Being able to read a situation is fundamental to this balance and it comes from having both self-knowledge and a quality best described as mindfulness. And I was working with the offense! But I would learn that there is another way to live and to do business. The Gift that Keeps on Giving. Daran Little 16 June Max wants him gone, but Abi says she has named him. EastEnders to recast the role of Johnny Carter".
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The bottom line is that many experts say that payday loan consolidation programs and companies offer many borrowers and consumers their best option to get out of the cycle. A large bankcard issuer wanted to understand better how credit losses would develop as it grew its portfolio aggressively. We identified major differences in performance by vintage and channel to build a layered loss forecast that they could maintain on their own and factor into future acquisisiton decisions. SCAM & FRAUD. just phishing for info. Brittany called my land line this afternoon @ pm from (CallerID - Langhorne, PA) asking for more info for my home loan which I never applied for.
I think that that is the hardest thing for us to do as people sitting at the top. It feels like an unnatural act. The lion was completely convinced about his dominance of the animal kingdom. One day he wanted to check whether all the other animals knew he was the undisputed king of the jungle. He was so confident that he decided not to talk to the smaller creatures.
Instead he went straight to the bear. He continued his journey and met the tiger. Leaders have a duty to navigate between these two extremes as the situation dictates. Typically, we like to present the vision—the values—and leave the details to be sorted out. We like to give the big overarching principle without explaining exactly how it plays out in everyday life.
The problem is that everything happens in the details. That might work for the most highly visible leaders—those interacting with employees day-in and day-out—because they see you translating those values and goals on a day-to-day basis. But seriously, how many of us are that visible? People see the same thing and hear the same thing differently.
They interpret it differently and thus it plays out in their behavior differently. And that is where the friction starts. Organizations, groups and families need more guidance than that.
What do our values look like in everyday life? We need to use examples as they come up to relate everyday behavior to our values. And we then communicate this over and over again in our rhetoric and actions.
People need to know and understand your values if their behavior is to be guided by them. Turning crisis into opportunity is all about culture. The accident in August that took the lives of four people in a runaway Lexus brought national attention to Toyota. Fueled by innuendo and speculation by Congress and some media, it escalated into something it was not. It is a reflection of their culture. Liker and Ogden describe the Toyota Way as: Face challenges with a clear head and positive energy.
Hold fast to your core values and your vision for the company. Always start with the customer. Understand the problems that you face by analyzing the facts, including your own failings, and understanding the root causes. Thoroughly consider alternative solutions, then pick a path, develop a detailed plan, and execute with discipline and energy. And then in a crisis, when you really need it, it is there to carry you through.
The authors isolated four lessons for dealing with a crisis: But… There is a danger in selling leadership to everyone. Serious practitioners of leadership know that there is a lot of work that goes into being a good leader dictators of any variety, not so much.
Instead, leadership is quite often seen as a way to be heard, to advance your own agenda and to put yourself out front. It is no surprise that Alan Webber recently wrote in the Washington Post: You will be told that you have a responsibility to be leaders.
That what the world needs more than ever are leaders. That we suffer from a lack of leadership. That with your education, your values, your ability to apply social media, your global vision, your youthful idealism, you will be the next generation of leaders! Pay no attention to any of that.
That is what we call hogwash. Choosing to lead is one of the most rewarding decisions you may ever make. Yes, you will bring your unique and much needed gifts to the world, but not for your own sake.
Your job is to use your gifts to help others express, make known and fulfill their potential. Influencing others with a purpose, a calling, and with opportunities they never imagined they had. The single biggest truth of leadership is that we build who we are by building up others.
Conversations that provide the opportunity for possibility. Leaders create the opportunity for conversation. By bringing people together for conversation they increase engagement, commitment and accountability. Leaders ask people to share their own genius and assume personal leadership. At that point the ability to listen becomes paramount. It lies with all of us. All of us are responsible. Possible futures are not the work of one person. They are made possible by the conversations and resulting accountability of a community of leaders.
