iL Capo Habits

- Five Myths of a CEO's First 100 Days

2012-02-02T00:39:00.002+04:00

It's tough at the top and getting tougher. CEO turnover in medium and large U.S. companies is speeding up: Today CEOs last just six years on average, down from eight years a decade ago.

More than 15% of current CEOs are freshmen. Starting off on the right foot is crucial, especially during "the first 100 days," when new top executives are under intense scrutiny to prove they're equal to the job.

Unfortunately, the 100-day strategy has fallen victim to several myths that make it more difficult for leaders to lead.

MYTH #1: New CEOs should look outward and move quickly, rapidly inspecting personnel and procedures and identifying shortcomings in order to "sort out the mess." One CEO, newly installed in an ailing industrial goods company, wasted time investigating and disparaging his predecessor. After a year of "I'm-not-the-other-guy" leadership, this executive hadn't stamped his own identity on the business or made any distinctive decisions.

FACT: New CEOs benefit from introspection, not just inspection. They should reflect on their leadership style in order to adapt and harmonize with the company. One CEO, for example, excelled at communicating to small groups, delegating and team-building. Because he initially concentrated on assembling a strong team and personally communicating with them, he was able to develop a firm launch-pad for a variety of initiatives aimed at transforming the company.

MYTH #2: New CEOs should make an impact as soon as possible, notching up some "quick wins." Consider one American executive who took over a foreign-owned manufacturing company. Without pausing to fully appreciate the company's culture, ownership structure and tolerance for change, he developed a turbo-charged reorganization and growth plan. The Board of Directors rejected it, forcing him to backtrack, rebuild credibility and endure increased scrutiny.

FACT: New CEOs should find out what makes a company tick and work with this reality to achieve goals. In this spirit, the CEO-elect of an established media company devoted eight months prior to her accession to soliciting the views of stakeholders and identifying areas of future innovation and growth. After taking office and completing her review, she assembled her team. Her patience and precision instilled confidence, enhanced morale, and was rewarded with impressive growth.

MYTH #3: New CEOs should establish their executive team by recruiting the ablest functional and line leaders. One over-enthusiastic food company CEO established a team of outstanding executives, only to find that it wasn't a team at all, but rather a group of individuals with divergent and conflicting approaches. His role became that of compromise-seeker and peacekeeper, not leader.

FACT: "Teamability" may be more important than individual ability. New CEOs should look for team players, rather than individual superstars, when they establish the inner circle. A top talent who can't work effectively with colleagues is a liability, not an asset.

MYTH #4: New CEOs must promptly define and communicate performance metrics. An incoming CEO of an entertainment company, eager to secure first-mover advantage, instituted an ambitious growth strategy and set specific targets for managers. The board, concerned he had taken his eye off the core business, forced him to start again.

FACT: Before defining standards and evaluation criteria for others, new CEOs should first establish and communicate how they themselves will be evaluated.

MYTH #5: New CEOs must strive to be the smartest person in the room; you're the chief, right? After a healthcare executive was promoted over longer-serving colleagues, he took a crash course in their fields of expertise. Whenever they made constructive suggestions, he knew better. Except, of course, he didn't, and he suffered for it.

FACT: Omniscience is unattainable and does not guarantee great leadership. Smartness is helpful, but so are humility and inquisitiveness. The new CEO of a financial services business, an outside hire, studied just enough to ask the right questions. He acknowledged and deferred to those with superior expertise, but knew enough to challenge easy assumptions. This enabled him to slowly reset the organization's goals, with his senior colleagues firmly on board.

Perhaps the most dangerous myth of all is that a new CEO's worth can be judged in the "first 100 days." That's often not the case.

New CEOs need to maximize job preparation through research, consultation and introspection. They need to listen to others, seek impartial, external counsel who can discuss the un-discussable, and differentiate between self-interested counsellors and the advice of team players.

The most successful CEOs are not always the leaders who are most knowledgeable and decisive. Often they are the leaders who create the best teams, inspire peers, and set a coherent vision in keeping with the organization's mission.

/hbr

- The Seven Habits of Spectacularly Unsuccessful Executives

2012-01-05T23:04:00.000+04:00

These traits can be found in the leaders of current failures like Research In Motion (RIMM), but they should be early-warning signs (cautionary tales) to currently unbeatable firms like Apple (AAPL), Google (GOOG), and Amazon.com (AMZN).
Here are the habits, as Finkelstein described in a 2004 article:

Habit # 1: They see themselves and their companies as dominating their environment
This first habit may be the most insidious, since it appears to be highly desirable. Shouldn’t a company try to dominate its business environment, shape thefuture of its markets and set the pace within them? Yes,but there’s a catch. Unlike successful leaders, failed leaders who never question their dominance fail torealize they are at the mercy of changing circumstances.They vastly overestimate the extent to which they actually control events and vastly underestimate the role of chance and circumstance in their success.
CEOs who fall prey to this belief suffer from the illusion of personal pre-eminence: Like certain film directors, they see themselves as the auteurs of their companies. As far as they’re concerned, everyone else in the company is there to execute their personal visionfor the company. Samsung’s CEO Kun-Hee Lee was so successful with electronics that he thought he could repeat this success with automobiles. He invested $5 billion in an already over-saturated auto market. Why? There was no business case. Lee simply loved cars and had dreamed of being in the auto business.
Warning Sign for #1: A lack of respect

Habit #2: They identify so completely with the company that there is no clear boundary between their personal interests and their corporation’s interests
Like the first habit, this one seems innocuous, perhaps even beneficial. We want business leaders to be completely committed to their companies, with their interests tightly aligned with those of the company. But digging deeper, you find that failed executives weren’t identifying too little with the company, but rather too much. Instead of treating companies as enterprises that they needed to nurture, failed leaders treated them as extensions of themselves. And with that, a “private empire” mentality took hold.
CEOs who possess this outlook often use their companies to carry out personal ambitions. The most slippery slope of all for these executives is their tendency to use corporate funds for personal reasons. CEOs who have a long or impressive track record may come to feel that they’ve made so much money for the company that the expenditures they make on themselves, even if extravagant, are trivial by comparison. This twisted logic seems to have been one of the factors that shaped the behavior of Dennis Kozlowski of Tyco. His pride in his company and his pride in his own extravagance seem to have reinforced each other. This is why he could sound so sincere making speeches about ethics while using corporate funds for personal purposes. Being the CEO of a sizable corporation today is probably the closest thing to being king of your own country, and that’s a dangerous title to assume.
Warning Sign for #2: A question of character

Habit #3: They think they have all the answers
Here’s the image of executive competence that we’ve been taught to admire for decades: a dynamic leader making a dozen decisions a minute, dealing with many crises simultaneously, and taking only seconds to size up situations that have stumped everyone else for days. The problem with this picture is that it’s a fraud. Leaders who are invariably crisp and decisive tend to settle issues so quickly they have no opportunity to grasp the ramifications. Worse, because these leaders need to feel they have all the answers, they aren’t open to learning new ones.

CEO Wolfgang Schmitt of Rubbermaid was fond of demonstrating his ability to sort out difficult issues in a flash. A former colleague remembers that under Schmitt,” the joke went, ‘Wolf knows everything about everything.’ In one discussion, where we were talking about a particularly complex acquisition we made in Europe, Wolf, without hearing different points of view, just said, ‘Well, this is what we are going to do.’” Leaders who need to have all the answers shut out other points of view. When your company or organization is run by someone like this, you’d better hope the answers he comes up with are going to be the right ones. At Rubbermaid they weren’t. The company went from being Fortune’s most admired company in America in1993 to being acquired by the conglomerate Newell a few years later.
Warning Sign for #3: A leader without followers

Habit #4: They ruthlessly eliminate anyone who isn’t completely behind them
CEOs who think their job is to instill belief in their vision also think that it is their job to get everyone to buy into it. Anyone who doesn’t rally to the cause is undermining the vision. Hesitant managers have a choice: Get with the plan or leave.
The problem with this approach is that it’s both unnecessary and destructive. CEOs don’t need to have everyone unanimously endorse their vision to have it carried out successfully. In fact, by eliminating all dissenting and contrasting viewpoints, destructive CEOs cut themselves off from their best chance of seeing and correcting problems as they arise. Sometimes CEOs who seek to stifle dissent only drive it underground. Once this happens, the entire organization falters. At Mattel, Jill Barad removed her senior lieutenants if she thought they harbored serious reservations about the way that she was running things. Schmitt created such a threatening atmosphere at Rubbermaid that firings were often unnecessary. When new executives realized that they’d get no support from the CEO, many of them left almost as fast as they’d come on board. Eventually, these CEOs had everyone on their staff completely behind them. But where they were headed was toward disaster. And no one was left to warn them.
Warning Sign for #4: Executive departures

Habit #5: They are consummate spokespersons, obsessed with the company image
You know these CEOs: high-profile executives whoare constantly in the public eye. The problem is that amid all the media frenzy and accolades, these leaders’ management efforts become shallow and ineffective. Instead of actually accomplishing things, they often settle for the appearance of accomplishing things.
Behind these media darlings is a simple fact of executive life: CEOs don’t achieve a high level of media attention without devoting themselves assiduously to public relations. When CEOs are obsessed with their image, they have little time for operational details. Tyco’s Dennis Kozlowski sometimes intervened in remarkably minor matters, but left most of the company’s day-to-day operations unsupervised.
As a final negative twist, when CEOs make the company’s image their top priority, they run the risk of using financial-reporting practices to promote that image. Instead of treating their financial accounts as a control tool, they treat them as a public-relations tool. The creative accounting that was apparently practiced by such executives as Enron’s Jeffrey Skilling or Tyco’sKozlowski is as much or more an attempt to promote the company’s image as it is to deceive the public: In their eyes, everything that the company does is public relations.
Warning Sign of #5: Blatant attention-seeking

Habit #6: They underestimate obstacles

Part of the allure of being a CEO is the opportunity to espouse a vision. Yet, when CEOs become so enamored of their vision, they often overlook or underestimate the difficulty of actually getting there. And when it turns out that the obstacles they casually waved aside are more troublesome than they anticipated, these CEO shave a habit of plunging full-steam into the abyss. For example, when Webvan’s core business was racking up huge losses, CEO George Shaheen was busy expanding those operations at an awesome rate.
Why don’t CEOs in this situation re-evaluate their course of action, or at least hold back for a while until it becomes clearer whether their policies will work? Some feel an enormous need to be right in every important decision they make, because if they admit to being fallible, their position as CEO might seem precarious. Once a CEO admits that he or she made the wrong call, there will always be people who say the CEO wasn’t up to the job. These unrealistic expectations make it exceedingly hard for a CEO to pull back from any chosen course of action, which not surprisingly causes them to push that much harder. That’s why leaders at Iridium and Motorola (MMI) kept investing billions of dollars to launch satellites even after it had become apparent that land-based cellphones were a better alternative.
Warning Sign of #6: Excessive hype

Habit #7: They stubbornly rely on what worked for them in the past
Many CEOs on their way to becoming spectacularly unsuccessful accelerate their company’s decline by reverting to what they regard as tried-and-true methods. In their desire to make the most of what they regard as their core strengths, they cling to a static business model.They insist on providing a product to a market that no longer exists, or they fail to consider innovations in areas other than those that made the company successful in the past. Instead of considering a range of options that fit new circumstances, they use their own careers as the only point of reference and do the things that made them successful in the past. For example, when Jill Barad was trying to promote educational software at Mattel,she used the promotional techniques that had been effective for her when she was promoting Barbie dolls, despite the fact that software is not distributed or bought the way dolls are.
Frequently, CEOs who fall prey to this habit owe their careers to some “defining moment,” a critical decision or policy choice that resulted in their most notable success. It’s usually the one thing that they’re most known for and the thing that gets them all of their subsequent jobs. The problem is that after people have had the experience of that defining moment, if they become the CEO of a large company, they allow their defining moment to define the company as well – no matter how unrealistic it has become.
Warning Sign of #7: Constantly referring to what worked in the past

The bottom line: If you exhibit several of these traits, now is the time to stamp them out from your repertoire. If your boss or several senior executives at your company exhibit several of these traits, now is the time to start looking for a new job.

/forbes

- New Year Resolutions...

2011-12-28T00:07:00.000+04:00

This year has been a wild one, filled with changes, sometimes forceful cones, nevertheless every year has its own specifics...

Let us reflect on our past year, individually as well as collectively, and choose wisely what has served our greatness and what hasn't.
Let us become more conscious about our choices and decisions and let us rejoice in the beauty of a new cycle of 365 days to experience a more essential adventure.

1* Speak less, reflect more

Words, while amazingly necessary, aren't as essential as the power they carry. When we are given a chance to think about our thoughts a little longer, we can truly give them the most appropriate vessels to be traveling from within to outward. Sharing thoughts is a great responsibility as it gives a way to one’s truth. Take a little more time to reflect on your thoughts so that when your voice find the most appropriate way to share them, they come out as healing vessels and building stones.

2* Worry less, love more

This year, give yourself a space to Love more than worrying.
Worries aren't serving anyone nor anything.
Worries are expression of the Ego losing control.
Bring more Faith and more trust in the goodness of Life as its nature is always aligned with excellence.
The path may not always be clear for the mind (where worries originate).
However, it always is clear for the heart (where Love exists).

3* Hold less, express more

Any kind of emotional held back is simply Life not given the chance to be expressed. This is a powerful energy that when stayed behind can ultimately turn creative energy into deadly substance consuming the self and lowering the inner-vibration. Self-expression is the core of the Human Being. It is an undeniable right of the Soul and the purpose of this experience.

4* Judge less, forgive more

Remember one thing:
The Life that you observe is the Life that you are. What you see outside is what you know of yourself inside.

Judgments and critics are the deep wounds that one must be willing to open so that he can bring healing.

Forgiveness is the first medication that must be administered after self-awareness has brought clarity to the situation.

5* Do less, be more

While doing is what is being asked from us, we remain Human Being before anything. The doer side of us cannot properly do unless he has “been” before and began to grasp what this Being-ness means. This new year, attempt to give a little more room for the Being side of you so that you truly empower the doer part of you. not only will your experience expand but more so you will feel greatly align with your purpose.

Many of our world's problems and conflicts arise because we have lost sight of the basic humanity that binds us all together as a human family.

From a category point of view, it's also helpful to focus on the different facets any of our resolutions might fit in:

The four facets are:

Material prosperity
Spiritual prosperity
Physical prosperity
Social prosperity

These four facets give us a complete and balanced view of prosperity. By reflecting on them, you will get a complete view of how your life as a whole progressed in the past year.

To help you reflect, I’d share some questions you can ask yourself for each facet. By giving honest answers to them, you will be able to see whether or not you have progressed the way you wanted in each facet. For the questions to which your answer is no, you can also ask why to find out the reason behind it. For example, take this question:

Did you achieve the desired net worth?

If your answer is no, you can then ask:

Why?

The answer might be because you didn’t save enough, or there were unexpected expenses you weren’t prepared for. You can use such answers to better prepare yourself for the coming year.

So, here are 20 questions to help you reflect the past year:

1. Material prosperity

Did you achieve your desired net worth?
Did you achieve your desired income level?
Have you built the habit of spending less than you earn?
Have you been able to eliminate debt?
Have you built the habit of saving?
Have your career progressed as you wanted to?
Have you reduced your spending on some unnecessary expenses?

2. Spiritual prosperity

Have you found your life mission?
Did you feel fulfilled?
Could you honestly say that you are happy?
Have you built the necessary habits for spiritual growth? The habits here depend on your belief. They could be meditating or reading sacred texts, for example.

3. Physical prosperity

Have you built the habit of exercising?
Have you built the habit of consuming nutritious food?
Have you had good rest?
Did you feel physically fit in doing your daily work?

4. Social prosperity

Has your relationship with your spouse been as good as you wanted to?
Has your relationship with your family been as good as you wanted to?
Has your relationship with your friends been as good as you wanted to?
Did you make a lot of new friends?
Did you get to know people from more diverse backgrounds?

While the questions listed here are not comprehensive, at least they can give some ideas about how your progress is. Besides, you will be able to see which facet requires the most attention. Since you should maintain the balance of all facets, the facets you lack most are the ones that you should pay more attention to.

The questions can also help you identify the specific actions you should take for each facet. For example:

If your answer to the question Have you built the habit of exercising? is no, then you should focus on building the exercise habit.
If your answer to the question Did you get to know people from more diverse backgrounds? is no, then you should focus on knowing people from different worlds.
If your answer to the question Have you found your life mission? is no, then you should focus on finding your life mission.

You can then prioritize the actions based on what will make the most impact on your life. All these, I believe, will help you set your goals for the new year.

Your objective should be to have good and balanced progress in all four facets.

lh/mlb/ich

- Merry Christmas

2011-12-24T12:23:00.000+04:00

... So this is Christmas and what have you done, Another year over, a new one just begun.

Nous y sommes. Ce soir, c’est la belle nuit de Noël. Et ce soir, au-delà de tout, au-delà des discordes, des doléances, de l’amertume et de la douleur, ce soir, je/on pardonne. Emballées les rancœurs de l’année écoulée. Emballées dans des paquets cadeaux, sous le papier soyeux, emballées et bien ficelées avec des rubans rouges. Posées sous le sapin les erreurs commises. On oublie et on passe à autre chose. On tourne la page, on termine le chapitre, on ferme le livre et on le range dans la bibliothèque de nos (mauvais) souvenirs. On peut même le jeter au bûcher (des vanités), mais on pardonne.

Ce soir, c’est Noël et ce soir, je pardonne.

Je pardonne à ceux qui m’ont trahie. ہ ceux à qui j’ai donné ma confiance. Je pardonne à ceux devant qui j’ai baissé mes armes, fissuré mon armure, mis de côté mon bouclier.

Je pardonne à ceux qui m’ont trompée avec (ou sans) scrupules. ہ ceux qui ont essayé de m’humilier ou qui m’ont jugée. Qui ont pensé que ce que je faisais était infaisable.

Je pardonne à ceux qui ont dit que je n’étais pas à la hauteur et à ceux qui ont pu imaginer que j’étais quelqu’un d’autre.

Je pardonne à ceux qui ont voulu me modeler, me changer et me façonner à l’envi. ہ ceux qui m’ont fait croire à l’impossible, à ceux qui m’ont fait rêver et, enfin, à ceux qui m’ont fait cauchemarder. Je pardonne à ceux en qui j’ai cru. ہ ceux en qui j’ai placé mes espoirs, à ceux à qui j’ai raconté mes doutes, confié mes secrets.

