, but about the lives the rest of us can
lead."
"'For me, Williams is the classic ballplayer of the game on a hot
August weekday, before a small crowd, when the only thing at stake is
the tissue-thin difference between a thing done well and a thing done
ill.'
Greene writes of this:
"There it is, right there. That tissue-thin difference -- when you
don't necessarily know anyone is watching -- there is the answer. We
all face the choice in our lives every day: to make the extra effort
or not, to stay at the desk for the extra fifteen minutes or to go
home, to revise the project one more time before handing it in or to
settle for something acceptable, if not quite excellent.
"On fields of play -- baseball diamonds, football fields, a basketball
court like the one on which Sunday's All-Star Game will be held -- the
tissue-thin difference is there for the world to see. The lights are
dazzlingly bright; the television cameras carry the close-ups around
the globe. If a player is dogging it, we can tell; if a player is
jogging instead of sprinting, it's self-evident; if a player's mind is
already at the party that will be held after the final buzzer, we
know. Yet once in a while -- we can see it in a player's eyes -- we
are rewarded. Once in a while, sometimes when we are least expecting
to witness it, it's there: a tiny move, an all-but-imperceptible
lunge, an additional thrust, a reach beyond that which should by all
reason be reachable.
"A thing done well, when the player could have gotten away with a
thing done ill. Are the rest of us the same as the players on the
court? In most ways, no. We lack their athletic skill, their physical
grace, their monetary riches. They hear cheers every working night; we
toil in silence. And yet, the one way in which we can be the same, or
at least strive to, is in that pursuit of the tissue-thin difference.
The thing that makes the best of them different is the thing that
offers us, too, the potential to earn that difference -- the effort
beyond mere effort, the desire beyond standard-issue desire, the pride
so strong that it becomes the definition of pride.
"Why do we watch? We watch for those moments. They may be fleeting;
they may come and go so quickly we're not even certain, for an
instant, that we actually saw them. But they're real, and they can be
ours. We wait for them."
On the many fields of life - sports, professional, personal, family,
etc. - everything is visible for the world to see. And we all know
when someone is just going through the actions and not giving their
all. Our personal greatness lies in those countless moments when,
faced with the choice of how we will respond to a situation - in that
brief nanosecond when we choose our response - we must choose wisely
and choose well… "and they can be ours." Let our choices always be in
line with our life's pursuit of excellence - in everything we do and
think. May your week be filled with magnficent choices that show that
your tissue-thin difference distinguishes you far above those who
choose otherwise.
Sunday, February 22, 2009
Human Resources: How to lead a talent team in China
How to develop, manage, and lead a talent team in China
By David Dan, D Square Transformation Consulting Inc. -- Electronic Business, 4/19/2007
For more information on this topic, see our Guide on "Doing business in China."
What do the following companies—Alibaba, Baidu, Canon, Ericsson, Haier, Lenovo, Li-Ning Sport, Oracle, and Starbucks—have in common?
Human resources professionals and consulting firms in China selected them as the 2005 "Best Employers in China." They were selected based on three criteria: an employee's growth opportunity, an employee's sense of self- achievement, and an employee's sense as a team member of the organization.
Second question: What do these companies—Lenovo, P&G, Huawei, IBM, Haier, China Mobile, Microsoft, Siemens, GE, and Nokia—have in common in China?
Answer: They are the ideal companies, in the order in which they are listed, to which Chinese university graduates can apply for their first job.
The new graduates measured a "good or great company" according to several factors, including company culture, a company's marquee value, brand awareness, and compensation packages.
The compensation package used to be the top reason employees left companies in China. This is true in labor-intensive industries, but it is not the case for talent-oriented operations. I have interviewed many senior multinational companies'managers in China about what their employees are most concerned about in their jobs. Some of the common concerns include what the company's commitment is to grow in China and whether or not the company's leader has a background in Chinese culture.
I disagree about so-called guanxi in most cases in the professional world, but I do emphasize that "personal touch from your heart" by appreciating an employee's work. Showing an interest in people's career path as well as in family members is the most critical factor for building up a talent team in China. This is a global standard of leadership that works well in China too. I have seen many expatriate executives only work in the office, waiting for reports and asking a lot of questions without going out to connect with customers. Playing golf or having dinner at a VIP membership-only club with your closest friends doesn't help your business. Instead, drive yourself to visit customers and network with local people. Go to local events, and visit an employee's family on the weekend —these are powerful tools for fostering leadership and retaining talent.