Leadership is about creating conversations. What's Holding You Back? A Call for Gutsy Leadership. While these new models should not exclude the possibility of commanding and controlling, they need to encompass a much wider range of possibilities. While reflection seems to have no place in a competitive business environment, it is where meaning is created, behaviors are regulated, values are refined, assumptions are challenged, intuition is accessed, and where we learn about who we are.
Some of the greatest barriers to getting the results we want lie within us. Growth happens when we stop repeating our habitual patterns and behaviors and begin to see things in a new way and in the process, discover the power to create the results we want. Ronald Reagan on Leadership. Making a difference requires a different kind of thinking.
Making a difference means doing something different. To not be taken for granted means that you have to do things that are not expected—to step out of your comfort zone. While a leader may be focused on tomorrow, that future will be based on what they do today. Some years ago, documentary filmmaker Ken Burns offered some advice for those starting out in life.
The message applies to anyone who would lead and is worth reflecting on: Do something that will last and be beautiful. It could be the look in the eye of a child you raise or in a simple garden you tend. But be on guard: As you pursue your goals in life, that is your future, pursue your past. Let it be your guide. Insist on having a past and then you will have a future. Do not descend too deeply into specialism in your work. Educate all your parts. You will be healthier.
Replace cynicism with its old-fashioned antidote, skepticism. Don't confuse success with excellence. The poet Robert Penn Warren once told me that "careerism is death. Do not get stuck in one place. Visit Yellowstone or Yosemite or even Appomattox, where our country really came together.
Whatever you do, walk over the Brooklyn Bridge. Try brushing your teeth tonight with the other hand. Try even remembering what I just asked you. And be one Posted by Michael McKinney at Men and women are elected with the expectation that they will honor commitments they have made to the voters.
This often leads politicians to take a short-term view of almost everything. At the same time, plagued by reality, a politician or any leader for that matter may find that they have to change direction or offer compromise. And of course, we play a hand in that. So frequently, what gets them into office is not the approach that will get the job done. It is a dilemma all leaders face. Prudent flexibility, adaptability and compromise are necessary qualities for leadership.
No one wants to be viewed as weak. But a leader that will not change or even listen to the need for change can cause irreparable damage. We must remember that leadership is temporary. It is a sacred trust that we hold for only a short time. The skill is in understanding what one can be flexible about and what one should not. We should never compromise principles, but approaches even the proper understanding of how those principles are applied may need to be adapted.
Values and approaches are distinct from universal laws and principles and are derived from them. The former may change; the latter never does. The fact too remains, that we may be wrong, our perceptions might be faulty and our assumptions may be without foundation.
When faced with the facts, we need to be able to change direction and chart a new course without losing site of the ultimate goals. Good leaders adapt to changed circumstances, and admit it when they have made a mistake. The greatest challenge of leadership is to know when to be flexible and pragmatic, on the one hand, and when it is, instead, a moment to stand firm on principle and clarity of vision. Even the best leaders get this wrong sometimes. I learned this when writing a biography of Franklin.
His instinct was to try to balance the conflicting values that were at issue during moments of tough debate and to find common ground. At the Constitutional Convention he was, at eighty-one, the elder statesman. During that hot summer of the rivalry between the big and little states almost tore the convention apart over whether the legislative branch should be proportioned by population or with equal votes per state.
Finally, Franklin rose to make a motion on behalf of a compromise that would have a House proportioned by population and a Senate with equal votes per state. Compromisers may not make great heroes, but they do make great democracies. The toughest part of political leadership is knowing when to compromise versus when it is necessary to stand firm on principle.
There is no easy formula for figuring that out, and Franklin got it wrong at times. At the Constitutional Convention he went along with a compromise that soon haunted him, permitting the continuation of slavery. But he was wise enough to try to rectify such mistakes. After the convention he became the president of a society for the abolition of slavery. Do You Argue With Reality? Ten Truths about Leadership. Joseph Nye on Leadership. It Takes a lot of Strength on the Inside to be Gentle on the Outside I first met John Wooden October 14, — June 4, in the early eighties when working on a presentation product for his pyramid of success.