Je pardonne à ceux qui m’ont vendu des mots en s’écoutant parler. ہ ceux qui ont menti. Je pardonne à ceux qui m’ont lâchée en cours de route. Qui m’ont laissé sur le bas côté, suspendue au garde-fou. Je pardonne à ceux qui ont médit et calomnié des choses à mon sujet. ہ ceux qui m’ont traînée dans la boue.

Je pardonne à ceux qui m’ont descendue de mon piédestal et ont changé d’avis. Je pardonne à ceux qui ont peur de l’obscurité et à ceux qui ont peur de la lumière, ceux qui se plantent, ceux qui pleurent.

Je pardonne à ceux qui ne sont pas venus et ceux qui sont partis. ہ ceux qui craignent l’amour, à ceux qui fléchissent devant leurs (vieux) démons, à ceux qui sont lâches.

Je pardonne aux menteurs et aux hypocrites parce qu’ils n’y peuvent
rien. Je pardonne aux colériques, aux haineux et aux discourtois...
Je sais pourtant qu’aussi grande puisse être ma compassion, il y a des gens à qui je ne pourrai jamais pardonner. J’essayerai quand même.

Et je demande d’avance pardon si je n’y arrive pas. Ce soir, je demande pardon à tous ceux que j’ai blessés par inadvertance. Pardon à ceux que je n’ai pas rappelés. ہ ceux que j’ai négligés. ہ ceux que j’ai oubliés.

Je demande pardon à ceux qui ont cru en moi. ہ ceux que j’ai jugés trop vite. ہ ceux que j’aime et à qui je ne l’ai pas assez dit.

Je demande pardon pour mes erreurs. Je demande pardon pour mes faiblesses et quelques-uns de mes défauts. Je demande pardon à ceux que j’ai fait pleurer. Pardon pour ces moments qui ne seront plus que des souvenirs.

Je demande pardon si j’ai causé de la tristesse et je demande pardon pour mes instants de désarrois. Je demande pardon si je n’ai pas assez donné et si je n’ai pas su recevoir.

Je demande pardon pour les interrogations que j’ai pu provoquées, pour les demandes non exaucées.

Je demande pardon à ceux que j’ai déçus.

Je demande pardon à ceux que je n’ai pas aimés, à ceux que je méprise, à ceux à qui j’en ai voulu.

Je demande pardon pour mes futures maladresses, pour les décisions que je vais prendre, pour les erreurs que je vais commettre.

Je demande pardon à ceux qui m’aiment et à ceux qui ne me comprennent plus.

Je demande pardon, parce que j’ai souvent peur.

Je demande pardon pour tout et pour rien. Parce que je ne sais pas s’il y a eu faute. Mais je sais qu’il y a eu blessure.

Je demande pardon et je pardonne à Dieu mes offenses.

A very merry Christmas and a happy New Year, Let’s hope it’s a good one without any fear.
War is over if you want it, war is over now.

.../zuk

- Tai Chi and Qi Gong Performance in Dubai Keep Fit 2011 Event

2011-12-19T01:02:00.002+04:00

- 10 Ways to Realize Hidden Opportunities

2011-12-14T00:02:00.000+04:00

"Great moments are born from great opportunities," said the late Herb Brooks, one of the world's most famous hockey coaches.

Brooks certainly seized opportunity during his career. He agreed to coach the 1980 U.S. Olympic team that beat the "unbeatable" Soviet Union in Lake Placid, New York during the famous "Miracle on Ice" game on the way to winning the gold medal. It was a modern-day "David vs. Goliath" matchup. Many coaches would refuse such an overwhelmingly difficult job. In fact, several did.

But Brooks saw opportunity in the monumental challenge of leading a bunch of young, amateur, college all-stars against the essentially professional players of the Soviet Union and other European hockey powers.

That opportunity paid off, to say the least.

Whether you're talking about sports, business or any other subject matter, seeking, finding and capitalizing on opportunity are among the most important things a professional must do.
There's one big problem with opportunity, however. It is often hard to find and even harder to harness.

"We are all faced with a series of great opportunities brilliantly disguised as impossible situations," said Charles Swindoll, an American religious author.

I agree wholeheartedly with Swindoll's characterization. The best opportunities are often hidden. They are often located in places we least expect to find them and are presented by people we least expect to provide them.

That reminds me of the old story that sales managers like to share with their young trainees: "On his way back from a three-day fishing trip, a multi-millionaire visits the showroom of an upscale, luxury car dealer. The salespersons, seeing an unshaven, disheveled, poorly dressed man, essentially ignore him. Offended, the multi-millionaire buys a top-of-the-line model the next day from a direct competitor." There are a lot of ways to tell that classic missed-sales-opportunity story, but they all sound something like that.
If opportunity is so important to our success, and so difficult to find and recognize, we need to focus more of our energy on it. Unless you're naturally good at it, finding and capitalizing on opportunity needs to be a deliberate focus:

Open your eyes and ears - we can no longer afford to be indifferent, or even worse, oblivious to the world around us. Be on the lookout for ideas that could lead to new opportunities. Even more important than eyes and ears, keep your mind open too. Many of us miss opportunities, because they don't fit into our pre-existing paradigms.

Remember that all people count - sometimes we get so obsessed with the "right" people, we miss out on valuable opportunities from people, who on the surface, can do seemingly nothing for us.

Fight through the fear - one of the biggest reasons we miss out on extraordinary opportunities is because we are too afraid to leap. Herb Brooks wasn't too afraid to leap; we shouldn't be either.

Let your creative juices flow - the Nobel Prize-winning scientist Albert Szent-Gyorgi once said, "Discovery consists of seeing what everybody has seen and thinking what nobody has thought." The more creative you are, the more opportunity you will discover. See the world in a different way, and doing things like nobody else, and just watch the opportunities that manifest.

Take risks - As the old saying goes, "nothing risked, nothing gained." Unless you take a chance and do something new, you'll keep running into the same old opportunities.

Work really hard - "Opportunity is missed by most people because it is dressed in overalls and looks like work," said the great inventor Thomas Edison.

Set meaningful goals - make those goals specific too. The more you clarify what you really want, the quicker you will recognize it when it shows up.

Find quiet time - many people have found great opportunities, because they prayed for them or spent time meditating about them. Such activity creates focus in your mind, and a focused mind is a powerful mind.

Believe - visualize success and tell yourself that good things will come. A positive mind is more receptive to hidden opportunity.

Prepare - as the old Boy Scout motto says, "be prepared." You never know when the perfect opportunity will open up. If you're not prepared, you might not act on it quickly enough. In his autobiography, former New York City Mayor Rudy Giuliani said he believes in "relentless preparation." He constantly prepares for crisis, so he will perform properly. Same thing applies to opportunity.

/eyeonsales

- They Changed My Sales Comp Plan! What Should I Do?

2011-12-09T22:18:00.001+04:00

Sales Question:

"I have over 15 years of sales experience, with over 5 years at a Fortune 500 company handling million dollar accounts in a sales/maintenance role with about 20% new business development. After leaving that position due to a family issue I have been struggling in my last couple of jobs as a 'new business development' salesperson. Long story short, three jobs later I realize I am terrible at cold calling and don't like it either.

After 90 days my current employer eliminated my base salary and put me on a commission only plan. I have a pipeline that could potentially allow me to match my salary but I am feeling as if I've been slapped in the face and my motivation to work with my CEO is seriously diminished.

What would you suggest that I do?

ANSWER:

Well, for starters, no one "likes" cold calling. What you need to like is cold hard cash. So if you're in sales, and you like cash, there's hope for you because you can learn how to become successful at cold calling. It's teachable. I might even know someone who could help.

But before we dig a little deeper into that, let's discuss what most likely happened with your employer...

Does This Sound Familiar?

Your stellar resume landed on the desk of your current employer who was seeking someone that could help take his or her company to the next level. You interviewed well and were full of confidence. Shortly thereafter, the job and the "higher than they had budgeted" salary plus bonus structure was yours, and the boss couldn't wait to see you make it rain.

Only it didn't rain. In fact, it did the exact opposite of rain. You hit the longest drought of your sales career and your employer can no longer afford to pay you on promises. They need cash to run a company and have decided to put you on straight commission.

What you need to understand is that selling by phone / cold calling / business development etc requires a different skill set than "managing" accounts. Kind of like how it's one thing to be the running back, and it's another to be the field goal kicker. Same game. You can even be on the same team. But it requires a different skill set in order to be successful.

So with the economy the way it is, high paying base salary jobs are hard to come by let alone keep and I get why your current employer realized that your impressive resume was no longer enough to justify what they were paying and you would be wise to see it from their view point as well, otherwise you will never grow as a business professional.

However... What I don't get is how your employer expects you to generate what they need most – revenue – without giving you the tools you need to be successful.

Now don't get me wrong, I wholeheartedly believe salespeople are responsible for their own success and that includes investing in themselves.

But if they believe in you, yet need to take away your base, I would think they would want to at least look into helping you get the skills you need in order for everyone to win.

Unless they think it's a "motivational" issue and that you needed to be motivated to sell... But here's the thing, no one stays motivated when they keep getting rejected on the phone. And the only reason salespeople get rejected a lot is because they haven't learned what to do and what not to do.

If they've offered to provide you with the sales training needed in order to improve your cold call skills, my advice is take it and stick it out. Straight commissioned sales are where all the money is.

But if they've offered no help you have 3 choices:

Get help on your own
Go work for a company that is willing to help their inside sales team succeed
Find a job / position that is in need of the skills you already posses

Here's what I love about all three of these options:

You control all of them. Your success (or failure) is up to you.

/eyeonsales

- The Myth of Work-Life Balance

2011-12-03T00:44:00.001+04:00

Many companies extol the value of work-life balance for their employees, but the reality for senior executives? There isn't any. Frequently, stressed and harried managers look up the organization hierarchy and assume that they'll have greater control of their time when they advance to the C-suite. What they don't understand is that modern-day telecommunications, the hair-trigger requirements of financial markets, and the pace of global organizations create 24 x 7 work lives for most executives. So, forget work-life balance and think personal organization and finding ways to relax.

I see too many new and aspiring executives who are naïve about what it takes to succeed at the C-suite level and surprised by the withering demands placed upon them. The first step in dealing with the workload is putting in place the support structure that allows you to focus your energies on key priorities and issues where you can add the greatest value to the business.

Think for a minute. If your boss came and asked you to lead a major change initiative, your first questions would be about the budget and staff you would have at your disposal for the effort. The same logic applies to preparing to operate as an executive. At work and at home, who are the people who allow you to leverage your time and energy: your go-to staff members to keep track of major projects at work and those who help with childcare, eldercare, or managing a household?

In their drive to succeed, many new executives get caught up in a merry-go-round of business reviews, executive team meetings, e-mail, and late-night conference calls with colleagues around the world. At one large, global company, the CEO was known to keep his top 100 people on speed dial for impromptu phone calls at any time of the day or night. In many companies it can be difficult if not impossible to break away from this routine even for a long weekend, and the cumulative effects of stress and workload are damaging. We know a great deal about the long-term health dangers of prolonged stress. However, as described by Daniel Goleman, Richard Boyatzis, and Annie McKee in Primal Leadership: Learning to Lead with Emotional Intelligence, the effects on executive effectiveness are just as profound.

Under continued stress an executive loses his or her perspective on issues and the ability to look at problems creatively. Molehills become mountains. Conflict with colleagues becomes personal. The "flat spots" of our personality — for example, arrogance, inflexibility, aversion to risk or a tendency toward negativity — become evident. And most of us revert to tried and true solutions — the enemy of breakthrough strategies and new innovations.

Say goodbye to the two-week vacation with the family. That's history in most organizations. Instead, seek to find those activities that allow you to relax — even if only for 15 minutes a day. One CEO races performance sports cars on weekends. Another works out vigorously early every morning and adds a walk around Central Park on weekends. Yet another would end a grueling day of work listening to jazz on a professional quality sound system installed in the basement. Such executives recognize that these moments of relaxation are critical to maintaining resilience: their ability to rebound from obstacles and setbacks whether it's an unplanned marketplace event, the resignation of a key staff member or a promotion decision that didn't go their way.

Many managers are "sprinters" early in their careers. Recognition, rewards, and promotions come their way quickly. However, to succeed at the C-suite level where the pressures are greater and the consequences of failure more punishing, it's critical to equip yourself for the long haul. And that means making sure you have the necessary support structure around you and those precious few moments of relaxation that help you maintain the bounce in your step and the optimistic tone required of a senior leader.

/hbr

- The New Rules on Dressing for Success

2011-12-01T22:27:00.001+04:00

... super-successful Silicon Valley clients who dress in ripped denim, Vans shoes and t-shirts. They are worth hundreds of millions, even more, but it's a status symbol to dress like you're homeless to attend board meetings. Conversely, ... trash-hauling company executives who dress in suits and ties every day of the week. And this contrast shows the dramatic shift that has occurred in business attire in recent years, as each industry has developed its own rules.

So how do you learn the rules? Back in the early 1990s, as a young exec, I read Dress for Success by John T. Molloy. It gave me a clear understanding of how to dress to impress. But the "business casual" dress movement has turned all of that book's ideas into quaint nostalgia. But fair or not, dress still has an impact on how you're seen. For sales people, especially, first impressions matter.

... not a fashion plate, but do have some simple rules for successful dressing if you are in sales.

Know your prospect's uniform.
Before you meet with a prospect, you should know that company's dress code. "Business casual" has a lot of meanings. Call the front desk at the company and ask what the company's dress code is and what the men and women wear. Or ask your contact. The point is, part of your responsibility is to understand that company's culture, including its dress code. Ask for examples, especially of the senior most person who will be in your meeting.

Dress one step up.
If your prospect is in denim, you wear khaki. They wear sport coats without ties; you are in suits without ties. The point is that you always dress one step further up the clothing ladder than your prospect, but not two. One step says that you respect and value them. Two steps can send a loaded message.

It's not just what you wear--but how you wear it.
Polished shoes, pressed shirts and well-fitted pants always. At this point, some of you are thinking, "Does he really have to say this to people?" while others are saying, "Why do I have to tuck in my shirt?" But when your clothes are pressed, buttoned down and well-fitted, you convey that you are a person who pays attention to the details and are professional

Grooming trumps style.
Even if you're wearing a great suit, if you've got a terrible haircut, you'll give a bad impression. As crazy as it sounds, everything on the grooming punch lists - fingernails, facial hair, haircuts and oral hygiene--matter.

Know your company's uniform.
One of my clients makes sure that when his sales reps are making their sales calls, they wear a very specific uniform. (His company's clients accept this because they see it as an extension of the brand; the company sells safety products.) It doesn't matter if the reps are presenting in a board room or on a manufacturing plant floor, they wear the sample simple uniform. Obviously, if you work at this company, you follow this dress code in order to fit in.
Remember, you can dress in a way where your attire is the only message people remember, or you can dress in a way that takes nothing away from the message of value your company brings to them.

/cbsnews

- You Are Not the Best Judge of You

2011-11-16T17:42:00.001+04:00

"To create a reliable 360 survey," Marcus Buckingham concludes in his recent blog on this site, "The Fatal Flaws With 360 Surveys," all you need do is...ask the rater to evaluate himself on his own feelings." Since you are an expert on your own feelings, your responses have to be solid.

That seems logical, and yet I could not disagree more with this conclusion. In an effort to give equal time to the other side of the story, and to clarify some misconceptions, let me share with you the reasons why not getting 360-degree feedback may actually be fatal. (But here's hoping that in the course of this debate there are no fatalities.)

Leadership effectiveness is in the eye of those who are led.
"Rate me on 'Marcus is a good listener' and we learn whether I am a better listener than you," Buckingham writes. But in my work with Jack Zenger and Joe Folkman analyzing the 360-degree feedback from tens of thousands of leaders, that's not been our experience. What we find is: ask me to rate "Marcus is a good listener," and we discover whether I think Marcus is listening to me. That's certainly not objective data. But it doesn't have to be. If Marcus is my boss and I think he's not listening to me, that certainly plays into how effective he is as a leader, no matter how subjective my judgment is.

Subjective 360 data can correlate to objective business results.
What I think about my boss wouldn't matter if it had no relation to business success. But our analysis of the data from those thousands of 360s shows that it does, empirically. We have correlated the leadership-effectiveness scores we've collected with a variety of business outcomes — profitability, turnover, employee engagement, customer satisfaction — you name it, we probably studied it. What we've seen is that 360 data are an incredibly reliable measure of business success, frequently showing a lock-step correlation between the effectiveness of a company's leaders, as measured by those subjective 360s, and the company's objective business results.

You don't have to be great at everything.
"Most 360s are built on a logical non-sequitur," Buckingham suggests, "namely that since a particular group of exemplary leaders possesses all the competencies measured by the 360, therefore the best individual leader is she who possesses all of them." I agree that's a non-sequitur, and that would be a problem if you used the full range of leadership skills on the assessment as a one-size-fits-all definition of the perfect leader. But our research suggests that's not necessary at all, even if it were possible. When we analyze the most effective leaders in the world, we find that the truly extraordinary ones need only excel at a relatively small number of competencies — three to five. For us, the purpose of taking the 360 is not to see which leadership skills you lack so you can complete the set. Rather, it's to find your best self — that is, the particular leadership skills you should focus on to become uniquely extraordinary.

You are not the best judge of you.
Several years ago, while working on my first project with Joe Folkman, I asked him what was the most interesting finding he'd seen in his years of studying 360s. He responded, with a wry smile, "The average leaders don't think they are." Thus we, too, find leaders subject to "benevolent distortion." But we don't find it that benevolent. Our data show not just a gap — but something closer to a canyon — between people's perceptions of themselves and how other people see them. "How could that be?" you might ask: After all, you are the only one there for everything! No doubt. And yet, our data tell us that you are a notoriously bad predictor of your own leadership abilities because it is so difficult to consistently know what impact you are having on others. In that regard, other people are experts at knowing how they feel about your effect on them. Ironically, we find, the best leaders in our database frequently rate their performance lower than their peers, bosses, and direct reports. From the perspective of inner strength and psychological health, it's terrific to have confidence in your own views and convictions. But when considering your strength as a leader, doing so in isolation is, from where we sit, downright, fatal.