"Care with your heart" instead of guanxi: This is a universal rule. I used to run a "family day" program twice a year to express appreciation for my employees' family support in our tough 24 x 7 business environment.
Author information David Dan is president and founder of Dsquare in San Diego. A computing industry veteran, he started up the Taiwan office for Intel and led Intel China in its startup stage in 1994.
1. Your company and expatriates' commitment in China do matter. This is the basic foundation for a startup organization. 2. Understand and manage the culture conflict: among Chinese, Communist, and Western cultures. 3. You need to have a talent development program and commit to make it work. 4. Choose the right leader for your Chinese operations—someone who has a strong passion for China and the Chinese, not only for the business objectives, and appreciates or enjoys the people, culture, and environment. 5. Not all Chinese are the same. The Chinese from Taiwan, Hong Kong, Singapore, and mainland China are different; they have different cultures and experiences. A good manager recognizes this and makes the necessary adjustments in managing the employees. 6. Last but not least: Be patient. It takes time to build your credibility in the HR community and on the campus. Once you do, you have a better chance to recruit the best talent.
Six ways to develop a talent team in China
| What Chinese university graduates look for in a company 1. Company culture: The factors in this category include a stable and challenge working environment, an opportunity to move up in the company, some level of globalization, and a top-rate recruitment policy. 2. Company marquee value: The perceived strength of the company's management and leadership abilities is important to recruits. They also mentioned the company's growth rate and the impact or value of the company on the economy—both nationally and locally. 3. Brand awareness: In the market as well as on the campus. 4. Compensation: The package must be competitive with those of other companies in the market. Training and development programs are also important. |
Tuesday, February 17, 2009
Leadership: Trust is a root of Motivation
Stephen Covey in his book, The 8th Habit, writes: "Trust is not only
the fruit of trustworthiness; it is also the root of motivation. It
is the highest form of motivation." He shares a personal story from
his own life that demonstrates the power of trust and how it can
transform a life.
"Early in my adult life someone saw potential within me that far
exceede what I saw in myself. He saw beneath the surface, beyond the
obvious and evident. He looked into my heart and eyes and spirit and
saw the raw, undeveloped unseen seeds of greatness that lie within
each one of us.
"So he entrusted me with a charge and responsibility far beyond my
experience and perceived ability. He have me his trust, without
evidence, without proof. He simply believed and expected I would rise
to the challenge, and he treated me accordingly. It was an act of
faith. But that act of faith so affirmed my worth and potential that
I was inspired to seet it in myself. His faith in me increased my own
faith and vision of myself. I aspired tro the highest and most noble
inclinations within me. I was not perfect, but how I grew! It also
became a philosophy of life to me.
"Trust becomes a verb when you communicagte to others their worth and
potential so clearly that they are inspired to see it in themselves."
Johann Wolfgang von Goethe, German author and poet, wrote: "Treat a
man as he is and he will remain the same. Treat a man as he can and
should be and he will become as he can and should be." May your week
be filled with the joy of great acts of trust - in others and in
yourself - that you and those whom you serve may see the seeds of
greatness that lie within you. And have fun doing it!
the fruit of trustworthiness; it is also the root of motivation. It
is the highest form of motivation." He shares a personal story from
his own life that demonstrates the power of trust and how it can
transform a life.
"Early in my adult life someone saw potential within me that far
exceede what I saw in myself. He saw beneath the surface, beyond the
obvious and evident. He looked into my heart and eyes and spirit and
saw the raw, undeveloped unseen seeds of greatness that lie within
each one of us.
"So he entrusted me with a charge and responsibility far beyond my
experience and perceived ability. He have me his trust, without
evidence, without proof. He simply believed and expected I would rise
to the challenge, and he treated me accordingly. It was an act of
faith. But that act of faith so affirmed my worth and potential that
I was inspired to seet it in myself. His faith in me increased my own
faith and vision of myself. I aspired tro the highest and most noble
inclinations within me. I was not perfect, but how I grew! It also
became a philosophy of life to me.
"Trust becomes a verb when you communicagte to others their worth and
potential so clearly that they are inspired to see it in themselves."