He truly was a legendary teacher who based his life on sound principles. As with nearly everyone he came into contact with, he had a positive influence. Not surprisingly, his Dad, Joshua Wooden, took the time to lay a firm foundation for him. Upon his graduation from Centerton Grade School, his Dad gave him a card with seven suggestions to follow: Be true to yourself. Make each day your masterpiece Drink deeply from good books, especially the Good Book. Make friendship a fine art. Build a shelter for a rainy day.
Pray for guidance and count and give thanks for your blessings each day. Scattered around the farmland where I grew up in Centerton, Indiana, were gravel pits. The county would pay local farmers to take a team of mules or horses into a pit and haul out loads of gravel for use on Morgan County roads.
Some of the pits were deeper than others, and it would be tough for a team to pull a wagon filled with gravel out through the wet sand and up a steep incline.
One steamy summer day a young farmer—20 years old or so—was trying to get his team of horses to pull a fully loaded wagon out of the pit. He was whipping and cursing those two beautiful plow horses that were frothing at the mouth, stomping, and pulling back from him.
First Dad started talking to the horses, almost whispering to them, and stroking their noses with a soft touch. Then he walked between them, holding their bridles and bits while he continued talking—very calmly and gently—as they settled down. Gradually he stepped out in front of them and gave a little whistle to start them moving forward while he guided the reins.
Within moments, those two big plow horses pulled the wagon out of the gravel pit as easy as could be. As if they were happy to do it. No whip, no temper tantrum, no screaming and swearing by Dad. Their results were often the same, that is, no results. For many of us, however, the temptation, our first instinct, is to act like the farmer—to use force rather than to apply strength in a measured and even gentle manner. Unfortunately, in my early years the former—force—was close in some respects to my own approach as a leader.
You only need a heart full of grace, a soul generated by love. Reduced to a list of techniques, leadership is uninspiring. Leadership that is uninspiring is stagnant. Eventually it will need to be replaced because all involved are just going through the motions—doing time—atrophying. The leader is superfluous. Techniques help us to manage the function of leadership, but they are not the essence of leadership.
Passion inspires because it comes from inside of us. Our passion is who we are. It is our why. Inspiring leaders keep the why front and center by living it. You can not fake passion for long. Eventually it is undermined by the comments we make, the look on our face, and the way we treat others. When the eyes say one thing, and the tongue another, a practiced man relies on the language of the first. Mark Twain on Leadership. It should not be thought of as unused space because it is actually an important part of the design itself.
It adds to or enhances what the artist is trying to communicate. It clears away the clutter and allows the message to be heard. Effective use of white space in graphic design As leaders, we need to be secure enough to create white space in our leadership; to create not emptiness, but an active void.
A place where those we lead can jump in and participate. Too often, leaders feel the need to be omnipresent; directing everything that happens. This stifles those they lead and stunts their growth.
Wendy Richmond is a visual artist, author, educator and a contributor to Communication Arts. In a recent column she discusses the need for white space in teaching art. She provides a wonderful example of the value of white space as applied in teaching and leadership: In my teaching, I use the idea of white space as a metaphor.
When I develop a syllabus, I also design the activities for which I will not be present. I need to disappear enough for my students to jump in and fill the learning environment with their own excitement and discovery.
Again, as in my artwork, it takes confidence to leave that space empty. I have a friend who teaches memoir writing. In every session, each student reads a short piece of his own writing. In the first two classes, my friend makes notes as she listens, and then delivers a constructive critique. In the next class, she institutes a change. After each reading, instead of delivering her critique first, she waits for the participation of the other students.
Inevitably, there is silence; an awkward void where there is no response. Initially, my friend found it hard to remain quiet. She feels that it is her job to keep the class engaged, to be imparting knowledge. It required confidence to not fill the silence with her critique.
She had to trust that this emptiness was essential; it allowed the students to develop their own responses. When her students began to talk, there was a new energy that continued not only during the coffee breaks, but between classes as well. Creating white space in your leadership requires balance. Leadership is an art. On the contrary, strong leadership is what makes it possible. A leader has to shape that space in an ongoing way to ensure that they are allowing room for people to develop themselves, contribute and lead.