I'll be the first to agree that a 360 assessment is no panacea and that the tool can be over-, miss-, and incorrectly used. But in my experience, there's simply no substitute for getting feedback from the people who are the most influenced and affected by your actions, talents, and skills. Applied creatively, a 360-degree feedback process can be an incredibly powerful tool to help you identify your strengths, grant you insight into how you can make them even more effective, and alert you to any behavior that might be severely detracting from your effectiveness. Are the 360 data objective? No. But even so they can help leaders create an objective, personal plan of development. And they're certainly more effective than just asking yourself.

/hbr

- Why Doesn't HR Lead Change?

2011-11-16T17:38:00.001+04:00

It's hard to find leaders of the human resources (HR) function who are active in helping their organization improve the way it works. I asked dozens of people who are in HR or in process improvement to share examples of HR change leaders, and I only found a few.
Though it's rare, here's an indicator of what is possible. In 2009 Tony Scibelli, Vice President of Human Resources and Operations at Faxton-St. Luke's Healthcare learned that the Chief Operating Officer and Chief Nursing Officer were going to launch "relationship-based care," a comprehensive cultural change program to focus doctors' and nurses' attention on patients and their families. He offered to have HR involved to address the people aspects. He showed them how HR could weave relationship-based care and continuous improvement into the fabric of this community hospital in central New York, for example by hiring and promoting the right people. He was at the table with them as they planned training and communications, and as they decided how to reward people who took on improvement projects.
When I talk with leaders of process improvement activities about the role of HR in change, however, I generally hear that HR is bureaucratic and a brake on innovation. Others say that HR is under-utilized. In most organizations talent management is left to direct supervisors.

Dave Ulrich, a professor at the University of Michigan, and recognized by HR Magazine as the most influential person in Human Resources, and also identified by Thinkers50 as one of the world's top 50 business thinkers for 2011, has identified three human resource processes that are critical for embedding a culture such as continuous improvement: (1) talent flow, (2) rewards, and (3) training and development. Changing any of these to support continuous improvement presents challenges to HR:

Talent Flow: Hiring and promoting people who embody an organization's desired mindset and behaviors — and removing those who don't — sends clear messages about what is valued. People see what is happening and adapt their behaviors accordingly. The problem for continuous improvement is that managers tend to hire for expertise, not for behaviors such as improvement. Scott Beaird, Director of Talent Management at Tufts Medical Center, told me, "We hire what the manager wants. We hire a financial analyst, who is great at working with dollars. We don't typically challenge managers to look more broadly. We introduced HR business partners twelve months ago and asked them to advocate HR policies. They struggled. They kept getting mired down in minute details, e.g., writing a requisition for a new job."
Rewards: Reward systems can change and reinforce behavior. The aim of a reward system is to turn goals into measures of behavior and outcomes, then allocate rewards based how employees perform against the measures. Continuous improvement demands that people not only carry out their jobs, but improve their work too. HR people typically don't have the operational experience, expectation, or permission to engage line managers in changing rewards to encourage operational improvement. For example, Scott Beaird tells me that his hospital needs to reward process improvement to accommodate healthcare reform, but that HR can't initiate the changes from its position; modifications to rewards have to be made by senior leaders.
Training and Development: Training courses and development investments send messages about what matters. At the same time, they offer leaders skills and tools to act on those messages. To support continuous improvement, these investments have to focus on making work better. Few HR organizations will promote improvement training unless it's driven by senior leadership, even though they may recognize it as what the organization needs.

What are the root causes of the difficulty of HR leading change? I see three:

Politics: To sustain improvement activities, HR must use its power and influence to help leaders focus on customers, long-term business results, and building capabilities in their people — not a personal or HR agenda. Yet if HR gets out in front of improvement activities, it could be in a precarious position if a new CEO comes in with a focus on shorter-term results. A supporting role may seem safer.
A Support Relationship: As described above at Faxton-St. Luke's, HR must be at the table with senior leaders to weave HR into improvement programs. Before HR can offer advice to the organization, it needs to be a partner — not just support. The CEO and executive team often view HR as an expense with a transaction focus, rather than adding value with a strategic focus. HR has to operate as a partner that adds value to make the case for their role as a partner.
Being Inbred: HR hires HR experience, and HR has historically been mainly engaged in personnel, compliance, and transactions. HR professionals without operational experience have less credibility and aren't comfortable giving operational advice. As Roger Addison, a performance consultant, told me, "HR doesn't think like the business. HR professionals don't know which knife, fork, or spoon to use when they're at the table."

In future posts, I'll examine how some HR organizations have embedded HR processes into operational change, and what it takes to enable an HR organization to lead organizational change.

/hbr

- The Top 5 Motivation Poisons

2011-11-12T14:01:00.000+04:00

I hear it all the time from clients and people that I meet: they’re not motivated. They say they’re lazy and wish they could do this or that but…

I’m not big on excuses or labels, especially “lazy”. So, when I hear “I’m just not disciplined,”

I almost always ask:
Have you ever been disciplined to do anything?
What was it that helped you?
What got in the way?

Identifying obstacles helps you build a sustainable foundation for perseverance in the face of adversity.

Motivation is personal. Discipline is a muscle.
You can learn to be motivated.

You HAVE to want to put time into it, to create a new habit, to make it part of your lifestyle.
Before your rebellious inner child starts an ‘I DON’T WANNA!’ tantrum, keep reading. One of these 5 poisons may be getting in your way of your heart’s desire.

The Top 5 Poisons of Motivation:

1. Perfectionism
Become a recovering perfectionist. Oh, yes, I did say that.
When you get caught up in ideals, you create resistance that gets in the way of your motivation. You’re stuck focusing on the ideal and think “If its not perfect, why bother?” We’re so addicted to this in our society. We feel that getting the best grades, getting the awards, getting all these accolades defines us and holds the basis of our self-worth.
And if we don’t get the gold star, we beat ourselves up and miss the point. If you get caught with in achieving perfect results, you’re never going to start anything. You’re paralyzed.
Thomas Edison invented 3,000 duds before he invented the lightbulb. He himself did not call it failure. Instead, he said: “Any of life’s failures are people who did not realize how close they were to success when they gave up.”
Taking imperfect action is the best starting point.

2. Comparing yourself to others
This is another potent motivation-zapper. Even worse, it can prevent you from finding your own path. Motivation is truly personal.
Study what motivates others as inspiration, but if it gets you stuck or moving backwards with doubt, then why bother? It’s easy to get lost in someone else’s life, wishing that it was your own.
Trying to be ‘like’ ANYONE is a total waste of time.
Yes, we’re all guilty of it. Remember: there is only one of YOU.
The universe made you perfect. Ignoring that and trying to emulate someone else is a slap in the face.

3. Thinking that you’re not ‘good enough’
If, like me, you grew up hearing “You have to prove yourself to the world!”, that mantra probably still follows you. It can run you to the ground.
I understand that in your work you have to show your abilities or your skills to prove you can deliver. But you shouldn’t rely on that for self-validation.
If you’ve been told you’re not good enough, I understand the programming. It hurts and digs deep. But make no mistake: it’s a LIE.
You have to be motivated to fulfill your soul’s desire, to create your own happiness, healing and harmony.
If you were born, then you are good enough.
You must change the theme song in your mind from You SUCK to You ROCK.

4. Doing too much at once.
Bitten off more than you can chew? That might be sabotaging your progress. You’ve got to pull back a little bit and really look at what’s going on. Don’t be a slave to your ego.
I get snagged by this one and always have to step back to make sure my choices are in alignment with my soul. If you feel that it’s too overwhelming, take one step at a time.
Baby steps.
The solution here is to hone in on your goal, desire, or dream. Life will happen. It will always take more time, more money or more anything than you anticipated. Don’t let it stop you, and remember to check in with your WHY.
It’s about setting goals that stretch you outside of your comfort zone and you believe, on one level, that you can achieve. Go for a C+, good enough and I promise you will do better. It’s a great way to trick the ego and make it right. This may keep you motivated to do more.
Being aware and taking passionate action keeps you on the level and open to enjoying the adventure.

5. Excusitis.
There is always an excuse – why you can’t do it, why today it didn’t happen, how you’re going to do it tomorrow. When we find excuses for not doing things, we’re rebelling. We just want to stay in a comfort zone.
See how this comes up again? A part of it is that your ego feels threatened by moving forward and wants to protect you.
But really, you’re totally safe.
When you do something you haven’t done before, your ego goes into a state of alarm: “Watch out! Danger!” and then fear kicks in.
But my answer to that is “No. FEAR is f*cking exciting and rewarding.” This reframe changes the game.
We say “I can’t,” but really we’re afraid to try something new. That’s the truth and we’re afraid to admit it, or to even prove ourselves wrong. You are capable of more. You can handle more, even in the midst of a challenge. Try it, you may be surprised, and bust a limiting belief.

What excuses are you living with?
Ready to release the need to live in your perfectionism, low self esteem and excuses? Then ask yourself this question.
What’s holding you back ?
Take your time, and don’t think about it – feel into it. Be kind with yourself. Your power is in your choices.
Now, go get’em warrior soul!

/pickthebrain

- 5 Steps to Developing More Discipline

2011-11-11T16:58:00.001+04:00

The key is on focusing on a result you really want. In this sense, the key to discipline is goal-setting.

Over the years, I have found that I can become disciplined in any area of my life by taking five specific steps. Whether it is trying to get in shape, maintain a blog, or develop a great marriage, the psychology is the same.

Determine your goal. Notice in Andy’s definition that the key is in knowing what you really want. If you are going to succeed, you must be specific. You must be able tosee it. Write it down and—while you are at it—add a “by when” date.
Example: I will lose 20 pounds of body fat by December 31...
List your reasons. This is often the missing piece in both goal-setting and discipline. You have to ask, Why is this goal important? What is at stake in my achieving it? I list both the positive reasons and the negative.
Example:
- I want more energy.
- I want to lower my cholesterol.
- I don’t want to put myself at risk for heart disease.
- I want to look more trim, especially on video.
- I want to demonstrate that I can lead myself.
- I want to be a good example to my family.
Identify likely obstacles. As soon as you start swimming against the current, you will start feeling resistance. It’s as if the universe conspires to keep you from succeeding. That’s why you have to anticipate these obstacles and build strategies to overcome them.
Examples:
- Obstacle: Mindlessly eating for lunch what I always eat. Strategy: Plan my lunch before I leave the house—where and what I will eat.
- Obstacle: Inability to work out on the road. Strategy: Make sure the hotel has a workout room before I book it. Also, pack my workout clothes and shoes.
- Obstacle: Eating more calories than I intend. Strategy: Record everything in LoseIt, thus educating myself about the calorie-count of various foods.
Develop new behaviors. This is where you should focus. What are the positive, new behaviors you want to develop to replace the old, negative behaviors.
Examples:
- Drink two-and-a-half liters of water a day to stay hydrated.
- Eat healthy snacks like raw almonds, celery, carrots, etc.
- Share entrees with Gail when we eat out, so that I eat half the normal serving.
- Chose simple grilled fish rather than beef or chicken.
Stay focused. Read your goals daily, review your reasons why, anticipate obstacles, and work on your new behaviors. If you get off-track, don’t beat yourself up. Sometimes it is three steps forward and two steps back. Just shake it off and re-lock on your goal.

Discipline is not really about will-power so much as it is focusing on what you really want. If you get clear on that, it suddenly becomes much easier.

/michaelhyatt

- Planning your own EXIT

2011-11-07T12:39:00.001+04:00

Today’s leaders, including those who have reached what would in previous generations have been considered proper retirement age, are defying F. Scott Fitzgerald’s famous pronouncement about there being “no second acts.” Experienced, accomplished leaders are in greater demand than ever before by a wide range of enterprises, and may therefore have many appealing options open to them, if they are interested in pursuing them.

It is an issue many leaders wrestle with: how to do the right thing for one’s company, while also doing right by oneself. When it is time to move on, how can a leader manage his or her transition to the next phase of life in the most responsible way with the least negative impact on the company?

Methodical planning is nothing new to experienced leaders, and they should settle for nothing less when it comes to planning for themselves and their future. We recommend a personal “360” as the best place to start before embarking on a new life phase. This exercise begins with some serious self reflection: What am I passionate about? What do I still want to accomplish? In addition, it may be helpful to get an honest assessment of yourself from a range of those close to you, including close friends and business colleagues as well as your spouse. What do they view as your strengths, weaknesses and perhaps untapped skills or talents that you may not even have thought about building on? You may be surprised at what you learn. Keep in mind the need for discretion when exploring any personal next steps, or even a hint of moving on, with current board member and business associates. We offer more specific suggestions below on how to deal appropriately with the delicate matter of sharing your plans with your own board.

Once you have digested the input from your self assessment and the added input of those who know you best, consider brainstorming — alone and with others — to generate a working list of options for yourself. While certain choices, such as Olympic athlete or astronaut may be foreclosed at this point, aim to be as expansive and inclusive as possible in generating a working list; it always can be whittled down later. In our experience, leaders tend to underestimate the range of options open to them, looking at only the most obvious extensions of what they have already done.

When in exploration mode, sometimes your network of key advisers may surprise you with interesting, less apparent opportunities. When your contacts know of your interest, they may be able to “hold” a spot for you or create an opening that fits your time frame. Former leaders are frequently in demand for a variety of positions, including independent directors, government and community leadership roles, and board or senior executive roles with high-profile nonprofit groups. Another area where we see increasing demand for leaders is private equity, which taps retired executives for partner roles, operating positions in portfolio companies and as deal advisers.

When you have honed your list to real possibilities that would interest you, you will want to spend considerable time building your bridging strategy. Your bridging strategy might include steps for gaining specific experience important to your next phase or developing helpful personal connections.

Common examples of “paving the way” include leaders taking an external board position with another corporation, or perhaps becoming involved with government committees or projects and charitable bodies in the final years preceding their planned retirement date. While your bridging strategy should be consciously proactive, it also is built with time and patience. Most worthwhile opportunities do not develop overnight, as you know from your own business experience.

Be prepared to work at your personal plan, and regularly and discreetly follow up with those who may be able to open doors for you, just as you would in your role as leader. The net result of all this activity should be a realistic, desirable choice — or choices — as well as a strategy for nurturing one or more of them to fruition. One important note: Especially if you are an older leader, do not underestimate lifestyle considerations when you are evaluating and pursuing your next move. New paths, including nonprofits and board appointments, can be far more demanding than many experienced leaders anticipate. Any potential move should be properly evaluated and vetted. Activities you were able to take in stride over the years as requisites for performing your job and advancing in your career may be unacceptable hardships for you now. If you value quality time with your family or the freedom to travel, for example, be sure to factor them into the equation and make your choices accordingly. This takes on special significance at a time when multinational companies are increasingly interested in appointing boards with global representation, which can be a positive or negative to different people.

The better prepared you are personally for your “next career,” the more likely you will effectively manage the notification of your departure with your board and chairman. The ideal is to provide appropriate time for your board to facilitate effective leader succession and for you to assist the chairman and board in this process. Precisely what the period of notice should be may vary widely, depending on how well prepared you and your board are in terms of ready succession contenders. If internal succession is available and likely, nine to 12 months’ notice typically would be sufficient. If external candidates will be required, a minimum of 12 months’ notice should be provided to ensure a proper and smooth succession process. Notification to your board typically begins with an informal discussion, leading to formal notice at an appropriate time, which generally is spelled out in employment contracts, long-term incentive plans and the like.

Principles for accomplishing a graceful exitWhile everyone’s individual exit plan will be uniquely his or her own, here are several basic principles that can be applied to all:

Enlist your personal board. Your own group of advisers and friends — those who know you best — will be helpful as a sounding board and as a source of ideas. Make sure to keep them apprised of your plans.

Invest the time and discipline. Chances are, you have planned carefully for most of your life. The next phase of your life should be approached in the same thoughtful fashion, even if it is the fulfillment of a personal or non-business dream. Step back and take the long-term view, and weigh the pros and cons of your next move to give it the best chance of success.

Conduct careful due diligence. Next steps that are not carefully planned and vetted can be personally disappointing and professionally embarrassing, and if you are a large company leader, it is sure to make news. Be sure to explore positives as well as potential pitfalls of the new opportunities that present themselves.

Allow possibilities to percolate. The right opportunity may emerge quickly or it may take some time to take shape. Try not to adhere to too strict a timetable: discuss your interests with those in your network, and then give the possibilities a chance to germinate. On the other hand, there is also a chance that someone might create an opportunity or adjust the timing if they learn of your availability.

Guard your reputation. Successful leaders want to launch their personal plans confident that they are leaving the company in steady hands. However, it is not unheard of for an attractive opportunity to emerge sooner than expected. When weighing your personal goals against the needs of the company, our advice is to err on doing the right thing for the company. You have built and burnished your reputation over the course of a lifetime, and you never want to put it at risk.

Leave room for serendipity. Not to suggest that you ignore prudent planning, but remember, some of the best opportunities in life come out of the blue — if you are open to them. How you met your wife or husband, your best friend or got a great job, may be examples. Even as you carefully plan your next move, periodically look in new places for potentially gratifying opportunities that may have escaped your notice. With their experience and skills in greater demand than ever, and with people living longer, more productive lives, leaders have the opportunity to reinvent themselves as never before. A combination of careful planning with your own board, and some soul searching and a personal strategy, as we recommend here, can yield a fulfilling second act, or even a third or fourth.

/Carlo Corsi/John Mumm

- Nine Rules to Ace Your Technical Interview

2011-11-07T11:23:00.000+04:00

Job candidates have clear expectations about the work that needs to be done during the job search to ensure success. They define their career goals. Resumes are updated. Interview skills are sharpened. Yet, ...candidates pay too little attention to one particular aspect of the job search: the technical interview.

The technical interview is an opportunity for employers to put your hard-earned skills to the test. Technical interview questions can range across disciplines and include puzzles, problems and other questions designed to make you think hard on the spot. .. job candidates find technical interviews extremely time consuming and stressful. And, to be honest, many job candidates struggle through the first few technical interviews and reduce their chances of landing what may be a great job. These nine keys to success can help you when faced with a technical interview.