Johann Wolfgang von Goethe, German author and poet, wrote: "Treat a
man as he is and he will remain the same. Treat a man as he can and
should be and he will become as he can and should be." May your week
be filled with the joy of great acts of trust - in others and in
yourself - that you and those whom you serve may see the seeds of
greatness that lie within you. And have fun doing it!
Thursday, February 12, 2009
Leadership: First Things First
Stephen Covey in his Seven Habits of Highly Effectively People,
teaches us the habit of "First Things First" - setting our priorities
and doing those things that are important. In his book, Developing
Great Leaders, John Maxwell adds a wonderful note to this habit by
teaching us to "neglect things that don't really matter." He quotes
William James who said that that the art of being wise is "the art of
knowing what to overlook."
Our lives are filled with events and commitments that tug at our
scarcest resource - time. Knowing priorities, our first things first,
and complementing them with conscientious neglect of what is not
important are key learnings. Maxwell writes of the work of Dr.
Anthony Campolo who conducted a survey of 50 people over the age of
95. The survey had one question: "If you could live your life over
again, what would you do differently?" To this open-ended question
the following three dominant themes emerged:
If I had it to do over again, I would reflect more.
If I had it to do over again, I would risk more.
If I had it to do over again, I would do more things that would live
on after I am dead.
This week my you reflect on how your 'first things first' align with
how you would answer Campolo's question? Are there things that should
be neglected and in that benign neglect make your life richer and
fuller? Listen to the words of John Barrymore, stage and screen
actor, who said: "A man is not old until regrets take the place of
dreams." May you live all your dreams!
teaches us the habit of "First Things First" - setting our priorities
and doing those things that are important. In his book, Developing
Great Leaders, John Maxwell adds a wonderful note to this habit by
teaching us to "neglect things that don't really matter." He quotes
William James who said that that the art of being wise is "the art of
knowing what to overlook."
Our lives are filled with events and commitments that tug at our
scarcest resource - time. Knowing priorities, our first things first,
and complementing them with conscientious neglect of what is not
important are key learnings. Maxwell writes of the work of Dr.
Anthony Campolo who conducted a survey of 50 people over the age of
95. The survey had one question: "If you could live your life over
again, what would you do differently?" To this open-ended question
the following three dominant themes emerged:
If I had it to do over again, I would reflect more.
If I had it to do over again, I would risk more.
If I had it to do over again, I would do more things that would live
on after I am dead.
This week my you reflect on how your 'first things first' align with
how you would answer Campolo's question? Are there things that should
be neglected and in that benign neglect make your life richer and
fuller? Listen to the words of John Barrymore, stage and screen
actor, who said: "A man is not old until regrets take the place of
dreams." May you live all your dreams!
Leadership: Circle Learner
"A leader's potential is determined by those closest to him or her."
This is the 'Law of the Inner Circle' that John C. Maxwell shares with
leaders in a recent article, "A Leaders Inner Circle," in Leadership
Wired. The newspapers are replete with stories of business leaders
and politicians whose successes or failures are directly attributed to
those they selected as advisors.
Maxwell suggests the following questions for admitting candidates into your inner circle:
1. Do they display exemplary character in everything they do? (Do
they represent your highest values and principles?)
2. Do they bring complementary gifts to the table? (Do they bring
diverse perspectives to help you see the world differently and with
greater depth and breadth?)
3. Do they hold a strategic position and have influence within
the organization? (Do they have the power to execute on a leader's
decision and are they respected by others?)
4. Do they add value to the organization and to the leader? (Do
they have special skills or knowledge that are needed?)
5. Do they positively impact other members of the inner circle?
(Do they promote harmony within the group and do they have the
emotional intelligence to work effectively with others?)
Maxwell tells us that there are two common errors leaders make in
selecting their inner circle: 1) "soliciting praise instead of
candor" - picking 'yes' men instead of advisors who will speak their
minds and, 2) "driving away talent so that your power isn't
threatened" - leaders can't know everything and should "welcome talent
in areas where they lack strength."
This week may you look at your inner circle through the eyes of
Maxwell's questions. Do the answers meet your expectations? Is your
inner circle the one that will enable you to achieve your highest
potential? Choose wisely; choose well.
Have a beautiful day and a fantastic week!!!