Are Leaders Destined to Disappoint? Are we demanding too much? Of course, after the flush of a campaign, both voters and presidents have invariably discovered that history imposes constraints. Of course, this dynamic affects not only political leaders, but leaders everywhere. One always has to deal with what is past and present and the real level of desire the crisis —for transformational change to occur. Leadership is a creative act. A leader seeking transformational change needs to have three basic elements in place: Expectations create opportunities for leaders.
A great leader takes people where they don't necessarily want to go, but ought to be. In that environment we will always find individuals that are all too happy to pander to us and promise what they can never deliver in return for a title— placeholder leaders. Leadership is a shared responsibility. A great leader must elevate their followers and give them power and responsibility to act or they can never really lead them.
Every postwar chief executive, Lowi noted—and the observation still holds—has begun his presidency with high approval ratings and left office with the public chastened of its early optimism, if not disillusioned altogether. Maybe we need a little less heroic leader and a little more heroic follower? It requires leadership at all levels. Obama relies on for advice. We like to talk to those with whom we are comfortable with and share our views.
Dangerous because it clouds our vision and makes us less agile. More importantly, seeking the opinions of others helps to make them feel a part of a larger purpose, connected to the leader and a part of a community. This points to a basic function of leadership: Managers Can and Should Be Leaders.
Changing Generational Expectations on Leadership Earlier this year La Piana Consulting issued a report as a part of their NonprofitNext Initiative , that explores the key trends shaping the future of the social sector. They identify five trends: The future will demand a collective rethinking of what it means to be an organization, how individuals define their work and how best to both compete and partner across many permeable boundaries.
This of course, changes how they define participation. There are significant distinctions in how younger generations value, approach and leverage engagement, transparency, technology, professional development and work-life balance. These differences will have to be negotiated. How will working across generations change the way you do work? Top-down leadership is not necessarily bad leadership, but is often executed poorly. It is most often associated with command and control, which is something else.
Authority comes with responsibility, but is most effective when used sparingly. Ware eloquently clarifies the issue: In fact, headship, if functioning correctly, releases rather than restricts, empowers rather than dominates, etc. I always think of the Exodus model Ex For each generation—old and new—this will require learning a new perspective on what it means to share leadership.
If leaders stop learning they stop leading. The Seven Deadly Sins of Leadership. No Born Leaders The one quality that can be developed by studious reflection and practice is leadership.
Eisenhower, June 19, What is the Real Work of Leading? He describes the opportunity to lead he found, this way: If misery loves company, then this is a pile-on. They are poor in spirit: So they go to the check-cashing service to forfeit their today, and go to the payday lender to forfeit their tomorrow.
These businesses are in many cases short-term-oriented, purely transactional business models that add little value, and even deteriorate the customer base they purport to serve. These businesses are ultimately led by one thing: People are afraid to lift themselves up, to lead themselves out of their situation, to think for themselves. Bad capitalism preys mercilessly on these fears. Throughout my journey from the inner city to my work as a social entrepreneur, I have had a front dash row seat for witnessing how fear destroys a community.
But I would learn that there is another way to live and to do business. It would take almost 30 years for me to understand that the antidote to fear is love. What Is Your Platform? What really matters in industry and in government is individual character. Arun Hampapur began studying the video surveillance systems in New York and Chicago.
As Arun saw it, these systems had an inherent problem: They could ingest data, but they could not react to real-world incidents in a timely way. You could only respond to a criminal event once it already happened.
Arun and his team came up with algorithms that could identify patterns of suspicious behavior and then instigate a real-time alert.
A guy standing around in the subway on a degree day wearing a trench coat and carrying two duffle bags, for example, constituted one pattern. A white, windowless van circling the block ten times constituted another. Who told Arun to develop this digital surveillance system?
He thought it up on his own. But as for the contribution that Arun Hampapur has made to the well-being of millions of people he will never know—here is truly something of value.
Be grounded in a set of values you believe in. And reward the people who look past organizational silos or who rethink existing technologies to come up with smart solutions. Keep your leadership and management roles in balance. You might have to kick them in the fanny. The hardest days are when you do both. Wild and crazy ideas matter. You can deal with them. You can acquire them.
Remember that you are in the ICAF because you already have demonstrated your desire to think huge, to act on your need to make the world a better place. If an organization thrives only when you run it, you have not made any intrinsic change.