1. Wear What’s Right.
The tech industry has a unique culture, one that is in stark contrast to other fields. The majority of technology companies are very relaxed, casual, and creative. They also favor personality and fit over snappy dress. When going for the technical interview, I tell my candidates to be clean, neat and presentable – buttoned down shirt, pressed pants and clean shoes. That being said, I do not suggest suits, and ties or jackets are optional as some companies may think you are conservative (and not a good culture fit). Overall, you need to feel comfortable and relaxed as the interview process can be stressful enough.

2. Don’t Wing It.

The activities that occur in most technical interviews are not practiced every day. Skills become rusty, especially if they’re ones that are different than what you do on the job. Some people decide to ignore this rust and just wing it, but this is a recipe for disaster. Practice and preparation are essential, and your recruiter should serve as your coach and guide. If not, you may need a new recruiter.

3. Communicate Effectively
Communication is key in the technical interview. Interviewers don’t know your skill set unless you make it clear through your answers. Don’t leave the interviewers with any doubts about how skilled you really are, and avoid evasive or incomplete answers. Follow up with a “Did that answer your question?” to ensure you are on the same page with the interviewer. Ask good questions throughout the interview to engage with the interviewer. Work hard with your recruitment advisor, so you can be sure to ask the best questions.

4. Sharpen Your Technical Skills.Many job candidates find their information and skills aren’t fresh enough for employers. Companies assess skills in a different way now, and they expect job candidates to evolve along with the market. Job candidates need to have a technical toolbox that suits the market and can get them through a rigorous technical interview.

5. Bone Up on the Fundamentals.
Make sure you review the fundamentals and computer science basics. Review core concepts and theories that are essential to good practice. The interview process is designed to gauge your technical and problem-solving skills, so take the time to refresh yourself on concepts and theories.

6. Try Brain Teasers.
Run through some brain teasers and logic problems in advance of your interview, as you may be asked to do one. These challenges are given as a way to assess how you think and work through a problem. Oftentimes, the solution is not the main goal; they are looking for skills such as confidence, tenacity, and persistence.

7. Work with the Interview Team.
Interviewers also screen your ability to interact and communicate in a team setting. Be sure to connect with the interviewer and work with them to show that you have adequate team skills. You want to remain confident and calm even if frustrated or defeated, so it’s best to keep composed and positive.

8. Know Your Close.
It is important to close the interview properly before you part ways with the interviewer. You want to express your level of interest in the job, so this is your chance to say how you feel about the position and your experience. Ask key follow-up questions to understand next steps, the process and the time-frame.

9. Continue to Create a Positive Impression.
The interview process is still about creating strong, positive impressions. I encourage my candidates to send a thank-you email within 24 hours. Another good follow-up is to offer a solution to an unsolved problem you were given during the interview. This goes over very well and can potentially save you if you were off track in the interview because it demonstrates that you care enough to give it additional time and attention. It also allows the employer to evaluate more of your work.

Technical interviews are a major challenge for job candidates searching for the best technology jobs. Too many job candidates treat them casually at the beginning of their job search. Winging it is a bad idea. Preparation is essential. Use your time to practice, learn to communicate effectively, and sharpen your technical skills.

mashable/www.techinterview.org

- Steve Jobs Is a Lousy Role Model

2011-08-30T20:26:00.000+04:00

Jobs was a technological visionary who created a corporate culture that consistently generates fantastic products. Even so, he’s a terrible role model for CEOs specifically and managers in general. Here’s why.

As a manager, Jobs was well-known for being needlessly cruel. He had a habit of belittling employees, calling them “bozos” and so forth, and generally making people around him thoroughly miserable.

There is, of course, a “theory” of management that says that Jobs’s success, and the success at Apple, was the result of this behavior. However, that’s confusing correlation with causality.

The truth is that it’s not just possible, but entirely practical, to manage a team or a company, without acting like an ass. Thousands of managers (and hundreds of CEOs) do it all the time.

Belittling behavior, rather than making the manager and team more effective, is a productivity tax.

The employee spends energy (which could otherwise be spent on productive work) overcoming the resulting anxiety and dread. And the manager must similarly spend unnecessary energy apologizing and ameliorating the effects of what, in the end, is a lack of both self respect and self control.

The element of his character that made him (and Apple) successful (i.e. his vision) is not easily emulated. By contrast, any jerk can emulate Jobs’s self-indulgent behavior… and (sad to say) all too many managers do so.

Whenever Jobs is touted as a model CEO, I think of the time he pranked somebody who was mentally ill.

In 1998, when Jobs was searching for a replacement CEO, a consultant who was convinced he was right for the job kept emailing Jobs. Clearly, the consultant wasn’t playing with a full deck, but rather than just blocking or ignoring the email, Jobs told the guy that he was the new CEO.

Then, after the guy had told everyone of his good fortune and no doubt celebrated his success, Jobs rescinded the “offer.”

I don’t know about you, but in my book making fun of the mentally ill is a dishonorable act, more worthy of a high school bully than a billionaire.

But that kind of insensitivity was pretty much par for the course with Jobs, whose “vision” always seemed to have a blind spot whenever it came to the needs of others or society at large.

For example, when workers at the Foxconn facility that manufactures the iPhone began committing suicide in record numbers, Jobs waxed lyrical about how the facility’s amenities rather than focusing on the real problem, which was that workers were paid a starting salary of $130 a month and were expected to put in 12 hour days, 6 days a week.

Moreover, Apple is virtually the only major high tech firm that’s refused to release specific information about the environmental impact of its supply chain.

Not surprisingly, reports are emerging that Apple’s supply chain is responsible for major pollution and labor abuses in China. Steve Jobs did little or nothing to change any of this, preferring instead to pour the blood money into Apple’s overstuffed coffers.

Both Jobs (and Apple) could have been as successful — indeed might have been MORE successful — without the tantrums, without belittling people, without polluting the environment, without working people (literally) to death.

There’s a certain poetic justice to the fact that Jobs is leaving because of his health. It’s almost as if his wasted body has become a visible manifestation of his (and Apple’s) secret sins...

(bnet)

- Breaking the FEAR Barrier

2011-08-23T22:29:00.000+04:00

A company's worst enemy is not always the competition. Sometimes it's the fear that lives within its own walls.

So says Breaking the Fear Barrier: How Fear Destroys Companies From the Inside Out and What to Do About It, the latest book from Gallup Press.

In companies, fear can take many forms: fear of not meeting a goal, of not getting a bonus, of losing respect. Fear compels employees and managers to protect themselves by creating impenetrable barriers fortified by rules and practices that benefit one group over others.

These barriers might seem insurmountable, but they're not. They were built internally — they can be destroyed internally.

By learning from the real-world lessons in Breaking the Fear Barrier, leaders, managers, and employees can overcome the barriers that plague their company.

It takes courageous leadership, and it can be difficult. But the result will be nothing less than transformational.

- Leadership is DEAD

2011-08-22T18:50:00.000+04:00

Overview

The book’s structure is fairly straightforward. Chapters one through four provide context and theory, and then chapters five through nine provide practical steps and applications.

Why the title “Leadership is Dead”? This is the question that comes to the minds of many who read the book’s title. The best way of answering this is in the works of the author.

“In my view, leadership as we have known it is dead because far too many leaders have abused their positions and lost their moral bearings.
From the banking industry collapse to corporate greed, these leaders have abandoned all long-term responsibility and discipline in favor of short-term gains.
The runaway greed of Wall Street’s leadership, skyrocketing salaries for corporate executives, and unkept promises from political leaders have left most people feeling betrayed and jilted. Not only do we not trust our leaders, but in many cases, employees are becoming victims of these unresponsive leaders.
Consequently, most leaders are now viewed with cynicism and skepticism, and many have lost the trust of those they are supposed to inspire and motivate.”

It’s not that leadership is dead, it’s the way in that many choose to lead that is dead. Realizing that command and control styles of leadership don’t work anymore, Kubicek sees leadership as influence, “I realized that positive leadership occurs not by ‘leading’ others but rather by influencing them.” The leadership theory presented in the book is based on what Kubicek calls, “The Influence Model”, which describes how leadership is a process of influence, where influence occurs through…

“…a hunger to serve others and the willingness to self-assess and self-motivate through the process to maintain healthy, authentic relationships.”

The book goes on to explore the enemy of influence, self-preservation. Kubicek posits, the instinctual need to protect the self is why leadership is dead. To rise above self-preservation and to be effective, the influence model is supported by seven leadership actions, that are important for leaders seeking to exert influence in the lives of others. These seven actions are as follows:

Give trust to become trustworthy
Become credible, not just smart
Be intentional in your influence
Break through your walls of self-preservation
Pursue relationship before opportunity
Give yourself away
Become significant in your impact.

These seven action lead to influence and to have influence, is to have power. You cannot talk about leadership as influence without touching on the use of power.

“Influence is about power. Before you can become a leader, you need to determine how you will use your power…. Leadership is influence. Influence is power. In wielding that power, a leader can choose to use it in one of two ways: To empower and liberate or To overpower and dominate”

So, the choice by leaders on how they use power is critical. Are you as a leader using power to dominate or to liberate? The best leaders use power to liberate!

The book ends with a challenge, with the chapter titled, “Why You Probably Won’t Do This.” In this chapter, Kubicek makes the following observation.

“Most leaders never reach the levels of significant influence because their instincts for self-preservation are too strong…. True influence comes when you change yourself to change the world.”

Tai Chi – An Amazing Gift For Your Children

2011-07-11T18:52:00.001+04:00

Tai Chi Chuan, also known simply as TaiChi, is a relaxing and meditative form of movement that can focus energy andprovide a feeling of calm. By teaching the intricate relationship of oppositesthrough physical motion, Tai Chi’s exploration of “yin” and “yang” can helpprovide both physical and mental balance.

One of the greatest benefits that TaiChi students often achieve is the ability to effectively monitor external andinternal feedback provided by their bodies and minds. While adults often turnto Tai Chi to cope with the stressors of work and family life, this ancientChinese discipline is an activity you can share with children of all ages andabilities to help them cope with the mounting pressures of school and peerpressure. Here are a few ways that Tai Chi can benefit families with youngchildren, “tweeners” and teens alike.

Improved concentration: A study at the University of Miami’sTouch Research Institute demonstrated that 10 sessions of Tai Chi helpedadolescents with ADHD. Teens showed improved behavior, decreased hyperactivityand less daydreaming.

Improved Balance: In 2008, U.S. News and World Report published the article “For BetterBalance, Pilates and Tai Chi Beat Out Yoga.” According to quotes from theUniversity of California’s Fall Prevention Center for Excellence, Tai Chi ismore effective at improving coordination and motor control while walking, whichis when most falls tend to occur.

Lung Function Benefits: A Taiwanese study published in the 200Journal of Microbiology, Immunology, and Infection revealed that asthmaticchildren who studied Tai Chi had improved pulmonary function.

Tai Chi Provides Insight: When children practice some forms ofmartial art like karate and judo they sometimes lose sight of their goals intheir quest to win competitions or race each other to the next level or beltcolor. In contrast, Tai Chi is a noncompetitive activity where kids can move attheir own pace without having to compete or constantly strive to attain beltsor rankings.

A Tai Chi Style for Everyone: Families new to Tai Chi often don’t realize that there are severalstyles of Tai Chi. Some focus on fast-paced, high-energy movements while othersare more slow and meditative. Do some research to figure out which one might bemost suitable for your family or better yet, mix and match several forms forvariety and benefits diversity.

No Fancy Equipment Necessary: While competitive sports have many benefits, one of the biggest drawbacksis the cost of equipment. If you are tired of running out to the sporting goodsstore to load up on baseball equipment, soccer uniforms or an expensive set ofchildren’s golf clubs, consider Tai Chi as an inexpensive yet healthfulactivity that can be practiced as a group or alone.

Tai Chi Attunes Kids to Nature: Tai Chi has over 100 positions that are often named and based onmovements displayed by animals, with a few being imaginary. When practicing TaiChi, children are asked to envision moving like the animal that the position isnamed after. “Elephant drinks water,” “Bird stretches neck,” and “Dragon playsin the clouds” all work to develop flexibility. The “Tiger charges” and the“Lion sleeps” movements improve muscle tone while the “White crane flies” workson enhancing balance.

Tai Chi is Family-Friendly: If you’re struggling to recall a time when you all did somethingtogether, perhaps taking some Tai Chi classes and practicing as a family wouldbe a great opportunity to reconnect.

The World is Your Tai Chi Studio: One of the greatest joys of Tai Chi is that you can practice it almostanywhere. Whether you are looking to visit a local park, have a lengthy layoverat the airport or want to spend time at home minus the distractions of video games,television and computers, Tai Chi can transport you and your children to apeaceful, more centered place.

While many Tai Chi books and DVDs arereadily available, consider initially working with an instructor who canprovide guidance to both you and your children. Set aside some time forinstruction and practice regularly so that you and your children can enjoy themany benefits of this ancient form of “meditation in motion.”

- Leadership Practices Manifesto

2011-07-03T23:58:00.001+04:00

Leaders have vision. Leaders have a strong sense of direction and a clear point of view. Unless the leader knows where he is going, people will be hesitant to follow. Leaders are always looking towards the future, plotting the course to new land, leaders are modern explorers, always seeking new lands and striving for distant shores.
Leaders create change. Leaders bring change and leaders challenge the status quo. Leaders initiate change, before there is an urgent need for change. If there is no need for change, there is no need for leadership! Leaders bring about change, they initiate, they innovate, they make things happen, they disturb the status quo!
Leaders face reality. Leaders have the courage to face reality as it is, not as they imagine it to be. Leaders who fail to face reality as it is, delude themselves, they make change impossible and are doomed to fail. Leaders who face reality adapt their strategy and tactics to reflect reality. Leaders embrace reality and use it as a catalyst to accelerate change.
Leaders are unique. Leaders are unique and original, they are not clones. They do not have a specific personality type, they do not all exhibit a specific leadership style and they do not all exhibit the same set of leadership traits or competencies. They are all different, they have their own peculiarities and they all have their own unique personality and style.
Leaders set high standards. They set high standards for themselves and for those they lead. They set stretch goals that go beyond what is expected. They push the boundaries. they pioneer, they blaze new paths. They stretch our abilities, they stretch our thinking and they stretch our capabilities. Leaders we’re responsible to set the example and the example they set should inspire others to a higher standard.
Leadership is a choice. Leadership does not just happen. Leadership is a choice we make to live our a vision and purpose every day. When we don’t intentionally chose to lead, we ultimately choose to follow. Leaders are not passive, they make proactive and intentional choices.
Leaders are made and not born. Leaders know who they are, understand their unique purpose, strengths and skills. Leaders are made, that is they learn, grow and develop into great leaders through the books they read, the people they associate with and from their experiences. They use who they are to bring their vision into the present.
Leaders set the example. Leading by example is the most powerful form of leadership. Leaders are constantly seeking to become the change that they want to see in the world. They set the example and show the way.
Leaders incite conversation. Leaders are the custodians of an organisations conversation. The quality of the conversation can be directly correlated with the quality of the organisation’s leadership. Leaders make sure that the ideas that get talked about are the ones worth talking about, the ones that will make a difference.
Leaders understand character matters. Character sets the foundation for leadership. Character establishes the necessary environment for trust. Without trust you cannot lead. Ability may get you there, but it is character that keeps you there! You cannot rise above the limits of your character. Behaviour is the expression of the leaders character.
Leaders communicate continually. Communication is critical to effective leadership, however it’s often something we take for granted and not given the attention it deserves. Without effective communication you cannot lead… you end up talking a walk on your own. No communication, no leadership!
Leaders take responsibility. Leaders don’t wait for permission or authority, before they take responsibility and act to make a difference. When a situation needs to be improved, leaders make the choice to take responsibility. The accept responsibility to face reality, to create vision, to be the example, to develop their character, to inspire, to develop others and for the results they achieve.
Leaders invest in themselves. Leaders take care of their spiritual, emotional, mental and physical needs.
Leaders are results focused. Leaders initiate and make things happen. Leaders are judged by their results. Failing to achieve positive results undermines a leaders influence and erodes trust. Leader focus on results and outcomes.
Leaders inspire others. Leaders cannot achieve their visions alone. They inspire others to come alongside and participate in the journey. They lead in ways the inspire others to volunteer their talents and energy towards the achievement of the shared vision.
Leaders leave a legacy. Success is what we do for ourselves whilst legacy is what we do for other. A leaders legacy is what they do for other and how they have invested in and developed others.
Leaders build influence. Leaders achieve their vision through others, this requires influence. Leaders consciously build the influence required to execute on the vision.

If you have any ideas or principles that you would like to add please feel free to leave a comment below.

(thepracticeof leadershp)

- Two Personality Traits Every Leader Needs

2011-07-01T12:40:00.002+04:00

1. Intellectual curiosity: People associate leadership with bold action, but most bad decisions come down to one simple fact: you’ve made a bold decision before having all the facts. Curiosity includes getting to the bottom of what’s going on, why it happened, and what the underlying causes are.

Curiosity implies a desire to learn. As Warren Bennis says, great leaders are “conceptualists.” They dig into big ideas and see how they apply. Without curiosity, leaders make decisions based on politics and expediency.

Curiosity includes a love of listening. My colleague Mark Goulston, a leadership expert and psychiatrist, wrote a book that is perfectly titled: Just Listen. (The book is available from the American Management Association as a free ebook.) Many of the worst leaders I know don’t listen, don’t like to listen, and hide in their offices talking to a small circle of people who think like they do.

Companies that lack curiosity don’t see the need for change coming until it’s too late. Circuit City, Sears, and Blockbuster come to mind.

2. Courage to stand by values: The–say it with me–”Weiner affair” shows us what happens when people act on impulses rather than values. Courage goes far beyond avoiding moral lapses. It means finding a set of principles that the leader will use to make decisions, so that no one doubts where they stand. Courage is what gives leaders the intestinal fortitude to make decisions that will draw fire from nay-sayers.

Companies that lack courage strike people as spineless or lacking a conscience. The list includes not only Enron and WorldCom, but also Whirlpool, Kmart, and Nokia. In all three cases the companies failed to take bold actions that could have redefined their markets.

Leaders lack the resolve to stop doing something unethical, or don’t venture out in bold new directions.

Reading Warren Bennis reminded me that change has no constituents. A courageous decision will result in critics shooting spit wads of cynicism and sarcasm. The leader must demonstrate curiosity to fully understand the situation, and then courage to make the best decisions for everyone. If the leader caves into criticisms prematurely, then the nay-sayers start running the place. Vision is discarded and mediocrity is the future.