This is the 'Law of the Inner Circle' that John C. Maxwell shares with
leaders in a recent article, "A Leaders Inner Circle," in Leadership
Wired. The newspapers are replete with stories of business leaders
and politicians whose successes or failures are directly attributed to
those they selected as advisors.
Maxwell suggests the following questions for admitting candidates into your inner circle:
1. Do they display exemplary character in everything they do? (Do
they represent your highest values and principles?)
2. Do they bring complementary gifts to the table? (Do they bring
diverse perspectives to help you see the world differently and with
greater depth and breadth?)
3. Do they hold a strategic position and have influence within
the organization? (Do they have the power to execute on a leader's
decision and are they respected by others?)
4. Do they add value to the organization and to the leader? (Do
they have special skills or knowledge that are needed?)
5. Do they positively impact other members of the inner circle?
(Do they promote harmony within the group and do they have the
emotional intelligence to work effectively with others?)
Maxwell tells us that there are two common errors leaders make in
selecting their inner circle: 1) "soliciting praise instead of
candor" - picking 'yes' men instead of advisors who will speak their
minds and, 2) "driving away talent so that your power isn't
threatened" - leaders can't know everything and should "welcome talent
in areas where they lack strength."
This week may you look at your inner circle through the eyes of
Maxwell's questions. Do the answers meet your expectations? Is your
inner circle the one that will enable you to achieve your highest
potential? Choose wisely; choose well.
Have a beautiful day and a fantastic week!!!
Wednesday, February 4, 2009
Life travel: ...is take a step forward
Leadership is.. take a step forward.
Today, in Picquet Grenelle metro station in Paris, I wanted to buy ticket.
Asking the responsible for the best choice information, he respond was rude way and did not wanted to help me.
Worst.
Worst.
He looked in my eyes as I could be worst than dog boring him.
He tried in the end to force me to go for a machine.
Result - Leading as an example:
"Reclamation"
Is not french society the most "human" rights care?
So lets make "reclamation" and I wrote everything directly as should not be doing.
Friday I will receive a call and for sure I will say that he need to be fired!
For sure, with so much unemployment in France, exist some better person to work in his position.
By the way, 25 years old today is not 18.
We have to start with something right?
Tuesday, February 3, 2009
Leading
"A leader's potential is determined by those closest to him or her."
1. Do they display exemplary character in everything they do?
This is the 'Law of the Inner Circle' that John C. Maxwell shares with leaders in a recent article, "A Leaders Inner Circle," in Leadership Wired.
The newspapers are replete with stories of business leaders and politicians whose successes or failures are directly attributed to those they selected as advisors.
Maxwell suggests the following questions for admitting candidates into your inner circle:
1. Do they display exemplary character in everything they do?
(Do they represent your highest values and principles?)
2. Do they bring complementary gifts to the table?
2. Do they bring complementary gifts to the table?
(Do they bring diverse perspectives to help you see the world differently and with greater depth and breadth?)
3. Do they hold a strategic position and have influence within the organization?
3. Do they hold a strategic position and have influence within the organization?
(Do they have the power to execute on a leader's decision and are they respected by others?)
4. Do they add value to the organization and to the leader?
4. Do they add value to the organization and to the leader?
(Do they have special skills or knowledge that are needed?)
5. Do they positively impact other members of the inner circle?
(Do they promote harmony within the group and do they have the emotional intelligence to work effectively with others?)
Maxwell tells us that there are two common errors leaders make in selecting their inner circle:
5. Do they positively impact other members of the inner circle?
(Do they promote harmony within the group and do they have the emotional intelligence to work effectively with others?)
Maxwell tells us that there are two common errors leaders make in selecting their inner circle:
1) "soliciting praise instead of candor" - picking 'yes' men instead of advisors who will speak their minds
2) "driving away talent so that your power isn't threatened" - leaders can't know everything and should "welcome talent
in areas where they lack strength."
This week may you look at your inner circle through the eyes of Maxwell's questions.
in areas where they lack strength."
This week may you look at your inner circle through the eyes of Maxwell's questions.
Do the answers meet your expectations?
Is your inner circle the one that will enable you to achieve your highest potential?
Choose wisely; choose well.
Have a beautiful day and a fantastic week!!!
Have a beautiful day and a fantastic week!!!
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