Leave something of yourself behind. Share what you know. The world is ready for a smarter planet. It is begging for strong, smart, value-driven leadership. But a leader is responsible for everyone they lead — their core supporters and those at the fringe that may have their doubts. A leader builds community. A leader is inclusive. A diversity of voices is essential to a leader. It is not uncommon to find that your most crucial collaborators are not commonly categorized as the high performers and regarded as "in-sync" with you.
Instead, we have all seen that these highly valuable people, often found on the fringes, play an important role in making the high performers successful. A leader must be able to motivate these potential partners to join with them as well.
Instead, a CEO must realize that he or she is the leader of the company, not a clique, just as the president of the U. How to Hit the Ground Running. In his book he brings together practical ideas to help you get out of your own way. A critical aspect of getting things done through others is presence — your presence. To influence others you need to know how they perceive you and adjust your communication with them accordingly. Here, Tony discusses what he calls strategic presence: To strengthen the culture of leadership and accountability within the company, Boeing defined its expectations for leaders as: The majority of chief executives I know were not necessarily destined for that path.
They have been molded by the events they have lived through and the people they have met. The concept of leadership thus evolves into a much narrower question: How can you make sure you will be in the right place at the right time? To people wishing to enter the advertising business, I always explain that the first quality they will need is tenacity.
Mere talent is not much use in the face of the countless obstacles that will get in the way of the best performance. Success is born of determination rather than just ambition.
Ambition relates to strategy, whereas determination is linked to execution. Can You Lead With Kindness? Like its predecessor, this book too is a feast for the eyes.
I enjoy the graphics, but the message they convey is vital to your personal development. Asset-based thinking is a way of looking at yourself that emphasizes what is working in your life and the strengths you possess. It is a way of freeing yourself from negative and unproductive thinking. You are more confident in who you are, where you are going, and how to get there. Authors Kathryn Cramer and Hank Wasiak write: When it comes to power, most people think of accumulating material wealth, status, authority, knowledge, and expertise.
These are potent external sources of power. AS such, they provide you with control over a vast array of resources — from money, to land, to market share, to intellectual property. While building large reservoirs of external power may be useful, it is not enough for getting results.
There is another source of power equally important and often more vital to your leadership and success. Instead of relying primarily on external power sources to fuel your progress, look deeply inside for what can move you forward. You have a huge reservoir of internally generated power just waiting to be tapped. Internal sources of power derive from who you are — not what you have. Your internal power is defined by your Signature Presence — your unique combination of passions, capabilities, qualities, values, and beliefs.
Signature Presence power gives you what it takes to get results when externally derived power is not enough. You raise the level of your game. People crave clarity … your voice rings clear when you stand for something. People want wisdom … your mind creates meaning when you stand for something. People gravitate toward hope … your ideas and promises hold sway when you stand for something. This excerpt is from a section regarding community leadership: Aristotle says a leader also needs practical wisdom.
Instead, it deals with matters where doubt and deliberation are possible. Do You Want to Change the World? Are Leaders Born or Made? The Other Side of Leadership It may seem counter intuitive, but great followers make great leaders.
If you're coming up within an organization, you must be a good follower or you're not going to get very far. Leaders and followers share certain characteristics such as listening, collaborating, and working out competitive issues with peers. Look Before You Leap.
He learned a lesson about leading when the heat is on from his boss from his boss and mentor Ara Paraseghian that he carried with him the rest of his life.
Ara was not a big ego guy, he was great with players, he was a wonderful motivator, and he understood the game so well he could come up with things no one else had thought of. We lost nine games—every single game we played! And I was working with the offense! Losing creates all kinds of other problems too—poor morale, nagging injuries, lackluster effort. The players were spending more time in the PR office than in the weight room. It was just a mess. I never experienced anything like that in all my years of coaching—and thank God for that.
Ara treated the staff as though we were winning every game. He never gave the slightest inclination that we were the problem. He not once blamed any assistant or any player fro any loss we suffered that year. But I promise you this: In the middle of this losing streak, Stu kept cranking up the pressure for Ara to start his son.