Curiosity and courage have a tension between them, and neither is an end in itself. Too much curiosity and the leader is weak and indecisive. Too much courage and the leader is brazen and thoughtless.

Follow me on Twitter

(bnet)

- Why Terrific Leaders Can Behave So Badly

2011-05-18T10:31:00.000+04:00

Lonely at the Top

But the dark side of narcissism is isolation. Narcissistic leaders lose touch with reality because they can’t relate to anyone. They may be good talkers but they’re bad listeners which, eventually, makes them uninteresting to peers. Narcissists unwittingly but unerringly demean those around them because they see no one but themselves and their needs. So eventually, they’re surrounded only by slaves and sycophants. No one is rewarded for dissent or debate.

Moreover, powerful people appraise information differently. Academic studies have shown that they are more like to be optimistic, to think in purely abstract terms and, most worryingly of all, to be confident. In other words, they feel invincible. And that means they’re prone to enormous risks. (Bill Clinton is the poster child for this syndrome.) Couple this with all the trappings of power - limousines, private jets, hotel suites - and the psychic isolation is made physical too.

The smartest leaders appreciate that power is a problem, not a luxury. Dominique Strauss-Kahn appears not to have been one of these. But beyond suffering from narcissism and the inherent problems of power, DSK seems to have been blind to two fundamental truths every leader needs to think about.

1. You’re not in Paris anymore

The ‘I’ in IMF stands for ‘international’. That means: running a global organization takes you outside your own mores and morals. What plays in France doesn’t necessarily play in New Jersey or Beijing. There is all the difference in the world between a national and an international role.

2. The Personal is the Professional

We all do different things at home than at work. I don’t cook in the office and I try not to give speeches at home. What remains consistent are the values I espouse in both places. Leaders who try to be one thing at work and something else in their private lives end up, at best, distracted and confused. More likely, their hypocrisy becomes evident and their authority wanes. Our private and professional lives may unfold in different spaces but we wear the same faces - and everyone can read them.

Why do you think there are so many examples of leaders behaving badly?

(bnet)

- Cold sores!!! Are there any natural remedies that work?

2011-05-05T13:54:00.009+04:00

Cold sores are caused by herpes virus!!! yes a virus...I was surprized too myself this week when i got infected after a cold-flu run period. I thought the cold was over when i completed my Klacid course because of my track infection, but the sores had already erupted, around the nose area.

The herpes virus feeds off an amino acid called arginine. If you supplement lysine, an amino acid that looks like arginine, you fool the virus and effectively starve it!

Supplementing 1,000mg is recommended every day, away from food, to keep the virus at bay. When you have an active infection, supplement 3,000mg of lysine a day and cut right back on foods rich in arginine, which include beans, lentils, nuts and chocolate. The more stressed you are, the weaker your immune system becomes, and this allows the virus to become active - which is why many people succumb to cold sores when they're run down. A powerful immune-boosting combination is 3g of vitamin C every day; take it with lysine.

Some people are now getting great results staying off cold sores with a special form of sulphur, MSM. This is an anti-viral and appears to strip away the protective coating of a virus. You can get MSM in supplement and cream form. Start by taking 3g a day, and work up until you find the dose that keeps your cold sores away; for some people this is 10g.

As always, under extreme conditions consult with your doctor :)

- The World Loses a Great Man and a Great Leader

2011-04-26T15:37:00.005+04:00

We were devastated by the news of death of our great friend Rami Makhzoumi the CEO of Future Pipe, who passed away on the 23rd of April at the age of just 33. He was an inspiration to everyone he encountered.

He leaves a wife, Chiara, and three children, May, Yasmina and Nour Makhzoumi. He leaves a father, Fouad, and mother, May. Our thoughts are with them, the rest of the family and the people and friends in and around his many companies and businesses.

Rami was an idol, an imaginary mentor, and not from this world... he was a visitor, a very fast one... he was always motivated and to him nothing was impossible to achieve... he made his followers beleive that they can accomplish just anything they want, if only they employ the proper commitment, seriousness, integrity, and perseverance.

All who sincerely understood Rami and stood by him and supported him realize what we mean!

Rami was a present brother, great father and family person, available friend, excellent listener and young leader of the future generation.

His loss is a tragedy to all of us... for with his loss we miss the inspiration and support he used to endulge everyone with.

Dear Rami,
..we shall continue the journey that you have set for us,
..we shall fulfill your dreams in your Honour,
..we shall follow your leadership footsteps,
..we shall remember your words of motivation,
..we shall keep our commitment to the passed-on traits,
..we shall revisit you everyday and see you in every step and decision we take...

Dear Rami, may your soul rest in peace and in Heaven.

God Bless All Who Those Who Believe.

Official memorial website:http://www.ramimakhzoumi.com/

...

- 10 tips for dealing with difficult people

2011-02-16T19:44:00.000+04:00

1: Try not to take things personally

Hey Rocky, did you get the license number… of the truck that run over your face? In a memorable scene from the 1976 movie, Rocky is talking with his loan shark friend Gazzo, when the latter’s driver asks this question. Trying to calm Rocky’s furious reaction, Gazzo says, “Look Rocky, some people, they just hate for no reason.”
Sometimes, people are difficult simply because of who they are. It might have nothing at all to do with you. So try not to take it personally — even if, as in the case above, the comment is directed at you. That person might be that way with everyone. Taking such comments personally only makes dealing with that person harder for you.

2: Ask questions rather than make statements

Difficult people often have strong opinions. Sometimes they’re right, but other times they might be wrong. And when they’re wrong, a more effective way to point this out is to ask questions rather than to make statements. By asking questions, you might be able to help the person recognize the issues in his or her own position, with less risk of a confrontation. For example, if someone insists on keeping all of your backup tapes in the server room, resist your first urge to state the idiocy of the idea. Consider instead a question such as, “So what will we do if a fire destroys the data center?” If the person responds, “We will simply do a restore,” ask, “How will we do a restore if the only backup tapes were destroyed in the fire?”

3: Have supporting evidence in writing

Are you in a meeting and trying to make a point but getting major resistance from someone? If so, have written documentation that supports your claims. You will have far more credibility if, for example, you can point to a Gartner Group study or TechRepublic whitepaper that supports your choice of a vendor than if you simply state reasons on your own.

4: Ensure understanding and communication

Effective communication is always important, but never more so than when you are dealing with a difficult person. Many times, an argument will develop because of communication breakdowns. When someone is talking, listen carefully and make sure you understand that person’s point before you respond. Likewise, make sure the other person understands your own point.

5: Use appropriate phrases when needed

If you sense that a communication breakdown has occurred, address it immediately. The following phrases can be useful, and their contexts should be obvious:

“That’s not what I said.”
“That was not my question.”
“Please let me finish.”
“We’re [actually] saying the same thing.”

6: Use “I” rather than “you”

Using a statement that contains “I” involves less risk than a statement that contains “you.” The first pronoun doesn’t sound like an accusation, so people are less likely to react negatively. For instance, instead of saying, “You never sent me that email,” consider saying, “I never received that email.”

7: Separate the issue from the person

When discussing an idea that a difficult person advances, try to separate the idea from the person. In particular, if you have a concern, make clear that the concern lies with the idea. Yes, the difficult person might still take offense, but it’s less likely. So instead of saying, “Your idea has several issues,” consider “That idea has several issues.” Likewise, if a difficult person is commenting on an idea of yours, separate yourself from it and look at it objectively. Criticisms of the idea will be less disturbing to you.

8: Be assertive rather than obnoxious

In an article I once wrote for job seekers about interview skills, I suggested that the interviewee should write a thank-you note afterward. Boy, did I get hammered for that idea. One person commented that if he received such a thank-you note, he would post it on a bulletin board so that others could laugh at it. Of course, I thought this comment was ridiculous but did not say so. Nor did I suggest that the poster himself was ridiculous. I merely replied that I was sorry he felt that way and that my suggestion was based on how I was brought up. I also said that any company that treated my thank-you note that way wasn’t one I would be happy working at anyway. In other words, I simply stated my reasons and arguments, but did not attack the other person.
This same approach can help you in dealing with difficult people. You need not be a doormat, but you also need not be as rude as the other person is being. Simply stick to your facts and your arguments and remain professional.

9: Turn the tables

Difficult people like to take the offensive, and they like to put other people on the defensive. Try turning the tables on that person. For example, if someone says, “We can’t do that,” ask, “What CAN you do?” If that person says, “We can’t be ready by that date,” ask “When CAN you be ready?” or “What factors are keeping you from being ready on that date?”

10: Express appreciation when appropriate

Even if someone has a difficult personality, that person can help you learn a skill or give you insight. If that happens, let the person know you appreciate it. Just be sincere. Nothing turns people off more than someone who is trying to curry favor. One hint: if you do thank or express appreciation to such a person, do it without smiling, because your words will sound more sincere that way.

(techrepublic)

- The 5 Dumbest Management Concepts of All Time

2011-01-07T14:35:00.000+04:00

Dumb Concept #1: “Downsizing”

Thousands upon thousands of articles in the mainstream business press characterize CEOs as “courageous” because they instituted a downsizing. Apparently, the decision to fire people is so difficult, that the CEO who takes that path must be a brave and lonely soul. He’s putting the interests of the investors ahead of his own kindhearted inclinations, and making the difficult decisions that will allow the company to remain profitable.

But, wait a minute, Chester! How, exactly, did the company get into a situation where it needed to fire people in order to remain competitive? Sure, markets change like crazy in today’s world and business conditions become challenging. But isn’t it the job of the CEO and the management team to predict those changes, and to staff the company appropriately, and retrain people, so that those challenges can be addressed?

Here’s the truth. Downsizing is a sign of failure. It means that management has failed and rather than doing the right thing — which is to quit without severance — they’re passing along the penalty for that failure to the people who, in good faith, tried to execute the flawed strategy that top management pursued.

That’s why top managers (and the kiss-butt journalists in the mainstream business press) love the word “downsizing.” It makes the results of failure sound like a strategy, rather than a desperate way to remain profitable after top management has made a complete pig’s breakfast of things.

So, as we go forward, let’s stop calling it downsizing. Let’s call it what it is: firing productive workers because top management was a bunch of overpaid pinhead losers who shouldn’t be allowed to run a company again.

Dumb Concept #2: “Leadership”

A few years before he died, Peter Drucker was interviewed on NPR. In that interview, he pointed out what should be obvious to everyone — that all this talk about “leadership” is a bunch of horse manure.

Yeah, yeah, the idea of leadership sounds neat — especially if you’re in management — and it makes a manager sound all charismatic and exciting.

But what is a “leader,” anyway? What does a “leader” do?

I can’t hear the term without thinking of the leader of a marching band. That’s the person who takes a big stick and makes it go up and down, while the band does the work of actually making the music.

One reason I think of that image is that, in my experience, most of the time the “leader” of the team is the person who found a parade and then got out in front of it. (I once heard an executive in Fortune 50 company describe that odious behavior as “smart business practice.”)

The concept of a “leader” means that credit for what the team does goes to the leader. And you see it every day, in the bloated salaries paid to “business leaders” and in the ridiculous way that some CEOs parade themselves as if they were rock stars.

You see it in the lower levels, too, where managers bloviate about leadership and “inspiring” people, when in fact they’re usually just making everyone under them want to puke.

What Drucker said — and I agree with him — is that the business world doesn’t need leaders. It needs managers — people who can actually manage a team of people.

Being a manager means being in service to the team. It means giving the team credit and making everyone else successful.

So, as we go forward, let’s stop enabling all these tin-pot “leaders” by pretending that they’re doing anything other than grandstanding. Let’s value the real managers, who actually do the hard (and largely thankless) work of making other people productive.

Dumb Concept #3: “Human Resources”

When you talk to people who work in “Human Resources”, they pretend that they’re all about helping people to become more successful. But the truth is that the entire concept of HR is really just a way to make sure that employees don’t act uppity.

What better way to let people know that they’re expendable commodities than calling them “resources”? Indeed, the entire concept of HR is designed to make the process of dealing with real live people as bloodless as dealing with electricity or shipments of iron ore.

As for the functionaries who’ve glommed onto the term, whenever an HR group gets involved in anything, you get a patina of psychobabble that overlays the opinion that an employee is about as important as making sure the trash gets picked up.

Let’s face it. Many, and probably most, HR groups are just spies and shills for management. Don’t believe me? Try taking a complaint about your manager to the HR group and see what happens.

Once people are reduced to “resources”, you can pretend that making them work unpaid overtime, or firing them because top management screwed up is “better resource utilization.”

Most of all, the term communicates in no uncertain terms that you’re completely expendable.

How come you never hear C-level executives being called “management resources”? No, no, of course, not. Those guys are essential! Those guys are the leaders! They’re not replaceable like the hoi-polloi, the plug and play “human resources” at the bottom.

You want to know what a CEO does? He manages a group of 10 to 13 people. Here’s the truth, boys and girls. Being a CEO is marginally more difficult than being a line manager who manages a group of 10 to 13 people.

CEOs do not “run the company”. They manage a group of other managers who presumably are smart enough to — guess what! — manage the group of people who work for them.

There’s no reason in heaven or hell that a CEO should get paid more that few multiples of what the “human resources” who actually do the work.

So, as we go forward, let’s stop talking about “human resources” and start calling people what they are: people. People who have real lives and real ideas and real emotions and who, frankly, are doing work that’s often more important than that of the top executives.

Dumb Concept #4: “Empowerment”

Back in the 20th century, there was all kinds of talk about how technology was going to empower people. Applications like email and, later the Internet, would create a free-flow of ideas, making it possible for individuals and small organizations to counterbalance the power of large institutions.

Today, however, it’s abundantly clear that technology isn’t empowering employees; it’s empowering management to spy upon employees. And technology isn’t empowering small organizations; it’s making it easier for large organizations to drive the smaller ones out of business.

As evidence of this, look at what’s happening to Wiki-leaks, probably one of the only organizations in the world that’s actually making a stab at the kind of information empowerment that was promised in the past. The big financial institutions, one by one, are using their clout to shut it down, even though the organization has not been charged with any crime.

Consider as well, the so-called “net neutrality” act recently passed.

There’s a concept in business called “the law of inverse relevance” which can be stated as “the less you plan to do something, the most you must talk about it.” That generally takes the form of laws and regulations that do the exact opposite of what their title says they’re going to do.

The “net neutrality” act is a perfect example. Rather than making sure that the net remains neutral, it actually makes certain that wireless companies will be able to throttle any business or business concept that threatens their profits.

The way this “empowerment” concept plays out in business is the insane idea that new technology is going to make people more innovative, more entrepreneurial, more creative, yada, yada, yada. Such total BS. All those things come from the heart, not from the hand.

So, as we go forward, let’s stop talking about technology as “empowerment” and start talking about what really counts: human creativity freed from the limitations imposed by bonehead “leaders” who think they’re managing “human resources”.

Dumb Concept #5: “Business Warfare”

Many traditional business leaders have a militaristic view of the way the business world works. A glance at the titles of popular business books-Marketing Warfare, Leadership Secrets of Attila the Hun, Guerrilla PR-offer ample testimony for this widely held viewpoint. We’re told that we must imitate generals and warlords if we want to be successful managers.

Taking all this to heart, many executives talk as if they were planning the next world war: “This product will do major damage in the marketplace! We’ve armed our sales force. We’ve targeted the right set of customers! The new ad campaign will explode into the territories! This is going to be a major victory! Our troops are ready!”

Ugh.

Here’s the problem. If a company’s executives really believe that business is warfare, then that dogma will be reflected in nearly everything that goes on inside the corporation. Strategies that don’t fit the dogma-regardless of their potential for success-will be rejected because they are literally “unthinkable.”

For example, executives who believe that business is a battlefield will almost inevitably assume that victory in business goes to the largest “army” and they’ll build large, complicated departments stuffed full of people and resources. Even when customers would be better served by a smaller, more focused effort, there will be an overwhelming drive to build a massive corporate “army” that’s “strong” and ready to “fight.”

Military-minded managers also find it all too easy to become control freaks. Because they see themselves as generals and officers, they tell people what to do. They think that good employees should shut up and follow orders. This behavior destroys initiative as people wait around for top management to make decisions.

And because top management is often the most isolated from the customer, the company loses track of what’s needed in the marketplace. Further, the “business warfare” mentality makes it impossible to put the decision making where it belongs-at the lowest level of the organization.

Military thinking also distances employees from their customers. To the militaristic company, customers are, at best, faceless territory to be “targeted” and “captured” with marketing and sales “campaigns.” This strategy discourages the viewing of customers as living, breathing human beings with opinions, interests, and concerns of their own.

BTW, the entire “business warfare’ concept, with its buddy-buddy, band-of-brothers, shoot-’em-up consciousness seems ludicrous to many women. Not having spent their childhood playing soldiers in the sandbox, many women find it pretty ridiculous that a bunch of grown men can act as if their boring meetings and dry-as-dust ideas were high adventure and global conflict.

The militaristic organization almost always discriminates against women. From time immemorial, warfare has been a male pastime, and though women have often fought and died in wars, they’re generally considered second-class soldiers. Men who think that executives should be generals in three-piece suits find it extraordinarily difficult to envision a woman in a position of power.

So, going forward, let’s deep-six the militaristic jingoism and start talking about business in terms of relationships, agreements and profitability. Then we’ll all be better off.

(bnet)

- 3 Ways To Let Your Soul Guide You

2011-01-06T21:14:00.000+04:00

#1: Become a human lie detector
Think of the biggest lie you could tell yourself.
For example “I hate my son.” (assuming that’s a lie!)
Sit with how that makes you feel. Pay attention to where you feel the physical discomfort. What does the mental anguish feel like?
Now, tell yourself something that you know is true and fills you with joy. “I love my son more than anything in this entire world.” (assuming you do!)
How do you feel? Where do you feel it? Pay close attention to these ‘happy feelings.’
Next time you have to make a decision about something – pay attention to your body and compare it to this exercise as you find your answer.

#2: Become a world-class biographer
This is so easy to do with all the technology available to you. Buy a cheap camera, take photos of your favorite meals, of things that moved you – even a book you just read.

You can also just grab an old fashioned journal and ask yourself what made me feel great today, what did not. Pay attention to coincidences that you experience each day by looking for them. Once you start to play a game with the universe to find “the signs” you will see them pop up everywhere.

#3: Be a positive signal to attract the best life you can by being grateful
Stopping to experience your win, whether it be a present from a lover, a promotion at work, or just a quiet, happy moment with your child, means you are taking the time to say thank you and signaling you want more of this “good stuff.”

Stay in the moment – don’t think about the future. Don’t dwell on the negatives – real or imagined. Stay open to now. Just by asking “Why did I bring this moment to me?” you can more easily find the recipe for lemonade no matter how bruised the lemons look in your hands.
The most important thing to do is to pay attention to anything that comes your way. If it’s hard for you to decide if a thought popping into your head is more noise from the mind or your intuition, just sit with the thought – if it brings you joy or happiness, then do it. If there is any feeling of stress, guilt or worry, set it aside and move on. Either way, be happy with your choice you make.

Remember, your mind is not a bad guy, but it does love to keep busy! Swinging from concept to concept and stirring up drama and emotion simply to entertain itself. By monitoring your moods, you’ll have a better gauge for your internal state, allowing to dial yourself up or down, instead of being at the mercy of your monkey mind.

You don’t need to wait for the worst day of your life to learn what your soul is trying to teach you. Just open yourself to its message.

(pickthebrain)

- 7 Timeless Principles of Achievement

2010-11-23T18:14:00.000+04:00

The knowledge required today is vastly different than the knowledge you needed 20 years ago and in 5 years time most of what you know today will be obsolete.

Through all this there is one thing that is constant. One thing we can trust. That is the principles that drive achievement. The keys of success never change because people don’t. Noah Bennet in the TV-series Heroes puts it well “Things change, but people do not.”

As long as people control the world, the principles that set the successful apart from the regular will remain the same.

When playing baseball as a kid I noticed these principles at work. We used to play a pickup game every day after school. As in every group some of the kids had a knack for baseball and others didn’t. What was interesting to watch was how the group evolved. Some of the kids would improve at a faster rate then the rest, they seemed to improve in everything quicker than average. Both in school and sports.

I saw the same thing happen again and again when working in sales. Some of the salesmen hired just did better than others, even though at the outset they might have been much worse.

The reason is that all these people either actively or instinctively followed these 7 principles.

1. It isn’t how much you work, but how you work that makes the difference

Being at the office for 10 hours straight doesn’t mean you got the most done and, what is more important, it doesn’t mean that you brought the most value to your employer.

If you are going to be successful it is important that you spend your time as wisely as possible. Make sure you are always working on your highest value task, bringing value to your employer and yourself.

Working on time management skills that make you able to produce more in less time is a shortcut that will boost you on your path.

2. Hard work pays off

With step one understood, hard work does pay off. Spending an hour more at the office than your colleagues does mean that you get more done. Working the whole day, instead of taking breaks by the coffee machine, makes you a lot more productive. And being the first into the office every morning so that you have time to plan your day will give you the ease of mind you need to produce.

3. The only thing holding you back is your imagination

We can do anything, as long as we set our mind to it. I want to give you an example from the movie “A Knights Tale” with Heath Ledger. When Heaths character, William, is a young boy he is apprenticed to a knight. His dream was to become a knight himself, something that should have been far out of reach as he wasn’t of noble birth, which was required to compete.

His father tells him that he can, if he believes. If he believes it so strongly and works with all his might, it will happen.

As it turns out, he becomes a knight and his dreams are realized.

Of course this is a story, but the moral of the story is based on fact. If you believe something powerfully enough, you will find a way to make your dream reality.

4. Leading a balanced life is the key

A trap many fall into is that they don’t find balance in their life.

You are not successful if you aren’t successful in all 4 major areas of your life: finance, career, family and health.

Succeeding in one doesn’t compensate for failure in another. Spend time on all 4 areas and the synergy effect will help you become more successful in each area as well.

5. Improve every day

Constant improvement is crucial to your success. If you are to become the best you have to continuously improve. Life is a race and if you aren’t running, someone else will pass you.

6. It isn’t your genes that determine your level of success

This was at first hard for me to grasp before I understood it. It isn’t what you are born with that determines how far you will go. It is your discipline, your motivation and your hunger that will make you successful.

Just like I saw with my friends, the only one of us to make the minor leagues was the kid we used to stick out in right field because he could neither throw, catch or run.

7. Be proactive

Always be in charge of your own life. Be in the driver’s seat. Don’t let the circumstances you find yourself in, the stimuli thrust upon you, control you. Control the circumstances and create your own brakes.

Conclusion

By following these principles you have the basis on which you can form your success, the foundation on which to build and realize your dreams. Never give up because whatever and whoever you want to be, you can succeed, if you chose to.

(lifeoptimizer)

- How Do You Unplug or Go Off the Grid

2010-11-18T23:09:00.001+04:00

- The 5 Stupidest Management Fads of All Time

2010-10-13T18:21:00.000+04:00

(1) Business Process Reengineering

The theory: Analyze the workflows and processes within your organization and rework them to achieve a defined business outcome. Set up cross-functional teams in order to re-engineer separate functional tasks into complete cross-functional processes. Integrate a wide number of business functions through enterprise resource planning, supply chain management, yada-yada-yada, etc., etc.
The reality: Forget about redesigning processes. Reengineering is all about layoffs. Top management uses the idea to justify firing people in order to make it seem like they’re actually doing something logical, rather than just temporarily boosting the stock price so that their short term stock options pay off big.
The result: A string of layoffs, followed by the total collapse of your company. Probably sooner rather than later.
My opinion of the fad: The whole idea is terminally idiotic. Massively changing a corporation while it’s operating is exactly like trying to redesign and retool an automobile while you’re driving down the highway. In any case, reengineering assumes that corporations fail because of lousy processes, when it’s almost ALWAYS the result of lousy management.
Likelihood you’ll run into it at least once: 65%
Your strategy if you do: If your company announces that it’s reengineering, update your resume. Start networking like crazy and line up your new position in another company as soon as possible. Even if you’re well positioned to survive the layoffs, you won’t want to work there after the reengineering has been going on for a while. Trust me on this.

(2) Matrix Management

The theory: People with similar skills are pooled for work assignments. For example, all engineers may be in one engineering department and report to an engineering manager, but these same engineers may be assigned to different projects and report to a project manager while working on that project. Therefore, each engineer may have to work under several managers to get their job done.
The reality: An endless, debilitating turf war. Each manager fights to be considered the “real” manager of the personnel. They do this by forcing everybody to attend required “staff meetings” and by finding extra hoops to jump through and extra rocks to fetch, in order to prove that that they’re the ones who are really in charge.
The result: All productive work grinds to an immediate halt. Management becomes completely consumed in arguments over who will do what and when. Because the system creates more managers, the organization quickly becomes top heavy. Eventually, top management figures out that this is a terminally bonehead idea and puts one person in charge.
My opinion of the fad: I actually worked in an organization that had matrix management. Everyone reported to three managers, and each manager insisted upon having a mandatory 3 hour meeting every week (no agenda). Their manager also required everyone to attend a one hour mandatory meeting every week — to “facilitate communication.” That was 10 hours — 25% of the work week — wasted in nonsense.
Likelihood you’ll run into it at least once: 10%
Your Strategy: Make sure you can access the Internet inside your company’s conference room. During the unending turf hassles, you can answer emails, surf the web, play games, etc. Otherwise, you have to wait this one out. It won’t last for more than a year.

(3) Management by Consensus

The theory: Important decisions should be made with the agreement of everybody in the group. Proposals are collaboratively developed, and full agreement is a primary objective. Consensus management is usually seen as an alternative to “top-down” decision making common inside hierarchical organizations.
The reality: Since everybody has a say in the decision, anybody can effectively veto any decision. As a result, only decisions that are completely innocuous and support the status quo are ever made. Difficult decisions — ones that might ruffle feathers — get quietly shunted aside.
The result: Forget the wisdom of crowds. Crowds are so stupid they can’t even figure out what the crowd is thinking. Specifically, consensus decision-making often results in what’s called “the Abilene paradox,” where a group will unanimously agree on a course of action that no individual member of the group desires because no one is willing to go against the perceived will of the group.
My opinion of the fad: Management by consensus like swimming in a pool of quicksand. Because important decisions never get made, the entire organizations flounders and sinks. BTW, consensus management sometimes happens accidentally when groups have managers who are afraid to make decisions because somebody who works for them might be offended.
Likelihood you’ll run into it at least once: 35%
Your strategy if you do: Volunteer to keep minutes of the meeting. Make the decisions yourself and then pawn them off as consensus. Nobody will notice unless you get too ambitious, like claiming that the consensus was that everyone should wear their underwear inside out.

(4) Core Competency

The theory: Focus on the one thing that your firm does better than anyone else. That will make your strategy difficult for competitors to imitate and keep your organization from wasting time doing things that they’re not very good at.
The reality: Most organizations, like the managers that run them, are about as self aware as a turnip. As a result, they seldom know what they’re really good at. In many cases, organizations think they’re good at something but are actually successful for some completely different reason.
The result: Core competence generally ends up as a kind of myth that keeps a company locked into doing what it was successful at doing in the past. As a result, companies that focus on their core competence soon find that they have competitors running rings around them.
My opinion of the fad: Like all management fads, this sounds like a great idea, but it must be implemented by corporate managers, which means that even if it were the most brilliant idea in the world, they would still bollix things up beyond all recognition.
Likelihood you’ll run into it at least once: 85%
Your strategy if you do: Get involved in the committee that’s suppose to determine the core competence. Make sure that whatever you do is the company’s core competence. If you fail, transfer to the group that did win the discussion.

(5) Management By Objectives

The theory: Define objectives within an organization so that management and employees agree to the objectives and understand what they are in the organization. Then compare the employee’s actual performance with the standards set and agreed upon.
The reality: Everyone spends hours making plans for the future. When the future actually happens, it ends up looking nothing like it was originally expected. As a result, everyone ends up either doing something that might have worked a year ago or doing something that wasn’t in the original plan and then spends extra effort making it look as if they were performing to the plan.
The result: Lots and lots of out-of-date planning documents and precious little to show for it. Success rate in the typical company is supposedly around 6% percent.
My opinion of the fad: There’s nothing wrong with having goals and making sure you know what you’re supposed to be doing, but MBO becomes a fad when it’s just part of the same old review process. Worst case, it turns into a paperwork nightmare that strips flexibility from an organization.
Likelihood you’ll run into it at least once: 90%
Your strategy if you do: Try to be as vague as possible about your objectives and have multiple ways to get measured, so that no matter what happens you still look like you’ve fulfilled the objective. Above all, don’t feel guilty about gaming the system, because your boss is probably gaming it up the chain anyway.

(bnet)

- 4 Reasons to Give Up On Your Dream Career

2010-10-08T12:58:00.000+04:00

The Path Changes. Many people have told me the path to their dream career looked nothing like what they expected. They took non-traditional roads and explored uncharted territory to get there. It seemed for a while that they were off course. And then, amazingly, they were able to guide their current path in the right direction.

The Destination Changes. I’ve known many people who tell me they woke up one day and realized they were in their dream career, and it was nothing like what they thought it would be. The job they had taken to make ends meet on the way to another destination turned out to be more than just a stop along the road.

The World Changes. I couldn’t have envisioned my career ten years ago. Even five years ago, the technology I use on a daily basis was only just being developed. The world is constantly changing and growing and, with it, new careers are emerging. In the future, technology we can’t begin to understand will become a part of the mainstream and it will shift our society in ways we can’t predict. Our limits are ever-expanding, and our career possibilities are growing each and every day…. What will be available in another five years? How will it impact our business world? How will it change your idea of a dream career? No one knows.

YOU Change. You’re not the same person you were yesterday. Our dreams are fluid. What once might have seemed like a dream career may no longer suit you. Be willing to let your dreams change and not feel guilty or that you’ve failed. Sometimes, you have to let go of old dreams to let the new ones in. That’s not “giving up.” It’s growing up.

(bnet)

- Office Nut Cases: A Field Guide - (part 1)

2010-09-04T22:57:00.000+04:00

If you’ve been around an office for any time at all, you’ve run into one of those certifiable nut cases who makes you (and everyone around you) miserable. Not to worry. Identifying a nut case is half the battle, because then you can avoid, ignore or neutralize. Knowledge truly is power.

NUT CASE #1: THE SUPER-ACHIEVER *

Super achievers must excel at everything that they do… to the point of obnoxiousness. Not only do they achieve every conventional measure of career success, but their families must look picture perfect. “Happy” is not a word used by super achievers; the only word that matters is “successful.”

Super achievers see themselves as special and they want to be treated as such. They continually inflate themselves often at the expense of others. Super achievers hate criticism and will endlessly defend, explain or justify in order to prove that they are right and others are wrong.

If the super achiever is a peer, no matter how competent you are, you’ll walk away from an encounter needed to shake off an uncomfortable sense of incompetence. If you report to a super achiever, one of two things is bound to happen. Either you will sit at the feet of the star or you will be constantly told that your ideas are second rank. If you oversee a super achiever, expect underhanded maneuvers to get you fired.

Super achievers breed fear and resentment. Everyone begins to guard ideas and an uncomfortable sense of paranoia grows. Initially, a super achiever will charm certain individuals who look as if they can be the best stepping stones. But over time a slew of bruised egos accumulate and by the time the rest of the team what realizes what has happened, the super achiever has been promoted.

NUT CASE #2: THE REBEL *

The rebel is a born fighter. Their animosity is almost always against authority figures, social protocols, or company rules and regulations. Rebels come in wearing jeans on a Tuesday when the casual day is Friday. They miss deadlines or arrive late to work just to prove they don’t have to follow the rules.

Rebels do these things because they thrive on negative attention, seeing it as the only way to get noticed. Rebels often strike colleagues as emotionally closed and hyper vigilant. Rebels claim to strive for change yet they have not done their deeper homework. They will take on a cause without really understanding the implications of their actions.

If you have a classic rebel on your team, watch out! About the only thing he or she loves more than throwing gasoline on a smoldering fire is getting others to do the same. The moment rebels hear of discontent, they will go to great lengths to convince others they should go to HR or get legal advice.

Most companies cannot tolerate rebels for very long which is why rebels are often sent to communication programs or anger management seminars. Rebels also get fired or quit their jobs, typically leaving with a tremendous amount of fanfare. Rebels are willing to prove a point regardless of consequences and this can easily damage communities, teams and companies.

NUT CASE #3: THE PROCRASTINATOR *

Procrastinators always say yes to deadlines but fail to follow through. They then become indignant or evasive when held responsible. As deadlines approach, procrastinators cannot be found by cell phone, e-mail or carrier pigeon. When the work is finally turned in, procrastinators often go on multiple mini vacations to “recuperate from the stress.”

While perfectionism plays a part, most procrastinators lack self-confidence and are unsure whether they can actually complete a task. There also appears to be a link between impulsiveness and procrastination. Impulsive people tend to value living in the moment and thus attribute no real meaning to deadlines.

For businesses the cost of procrastination includes time spent counseling tardy employees, making sure the postponed work gets covered, managing disappointments and handling the conflicts that are bound to occur when teams are waiting for a solitary individual to produce his or her part of a project.

Procrastination costs are hard to measure as one can hardly plot out all the possible alternative scenarios and all the missed opportunities. One thing is certain, a procrastinator on a project virtually guarantees that it will either be late, or that other people will end up doing extra work in order to get it in on time.

NUT CASE #4: THE OFFICE CLOWN *

Office clowns are extroverts who love to divert others with their jokes and witty banter. They know every detail of a trivial issue and give their own two cents just to get a rise out of their colleagues. Often the jokes are offensive insensitive and downright embarrassing. Clowns can get folks involved in a contest of one-liners that may begin in good taste but end up as HR nightmares.

Office clowns often display an uncanny ability to break up a tense situation with a joke. They can pick up on the unsaid anger in the room and become heroes by speaking the unspeakable, even if it’s not productive to focus on that aspect of the situation.

Having a sense of humor is certainly not the same as being an office clown. Research indicates that laughing benefits the immune system and activates endorphins, the good stuff that makes us feel more contented.

However, coworkers sense that office clowns aren’t just trying to be funny and that there’s something else going on. Privately most coworkers regard office clowns as bozos, smart-asses, and motormouths. Not surprisingly, such clowning can be subversive rather than helpful, giving rise to shared negativity rather than anything constructive.

(bnetleadership)

- 5 Things to Do When the Boss is Wrong

2010-07-23T17:02:00.000+04:00

Say, “Great idea Boss! We’ll test it.” This comes directly from Jim Sterne who introduced the term to me through my BNET colleague, Sean Silverman. This gives you some time.
Test with an Open Mind. So, it turns out that some of those people at the top of the food chain got there because they are smart. Just because it seems stupid to you, doesn’t mean it’s stupid. So, test the HIPPO’s idea. You may be surprised. But, if you’re not and it’s a bad, bad, bad idea then…
Document, Document, Document. A casual stop by the CEOs office to say, “So, Sally, we looked into that rubber-snake-designer-jeans idea you had and, well, nobody likes it. See you later!” will not fly. Actual numbers will. Focus group data that says, “Gee this antenna problem is a BIG DEAL” is much more convincing. Make sure you have your data and present it professionally. But if the HIPPO still wants this solution then…
Don’t Whine, Problem Solve. In my experience, HIPPOs want what they want, dang it, and sometimes they just won’t listen. So, figure out how to solve the problem. So, you’ve tested it and the results show problems. It’s time to problem solve. CEO and BNET writer Margaret Heffernan has a rule that all complaints must come with a solution. So, don’t complain. Come up with a solution and be prepared to present all the costs involved in the solution.
Get on board. Unless the HIPPO’s idea is illegal or immoral (in which case you should blow the whistle), you’ve made your case and now you need to get on board. You’re being paid to work for the HIPPO, so after you’ve done your best, you need to do what he or she wants. I know it’s unpleasant, but it’s the reality. If it’s just so terrible that you can’t support it, then it’s time to leave the company.

(bnet)

- Know Your Body's Cooling Spots

2010-06-24T23:20:00.000+04:00

You've probably heard that you can pour water over your wrists or neck to cool off quickly, but we've got the lowdown on all the body's best cooling spots, as well as the most effective ways to use them.

Get Acquainted With Your Body's Pulse Points

The reason this remedy works is because your wrist and neck both contain pulse points—essentially, areas where you can feel your pulse because your blood vessels are close to the surface of your skin. Because they are so close, however, you can also cool off your blood and body temperature by getting the area in contact with cool water.

However, your neck and wrists are not the only pulse points on your body (though your neck is arguably one of the most effective). The insides of your elbows and knees are two other common pressure points, as well as the tops of your feet and insides of your ankle (near the area where your ankle bone sticks out). There's also a pulse point on your inner thighs. And, while the forehead is commonly used as a cooling spot, the pulse point on your head is actually closer to your temple and the area just in front of your ear. There are a few more, of course, but these are the most convenient for the purpose of cooling yourself.

Adjust Your Cooling Method to Your Activity

Obviously, not all of these pulse points are going to be convenient to cool down all the time. There are a number of different ways you can go about cooling them down, and you'll need to use the ones most convenient to you at the time. For example, if you're out exercising in the heat, wrapping a damp bandanna (or better yet, a specialized homemade cooling scarf) around your wrist, elbow, or neck (when you can) is an easy way to keep cool.

If you're just sitting on the couch in a hot box of an apartment, though, you'll be able to take advantage of your feet, ankles, knees, or thighs in addition to the others. If you're not moving around, you can use the other popular method of using ice cubes wrapped in a cloth, rather than just a wet bandanna. Some recommend putting the towel-wrapped ice on your pulse points for a minute at a time, but there isn't a ton of consensus on the subject—just do what feels comfortable for you, and make sure it's "cool" and not cold. Don't use just ice; make sure it's wrapped in a towel or something similar (the same rules apply to the water-soaked scarf as well; cool, not cold).

Keep in mind this isn't necessarily the end-all, be-all of cooling techniques. Attacking your pulse points should cool you off slightly (depending on your situation), but don't expect it to be a 100 percent cure for the heat. Make sure you're still doing everything you can to keep cool, like running your air conditioner if you can, finding a comfortable, air-conditioned space, trying alternatives to air conditioners, generating less heat in your living space, and, of course, staying hydrated and out of the hot, beating sun.

(RexxS/lifehacker)

- Research finds leadership skills inadequate to meet current and future demand

2010-05-18T23:38:00.000+04:00

A comparison of the leadership strength from the research contrasts existing leadership skill levels with what skill would be required in the future the results are illustrated below.

The research identified the following seven competencies as most critical for success, now and in the future:

Leading people: directing and motivating people.
Strategic planning: translating vision into realistic business strategies, including long-term objectives.
Managing change: using effective strategies to facilitate organizational change.
Inspiring commitment: recognizing and rewarding employees’ achievements.
Resourcefulness: working effectively with top management.
Doing whatever it takes: persevering under adverse conditions.
Being a quick learner: quickly learning new technical or business knowledge.

The interesting thing to note from this research is that only resourcefulness is a current top ten skill! All the others rated as important for success in the study are not skills that leaders have mastered today. This means that today’s leaders are not meeting the demands of their organisations. The CLL call this the “Leadership Gap”, referring to the huge gap that exists between the leadership skills organisations have today and the skills they will require in five years time.

(thepracticeofleadership)

- GOW III - Kratos may still be alive!

2010-04-06T08:22:00.000+04:00

Starting straight after the events of God of War II, Kratos ascends Mount Olympus on the body of Gaia, followed closely by the other Titans. After slaying both the Leviathan and Poseidon, Kratos confronts Zeus at the top of the mountain palace, only to be blasted off. Gaia then betrays him as they both tumble down, causing Kratos to fall straight into the River Styx, losing all his abilities in the process. Shortly after arriving, Kratos meets with the spirit of Athena, who gives him a new set of chain blades called the Blades of Exile, now seeking the destruction of Zeus as well. Told to seek the Flame of Olympus, the source of all the gods' power, Kratos slashes his way through the land of the dead, encountering the banished Blacksmith god Hephaestus and killing its lord Hades in the process, and eventually murdering Hephaestus as well after traveling through Tartarus in his second visit. Arriving upon Olympus once more, Kratos continues on his quest for vengeance, killing both Olympian gods and Titans alike, each of their deaths affecting the world.

Along the way, Kratos meets Pandora, Hephaestus' daughter, who holds the key to the flame and unlocking Pandora's Box, revealed to still exist and containing the power to kill a god within it still. At the top of the mountain, Kratos engages Zeus in battle as Pandora sacrifices herself to allow him access to the power within, only for Kratos to discover the box empty. Continuing their fight, Kratos manages to gravely wound Zeus with the Blade of Olympus and kills Gaia, however he is nearly killed by Zeus' spirit, and he mentally retreats within himself.
After searching within himself and finally forgiving himself for his past actions, Kratos unleashes the hidden power of hope and then brutally beats Zeus to death with his bare hands.
With the world left in ruin by his actions, Athena appears and asks that Kratos relinquish the power of hope that he had taken, only to realize that he had it from the first time he opened the box, and that the evil powers that were contained as well had actually gone forth and corrupted the gods. Refusing, Kratos takes the Blade of Olympus and impales himself, unleashing hope into the world and allowing humanity to have free access to it, not to be controlled by any god.
Smiling in triumph, Kratos lays among the ruins of Olympus, blood flowing out of him.
However, in a post-credits scene, Kratos' body is no longer present, only a trail of blood leading out of the Olympian ruins, indicating that Kratos may still be alive.

- Green Tea & Kidney Stones

2010-03-13T12:59:00.000+04:00

Drinking green tea may help prevent painful kidney stones. A new study shows compounds in green tea extract make it more difficult for certain kidney stones to form.

Kidney stones affect about 5% of the world's population. They occur when abnormally high concentrations of minerals, such as calcium, accumulate in the urinary tract and clump together to form crystals and potentially painful stones.

Most kidney stones contain calcium, and the most common stone type is calcium oxalate. Chinese researchers found that green tea extract bonds to calcium oxalate and makes the resulting crystals a different shape, which makes them less likely to clump together and form large kidney stones.

The smaller crystals and stones are then passed harmlessly through the urine.

In the study, published in CrystEngComm, Xudong Li of Sichuan University in Chengdu, China, and colleagues examined the effects of green tea concentrate on calcium oxalate crystallization using a variety of advanced scanning and imaging techniques.

The results showed that as the amount of green tea extract applied increased, the calcium oxalate crystals became flatter and flatter.

Researchers say flatter crystals form less stable kidney stones that break up more easily.

- Plavix -- Warning Again

2010-03-13T12:38:00.000+04:00

Genetic Test IDs 'Poor Metabolizers' of Plavix but Time, Cost Are Issues

March 11, 2010 - The FDA has put a new "black box" warning on the anti-clotting drug Plavix, the second best-selling drug in the world.

The new label warns that normal doses of Plavix have a potentially deadly lack of effect in 2% to 14% of patients.

Such patients are so-called "poor metabolizers" who carry a variant CYP2C19 gene affecting the enzyme that converts Plavix into its active form.

A less strident warning about poor metabolizers first appeared on the Plavix labels in May 2009. Based on new information from a drugmaker-funded study and other research, the FDA has now strengthened the warning.

A genetic test can tell whether a person is a poor metabolizer. The test costs about $500, according to Courtney Harper, PhD, director of the FDA's division of chemistry and toxicology devices. But cost isn't the only issue.

"The time to get a test result varies. It may be a few hours to a day or two, or other labs may take a few weeks," Harper said at a news conference held to discuss the FDA action.

For many patients at risk of a second heart attack or stroke, time is of the essence, noted Robert Temple, MD, director of the FDA's office of medical policy.

"Unfortunately, waiting to see if Plavix will work isn't easy. This drug is to keep you from having a heart attack or stroke or dying, so waiting is not a good idea," he said at the news conference. "And this drug is used acutely, when a person is having angioplasty. So you really can't wait for the test results in that case. But for people who had a heart attack some time ago, they might want to wait for the test."

Different races are more or less likely to carry the CYP2C19 gene that makes them poor metabolizers.

"The frequency is about 2% of Caucasians, 4% of blacks, and 14% of Chinese," Mary Ross Southworth, PharmD, deputy director for safety in the FDA's division of cardiovascular and renal products, said at the news conference.

People carry two copies of each gene. Those who inherit two copies of the CYP2C19 gene are poor metabolizers of Plavix, and those with one copy are intermediate responders. There is also a variation of the gene that makes a person a "hyper-responder" to Plavix.

The FDA wants doctors to discuss Plavix options with patients. Right now, those options include using Effient, another anti-clotting drug that is not affected by the CYP2C19 gene. Another option is to use a double dose of Plavix.

"The data are not clear. There is more uncertainty than we wish we had about exactly what to do for these patients," Temple said.

Plavix, from Bristol-Myers Squibb and Sanofi Aventis, is used to prevent heart attacks and strokes. It's particularly useful in preventing deadly blood clots in patients who have received stents to reopen blocked arteries.

- Five Rules for Life - Cont'd

2010-03-09T20:45:00.000+04:00

1.) Follow your passion.
Nothing great has ever been achieved without passion! Passion is what gives you the strength to overcome the obstacles which block success. Passion is the fuel that will take you to your destination. Every successful person has discovered their passion, and they’re following it.

2.) Never give up.
Nothing worth achieving is ever going to be easy. To become your best is going to take commitment, discipline, dedication, hard work, and a "no-give-up" attitude. So never give up - through perseverance the turtle reached the ark.

3.) Have faith.
You must believe in your ability to succeed. The famous poem is true, "If you think you’re outclassed, you are, you must think high to rise, you must be sure of yourself, before you will ever win a prize." You must be the biggest fan in your fan club; you must believe in "you" more than anyone else.

4.) Visualize your success daily.
Napoleon Hill said "whatever the mind can conceive and believe, you have the ability to achieve." You must see your success in your mind daily. If you can consistently hold thoughts of success, you will begin to believe that it’s possible for you. Once you believe it’s possible, you will begin to take the actions that will make those thoughts a reality.

5.) Keep a balanced life.
Success in life means having a balanced life. Always keep your life in balance, don’t work so hard on your career that your family falls apart. Define what success is for you, and be sure to work towards that image, every single aspect of that image, from financial success to family success.

(fiverulesforlife)

- Inner Peace

2010-02-26T20:14:00.000+04:00

“He who lives in harmony with himself lives in harmony with the universe.”
Marcus Aurelius

“Possession of material riches, without inner peace, is like dying of thirst while bathing in a lake.”
Paramahansa Yogananda

Finding peace within is a wonderful but also a difficult thing. It is easy to go looking for it in the wrong places.

So here are 5 timeless thoughts to help guide you to the places where you can actually find it.

1. Simplify.

“The simplification of life is one of the steps to inner peace. A persistent simplification will create an inner and outer well-being that places harmony in one’s life.”
Peace Pilgrim

Making thing simpler has certainly brought a lot of inner peace to my life. So, a few of my favorite suggestions on how to simplify your life:

Use a limited to-do list. Only 2 or 3 of the most important things.
Set limits. Set limits for daily checking of inboxes. I do it only once a day. Set time limits for small decisions and make them within seconds after you have thought about them to avoid procrastination and overthinking. Set time limits for tasks such as 15 minutes each day for answering emails or for using Twitter. Set a limit for commitments and say no to be able to feel less stress and produce better results.
Remember to “keep things extremely simple”. I have written down that sentence on my white board and it is a daily and constant reminder that helps me when I lose my way.

2. Accept.

“Acceptance of others, their looks, their behaviors, their beliefs, bring you an inner peace and tranquility – instead of anger and resentment.”
Unknown

When you accept what is you stop feeding energy into resisting what is. You don’t make a problem more powerful and sticky in your mind. Instead, somewhat counter intuitively, when you accept what is it loses much of its power. It just is.

And you feel stillness inside. Now, accepting what is doesn’t mean to give up. It just means that you put yourself in a better position take action if necessary. Because now you can see more clearly, you can focus your energy towards what you want and take the appropriate action to change your situation.

3. Forgive.

“Inner peace can be reached only when we practice forgiveness. Forgiveness is letting go of the past, and is therefore the means for correcting our misperceptions.”
Gerald Jampolsky

By accepting what is it is much easier to let go of things and to forgive what has happened.

Forgiveness is important because as long as you don’t forgive someone you are linked to that person. Your thoughts will return to the person who wronged you and what s/he did over and over again. The emotional link between the two of you is so strong and inflicts much suffering in you and – as a result of your inner turmoil – most often in other people around you too.

When you forgive you do not only release the other person. You set yourself free too from all of that agony.

One thing to keep in mind is to not just forgive others but also yourself. By forgiving yourself – instead of resenting yourself for something you did a week or 10 years ago – you make the habit of forgiveness more and more of a natural part of you. And so forgiving others becomes easier too.

Also, what you think is a question of forgiving others you may sometimes – after some time and inner struggle – discover is just as much, if not more, about forgiving yourself rather than the other person.

4. Do what you enjoy.

“Never continue in a job you don’t enjoy. If you’re happy in what you’re doing, you’ll like yourself, you’ll have inner peace. And if you have that, along with physical health, you’ll have more success than you could possibly have imagined.”
Roger Caras

When you do what you enjoy there is a natural peace that arises within. You are in alignment with your outer world. This also leads to a lot more success than if you have a lot of inner turmoil and really don’t care that much for your work.

One of my favorite tips for finding things you enjoy or love doing is simply to explore life. To be curious and try things out and see what you think of them. This can bring many insights both about yourself and about how things really are when you do them rather than when they are just theories floating around in your head.

If you have read my ebook The 7 Timeless Habits of Happiness then you know that there is a whole chapter in it about finding and doing what you love with exercises and tips for further reading. So if you haven’t checked out the book yet, go to this page for instructions on how to get you own free copy.

5. Be careful with your inner peace.

“Never be in a hurry; do everything quietly and in a calm spirit. Do not lose your inner peace for anything whatsoever, even if your whole world seems upset.”
St. Francis de Sales

(positivityblog)

- Five Rules For Life (updated again)

2010-02-21T18:44:00.000+04:00

1.) Think big.
We are capable of far greater accomplishments than we realize. Had I known as a much younger man what I could have been or accomplished in this lifetime, I would have worked even harder and dreamed even bigger. Shoot for the stars, if you fall short you'll still finish beyond your wildest expectations!

2.) Play hard.
If it's worth doing, it's worth your best efforts. I was never the fastest, strongest, quickest, biggest, smartest or most talented. But I always made the first team in sports and succeeded in business because I played harder than those around me and put my guts into every play, every effort, and every challenge I took on.

3.) Be true to your heart.
It's a hollow victory if you know in your heart you didn't play by the rules. Winning at any cost isn't winning anything - it will come back to haunt you. Be true to your heart, play by the rules, never compromise your values or your ethics - you will not only succeed, you'll sleep at night and revel in the satisfaction and happiness of having done it the right way.

4.) Never give up.
Sumner Redstone said it best - "Success is not built on success. It's built on failure. It's built on frustration. Sometimes its built on catastrophe." Nobody always gets it right the first time or succeeds immediately. Everything in the universe must balance out. There are only so many "no's" until the "yes's" start to follow. Failure is your friend because if you keep pushing, success is just around the corner. The winner in most endeavors is the person who just won't give up - no matter what!

5.) Whether you think you can or you think you can't...you're right.
Nothing in the real world materializes until you've thought about it first! You create your own reality in this existence by having seen and thought about it in your mind's eye before it ever comes into being. Negative self talk will only give you negative results. Treat that little man or woman inside as the strong, smart, kind, successful being he or she truly is. Create those positive images and positive feelings of having already achieved your goal, and it will come to pass.

(fiverulesforlife)

- Acai Berry Diet Exposed: Miracle Diet or Scam?

2010-02-20T22:10:00.000+04:00

Acai berries are the latest weight loss fad. These so called Super Foods that you take as a supplement to lose weight have been getting a lot of international attention. And like you have probably already seen; they are all over the internet in blogs and success stories of people who have apparently used the pills and lost a ton of weight. But we here at News 7 are a little skeptical and aren‘t sure that we‘ve seen any real proof that these pills work for weight loss. So we decided to put these products to the test. What better way to find out the truth than to conduct our own study?

To get started, I volunteered to be the guinea pig. I applied for a bottle of the Acai Advanced. While there are ton's of Acai berry ads online, Acai Advanced is one of the most credible and trustworthy suppliers on the market. It included the free* trial of the product and it did not try to fool me into agreeing to additional hidden offers. Another reason why I chose Acai Advanced is because it is the most concentrated and purest acai products on the market. This would give me the most accurate results for my test.

Here is what Acai Advanced claimed on their website...

4 Times More Weight Loss Than Diet And Exercise
Boosts Energy
Rich in Antioxidants
Promotes Cardiovascular and Digestive Health

Were pretty skeptical, but wanted to find out for ourselves if this product could actually do everything that it claimed. Most of the success stories talk about combining Acai berry with colon cleansing products to achieve maximum weight loss. I decided to do the same. The idea behind combining the products is that while the Acai Berry encourages weight loss and increases energy, the colon cleanse helps rid your body of toxins and allows your body to work and burn calories more efficiently. I chose Colocerin to test.

Here is what Colocerin claimed on their website...

Helps Eliminate Bad Toxins that have Built Up Over the Years
Removes ‘Sludge‘ from the Walls of the Colon
Helps Get Rid of Gas and Bloating
Helps to Regulate the Metabolism

And the Colocerin, like the Acai Berry, had a free* trial with a 100% satisfaction guarantee and had no hidden offers.

Putting Acai to the Test

Both the Acai Advanced and Colocerin arrived within 4 days of having placed my order online for the trials.

The bottles I received held a month‘s worth of pills which worked out perfect as I was to follow the supplement routine for 4 weeks time and document my progress throughout

My Test 4 Week Acai Berry Diet: Acai Advanced + Colocerin

My Results
Week One
After one week on the diet using both products I was surprised at the dramatic results. My energy level was up, and I wasn‘t even hungry, an apparent side effect of the Acai Berry which curbs the appetite.
I honestly felt fantastic.
And I didn‘t even change anything about my daily routine. On day 7 I got on the scale and couldn‘t believe my eyes. I had lost 9 lbs. But I still wasn‘t convinced as they say you lose a lot of water at the beginning of any diet. I wanted to wait and see the results in the upcoming weeks. But it sure was looking up! I now weighed under 140 pounds for the first time in years!
Week Two
After two weeks of using both supplements, I started the week off with even more energy and was actually sleeping more soundly than before. I was no longer waking up during the night and tossing and turning because my body was actually able to relax (this is a result of getting rid of the toxins I think). Plus I still managed to lose another 3 pounds, putting me at an unbelievable 16 lbs of weight loss, in just 2 weeks.
I must admit that I‘m starting to believe that this diet is more than just a gimmick.
Week Three
After 3 weeks all my doubts and skepticism had absolutely vanished! I am down, 2 full dress sizes, after losing another 2 pounds. And I still have a ton of energy. Quite often, around the third week of other diets, you tend to run out of steam. But with the Acai Advanced and Colocerin diet my energy levels don‘t dip, but remain steady throughout the day. I no longer need that cat nap around 3pm in the afternoon! And I am even noticing that my stomach is digesting food so much better. No bloating or embarrassing gas after I eat!
Week Four
After the fourth week, my final results were shocking. I lost an unbelievable 25 lbs since starting the Acai Advanced and Colocerin diet! Actually everyone at News 7 is kicking themselves for not having volunteered to be the guinea pig. Using the Acai Advanced and Colocerin in week 4 I lost 2 more pounds. But to be honest I really didn‘t have much more than that left to lose. And I am definately going to continue taking the Acai Advanced afterwards because it has so many antioxidants and vitamins that makes my skin look unbelievable.
I couldn‘t be any happier with the results. I Lost 12lbs in 4 Weeks, No Special Diet, No Intense Exercise

Conclusion Like us, here at News 7, you might be a little doubtful about the effects of this diet, but you need to try it for yourself; the results are real. After conducting our own personal study we are pleased to see that people really are finding success with it (myself included :) ). And you have nothing to lose. Follow the links to the free* trials I have provided and know that you are getting a quality product that works; no strings attached!

Good Luck with your weight loss

(news7daily)

- The Five Rules of Effective Leadership: [The Leadership Code]

2010-02-07T22:54:00.000+04:00

Rule 1: Shape the Future
Leaders that shape the future answer the question “where are we going?” and make sure that those around them understand the direction as well. Strategists figure out where the organization needs to go to succeed, test their ideas pragmatically against current resources (money, people and organizational capabilities) and work with others to figure out how to get to the desired future. The rules for Strategists are about creating, defining, and delivering principles of what is possible.

Rule 2: Make Things Happen
Leaders that make things happen focus on the question “how will we make sure we get there?” Executors translate strategy into action and put the systems in place for others to do the same. They understand how to make change happen, assign accountability, make key decisions and delegate others, all while ensuring teams work well together and keeping promises to multiple stakeholders. The rules for Executors revolve around the discipline for getting things done and the technical expertise for getting them done right.

Rule 3: Engage Today’s Talent
Leaders who optimize talent answer the question “who goes with us on our business journey?” Talent Managers know how to identify, build, and engage talent to get results now. They identify the skills required, recruit talent, engage them, communicate extensively and ensure that employees give their best effort. Talent Managers generate intense personal, professional, and organizational loyalty. The rules for Talent Managers center on resolutions to help people develop professionally for the good of the organization.

Rule 4: Build the Next Generation
Leaders who mold the future talent pool answer the question, “Who stays and sustains the organization for the next generation?” Talent Managers ensure shorter-term results through people, while Human Capital Developers ensure the organization has the long-term competencies required for future strategic success; ensuring the organization outlives any single individual. Just as good parents invest in helping their children succeed, Human Capital Developers help future leaders be successful. Throughout the organization, they build a workforce plan focused on future talent, understand how to develop that talent and help employees see their future careers within the company. Human Capital Developers install rules that demonstrate a pledge to building the next generation of talent.

Rule 5: Invest in Yourself
At the heart of the Leadership Code–literally and figuratively–is Personal Proficiency. Effective leaders cannot be reduced to what they know or what they do. Leaders are learners; drawing on lessons from successes, failures, assignments, books, classes, people and life itself. Passionate about their beliefs and interests, good leaders spend enormous personal energy and attention on what matters to them. Effective leaders inspire loyalty and goodwill in others because they act with integrity and trust. Decisive and impassioned, they are capable of bold and courageous moves. Confident in their ability to deal with situations, they can tolerate ambiguity.

Through our work, we have also determined:
All leaders must excel at Rule 5. Without the foundation of trust and credibility, you cannot ask others to follow you. While individuals may have different styles (introvert/extrovert, intuitive/sensing, etc.), any individual leader must be seen as having personal proficiency to engage followers. This is probably the toughest of the five domains to train and some individuals are naturally more capable than others. All leaders must have one towering strength. Most successful leaders excel in at least one of the first four rules and are predisposed to one of the four areas.

Effective leaders must be at least average in their “weaker” leadership domains. It is possible to train someone to improve in one area by identifying and developing behaviors and skills in each domain to be mastered. The higher a leader rises within an organization, the more he or she needs to develop excellence in more than one of the four domains.

If the government is going to bail out toxic assets, it must also encourage and assess effective leadership to ensure the long-term sustainability of an organization. Financial stress tests should be coupled with leadership audits. Leaders should be encouraged to build on the basics and held accountable to live by the Leadership Code.

(UOMichigan)

- The Roots of Violence

2010-02-05T23:32:00.000+04:00

Wealth without work,

Pleasure without conscience,
Knowledge without character,
Commerce without morality,
Science without humanity,
Worship without sacrifice,
Politics without principles.

- Overcome Anything (The Crisis)

2010-01-20T19:39:00.001+04:00

The Crisis

Shock

A shock can leave you stunned, absorbed, and unable to focus on anything else. When shock is profound, it can be hard to return to life as you once knew it. The case of Duncan S. illustrates this point.

It was a late Friday evening and Duncan was relaxing after a hard day at work. The doorbell rang, and when he opened it, two police oﬃcers waited to talk to him. They sat him down and told him that his wife and two year old son had been killed in a car crash. Later he said:

“I couldn’t say anything. It was as if I was falling down a black hole. I couldn’t breathe properly. At that moment, I couldn’t imagine ever ﬁnding a meaningful life again.”

After this terrible moment, Duncan went through a dark patch. He emerged numb and bitter. It was only later, after he asked for help and completed the ﬁve steps of healing, that he found new meaning in his life. I saw him again, some years after he had initially come to me for help. His hair was prematurely grey, but he seemed to be at peace. He told me that he had left his job at the stock market and now works with disadvantaged children.

“My life has changed so much,” he said. “I married again last year and we’re expecting a baby.” He adjusted his designer glasses. “I will never forget Lana and little Stephen. I am still overcome with pangs of grief now and then—they just come out of nowhere. But my life has got a new meaning now and I’m at peace. I feel I’m making a diﬀerence in the lives of others. Maybe I’ve learned to be less selﬁsh and a bit kinder.”

Loss

Crises are usually about loss. It can be the loss of health, loss of a loved one, ﬁnancial loss, or losing a job. With loss, life changes forever. Imagine life as a map. The most important areas of our life take up space in the centre, whereas aspects that are less important are at the periphery. With loss, a major part of our life-map is ripped out. Grieving means coming to terms with the empty areas of one’s life. This coming to terms is a process of integration and we gradually change our life-map so that other aspects begin to ﬁll in the empty space.

Trauma

The Latin word for injury is trauma. It applies to injuries of body and soul. An injury to the body can be seen, but wounds and scars of the soul are hidden. Unfortunately many people remain stuck in trauma without integrating it. Symptoms of being stuck include anxiety, weight gain, sleep disorder, lack of motivation, and alcohol or drug abuse. Remaining stuck in a traumatic experience can even result in Post Traumatic Stress Disorder (PTSD). People who have suﬀered ordeals, such as violent assaults, disasters, accidents or military combat often suﬀer from PTSD. They face ongoing frightening thoughts, invasive images and emotional numbness.

The body and mind are self-healing organisms. Just as a wound has a tendency to knit together, the soul also heals in time. As Peter A. Levine points out in his book Walking the Tiger, healing from trauma is a natural process. We can access healing through gentle awareness of the way the body reacts to shock, grief, stress, anger, and the many other responses to trauma.

Stress

A crisis triggers stress. The body readies for ﬁght or ﬂight. The signals sent out by the brain through the central nervous system start a chain reaction in the body. The adrenal glands begin producing hormones that cause the heart to beat faster. Muscles in the body tense and the pupils dilate. Digestion is slowed and blood is shunted to the major muscle groups. This gives the body a burst of energy to enable it to either stand and ﬁght, or ﬂee from danger.

After the threat has abated, the body systems return to normal via the relaxation response. However, it is possible to get stuck in a condition of chronic stress. Symptoms of chronic stress are numerous, ranging from memory impairment to depression. It can cause and aggravate inﬂammation and weaken the immune system, as well as make us vulnerable to heart disease. Sleep and eating disorders, alcohol and drug dependency and anxiety disorders can also be part of the overall picture of chronic stress. As the following story of Danny L. illustrates, it’s sometimes diﬃcult to spot chronic stress as the cause of ill health.

Danny was in his late forties. Good living and a love of Chardonnay had put some extra rings around his waist and high colour on his cheeks.He worked as an electrical engineer. When he got a new boss, he started having trouble at work. He missed out on a promotion and felt increasingly unhappy and alienated.

One Saturday afternoon, he was mowing the lawn when he experienced a sharp pain in his chest and collapsed. Next thing he knew, a medic was pressing an oxygen mask to his face and he was being rushed to hospital. There, they performed a whole battery of tests upon him. But all were inconclusive. Back home again, Danny began to experience other health problems. He couldn’t sleep at night and had recurring ﬂu-like symptoms. A nagging pain in his abdomen worried him.

After a year of ill health, Danny went to a naturopath to get some advice. She pointed out that Danny might be suﬀering from chronic stress. A year later he said to me:

My life has changed so much in the last year. I hardly recognise myself! I was beginning to feel like an invalid, but now I feel great. I look forward to each day!”

“What changes did you make?” I asked.

“I changed my job. The work I’m doing now isn’t as well paid, but it’s much less stressful. I spend more time with the wife. We’re getting on better now. “He bit his lower lip. “You see, when I was stressed I wasn’t performing that well in bed and she was getting frustrated.”

He took a sip of water.

“And I’ve stopped drinking. “He shook his head. “I tell you that was bloody hard! And I’m a lot ﬁtter. I go swimming and do some jogging.”

I looked him over. He’d lost weight and his eyes were clear.

“What turned your life around, Danny?”

“You asked me to go to counselling. At ﬁrst, I hated it because I’m not used to spitting things out. But then, I got more relaxed. Finally, it was as if a huge weight had lifted oﬀ my shoulders.”

(goodlifezen)

- Overcome Anything

2010-01-17T19:39:00.000+04:00

Sometimes life falls apart. Maybe a loved one dies or leaves, we are diagnosed with cancer, we lose our job, or we experience other kinds of traumatic events. At first, it might seem impossible for the broken bits
of life to knit together. You may feel that you will never emerge and find peace again. But you will. Take one step and then the next.
The five steps of healing are: acceptance, presence, action, forgiveness, and integration. They can be completed even long after a traumatic event has occurred. The five steps of healing ensure that we integrate our traumatic
experience. If we do, we not only overcome our personal disaster, but grow from it, and finally find stillness and peace.

(goodlifezen)

- Kratos 2010

2010-01-14T00:16:00.002+04:00

- Stand for Something!

2010-01-08T10:50:00.000+04:00

"If you don't stand for something, you stand for nothing;
Those who stand for nothing fall for anything!!!"

- Completing and Remembering...

2010-01-01T00:07:00.002+04:00

Completing and remembering 2009
What was your biggest triumph in 2009?
What was the smartest decision you made in 2009?
What one word best sums up and describes your 2009 experience?
What was the greatest lesson you learned in 2009?
What was the most loving service you performed in 2009?
Creating the new year
What would you like to be your biggest triumph in 2010?
What advice would you like to give yourself in 2010?
What is the major effort you are planning to improve your financial results in 2010?
What would you be most happy about completing in 2010?
What major indulgence are you willing to experience in 2010?
What would you most like to change about yourself in 2010?

What do you do to complete the year?

- Succeeding with New Year’s Resolutions

2009-12-31T21:27:00.000+04:00

Statistics show that more than half of resolutions made on January 1 are broken by February 1. There have even been some studies that suggest that more than 90% of resolutions are abandoned within the first 30 days.

If you sometimes struggle to keep your resolutions, the following tips will help you to make and keep resolutions that will improve your life:

Before making a resolution or setting a goal, think about what you really want in your life. Many of us make resolutions to do what we think we should do; however, we do not want the results enough to remain committed to the resolution.
Ensure that your resolution is realistic and achievable. Many people give up on trying to keep their New Year’s resolutions, because they were hoping to achieve the impossible when they made the resolution.
Write your resolution on paper, and keep this piece of paper in a place where you can look at it every day. Research shows that people with written goals are more likely to achieve these goals.
Make a commitment to yourself to keep the resolution, ensuring that you understand the effort that will be involved in doing this.
Visualize the end result. Close your eyes, and create a mental picture of how this will look. In this mental picture, visualize yourself as you enjoy these results. Repeat this visualization daily, picturing yourself as if you have already achieved your goal.
Describe the benefits of your resolutions. It is best to do this on paper, so that you can read the benefits whenever you might struggle to keep the resolution.
Develop and implement an action plan. Determine the steps that you will take in order to achieve your goal, and write these down. It is easier to work on one small step at a time than on a big goal.
Reward yourself as you reach milestones along the way to achieving your goal. As we give recognition to ourselves for our accomplishments, we expand our enthusiasm and energy to accomplish more.
If you make a mistake, give yourself permission to start again. We are all in a constant process of growth and development. We can use our mistakes as learning opportunities and become even stronger than we had been previously.

May 2010 be your best year yet!

(leaderdynamics)

- The Definitive Guide to Sticking to Your New Year’s Resolutions

2009-12-30T01:09:00.000+04:00

Let’s face it: most of us fail when it comes to sticking to resolutions — so much so that many people swear never to make resolutions again.

And yet the rest of us are eternally hopeful when the New Year comes around, believing without any credible evidence that we can improve our lives, that change is possible, that we’re not going to be stuck in the same old rut again this year.

I’m here to tell you that you can do it. It’s possible. I’ll show you how.

The Problem with Most Resolutions
While I love the optimism of New Year’s Resolutions, unfortunately, the enthusiasm and hope often fades within weeks, and our efforts at self improvement come to a whimpering end.

New Year’s Resolutions usually fail because of a combination of some of these reasons:

We try to do too many resolutions at once, and that spreads our focus and energies too thin. It’s much less effective to do many habits at once.
We only have a certain amount of enthusiasm and motivation, and it runs out because we try to do too much, too soon. We spend all that energy in the beginning and then run out of steam.
We try to do really tough habits right away, which means it’s difficult and we become overwhelmed or intimidated by the difficulty and quit.
We try to be “disciplined” and do very unpleasant habits, but our nature won’t allow that to last for long. If we really don’t want to do something, we won’t be able to force ourselves to do it for long.
Life gets in the way. Things come up unexpectedly that get in the way of us sticking with a habit.
Resolutions are often vague — I’m going to exercise! — but don’t contain a concrete action plan and don’t use proven habit techniques. That’s a recipe for failure.

There are other reasons, but the ones above are easily sufficient to stop resolutions from succeeding.

The 6 Changes Method

We only focus on one habit change at a time, so our focus and energies aren’t spread thinly.
We implement the habit changes gradually, so we don’t run out of steam.
We start out really, really easily, so it isn’t intimidating.
We focus on enjoyable activities, so we don’t need “discipline”.
We have two months to do the habit change, so if something comes up, it’s but a small bump in the road. And because we’re publicly committed, we’re going to get back on track.
We have a very specific plan with actions built in, using proven habit change techniques.

If you stick with the method, you’ll do much better than you’ve done in the past with New Year’s Resolutions. You’ll focus on creating long-lasting habits rather than trying to reach a short-term goal that fails. You’ll maintain your enthusiasm for longer and not become overwhelmed by the difficulty of change. You’ll have habits that will change your life, and that’s no small feat.

The Method
So how does the 6 Changes method work?

It’s simple:

Pick 6 habits for 2010.
Pick 1 of the 6 habits to start with.
Commit as publicly as possible to creating this new habit in 2 months.
Break the habit into 8 baby steps, starting with a ridiculously easy step. Example: if you want to floss, the first step is just to get out a piece of floss at the same time each night.
Choose a trigger for your habit – something already in your routine that will immediately precede the habit. Examples: eating breakfast, brushing your teeth, showering, waking up, arriving at the office, leaving the office, getting home in the evening.
Do the 1st, really easy baby step for one week, right after the trigger. Post your progress publicly. (Read more.)
Each week, move on to a slightly harder step. You’ll want to progress faster, but don’t. You’re building a new habit. Repeat this until you’ve done 8 weeks.

(zenhabits)

- توقعات ماغي فرح لعام 2010: الأخطار الأشد في فصل الصيف

2009-12-29T11:50:00.000+04:00

تحمل سنة 2010 تنافراً فلكياً بين كواكب أساسية وكبيرة تُنذر بمعاكسات وخضّات وحروب وتفرض علينا التحفّظ والانتباه والتقشّف. قد تكون الأشهر الأولى من السنة مشجّعة، إلاّ أنّ الأخطار تلوح ابتداءً من فصل الربيع وتشتد في فصل الصيف الذي يشهد معاكسات فلكية كبيرة تُنذر بمواجهات وحروب وكوارث طبيعية وتقلّبات قَلَّ نظيرها، فالإشارات الفلكية تدلّ على نزاعات شديدة تفوق ما حصل في عام 2009، فنشهد انقلاباً ما أو استقالة من بعض المواقع أو رحيلاً لشخصية أو لبعض النافذين، وقد نسمع عن عمليات احتيال وتزوير وفضائح تطال بعض المؤسسات والشركات.

أمّا توقعاتها للأبراج فهي كالتالي:

الحمل: سنة التقلبات والمفاجآت.
الثور: سنة النجاح والكنوز الكبيرة.
الجوزاء: سنة التحولات الجذرية.
السرطان: سنة الهبات المؤثرة.
الأسد: سنة التطورات السعيدة.
العذراء: سنة العبور الإيجابي.
الميزان: سنة التحديات الكبرى.
العقرب: سنة الصعود التدريجي.
القوس: سنة الإنفراجات الواسعة.
الجدي: سنة الإنقلابات المصيرية.
الدلو: سنة التموجات المشوقّة.
الحوت: سنة المفاجآت السعيدة