At one of our staff meetings, Ara laid the situation on the table. Then he asked us point-blank: Another coach—maybe most coaches—would have caved in to their boss just to save their hides.
But Ara held firm. And every one of us who walked out of the coaches room that day felt the same way I did: Ara Parseghian is a stand-up guy.
I want to work for this guy! His staff remained dedicated to him and his program the entire season. When Ara took the Notre Dame job five years later, in , he left Evanston as one of only three coaches in the last century of Northwestern football to post a winning record. And of course, from there he won two national titles and Coach of the Year at Notre Dame. But that year? THAT was the most impressive year of his coaching career.
The Japanese statesman and philosopher believed that the spirit of the individual continuously exerts influence, even as the flower also exerts influence by spreading its fragrances in the air. But just as the blossom can not tell whither its fragrance spreads, so none of us can say how far our influence may reach. From his writings we have his take on the dynamics of influence by example: The reciprocal influence which individuals exercise on one another is the cause of many evils difficult to conjure.
One of the greatest obstacles to the doing of good actions is the timidity based on the fear of responsibility, which haunts mediocre minds. It is toward these that he who would wield the power of domination should turn his attention.
It is sufficient to impose on these timorous souls the resolution to perform the task that they themselves desire to see accomplished, and to set for them, the example of his achievement. In this way, their vacillating will strengthen itself by the moral support which they will be certain to feel, and their anxiety about the opinion of others will be soothed by the example of those whom they recognize as their superiors, and whose superiority they are glad to acknowledge.
It is these, then, whose minds are strengthened by renewed practices of wise reflection, who should watch carefully over their own acts, so that their example may be, for the persons over whom they have an influence, a source of improvement and constant elevation. Being a Role Model: Lord Sharman on Helping People Grow. Lessons from the Prophet Jonah Two days ago, on Yom Kippur — a day about braking wickedness — at synagouges around the world, a book about breaking wickedness — the book of Jonah — is read.
In the Jerusalem Post , the dean of the Schechter Rabbinical Seminary, Einat Ramon draws a perspective on leadership and responsibility from the book of Jonah that I had not read before.
A Leader Wears Many Hats. An incompetent leader has almost unlimited opportunities to be ineffective. Knowing what to do—professional competence—is vital. Even the most brilliant leader who tries to go it on their own is setting themselves up for failure.
A good leader will know where their strengths and weaknesses lie and thus know what kind of expertise they will need to surround themselves with.
We have placed too much emphasis on professional competence and not enough on character. And it has gotten us into trouble. Traditional business schools have excelled at teaching professional competence, but have mostly failed to impress on individuals the need to develop a moral compass to use those skills appropriately. Tyranny of the Self Power corrupts.
The exercise of power — causing some to submit to the will of others — is necessary in any functioning state, organization or relationship. This power may shift, but it always exists.
Power is not evil, but one should be cautious about the form it takes. Power controlled by the ego is something to be fearful of. Power tempered by humility and character is a gift.
Bertrand de Jouvenel wrote colorfully about power in his book, On Power: Command is a mountain top. The air breathed there is different, and the perspectives seen there are different, from those of the valley of obedience. Power with out humility and compassion is ignoble In your opinion, which of these is the most critical cause of state failure? There is a tendency to allow oneself to fall into the abyss of dense complexity and deep subjectivity.
Fortunately, there is no space for that here. The current results of the poll show corruption to be the overwhelming reason for failure. It's wrong thinking and a wrong perspective on the part of the leader. In a corrupt culture, leaders have set the pace by looking after themselves instead of looking after their responsibilities.
It is the tyrannical rule of style, the style of our thinking and working and connecting, the style of our words and gestures, and as it all fits together into the integrated personality, consciousness becomes tyrannical. We drink to escape from this tyrant; divorce, fall in love, quit jobs, move residences, go bankrupt, shoot rapids, hang-glide, fight our children—anything to escape the cruel and unusual punishment inflicted by the absolutism of successful rule.
Everything has been subordinated to the one tyrannical pattern. All otherness is gone. One has become totally oneself and now suffers from totalitarian rule. The Failed States Index Andy Stanley on Communication and Leadership.
Key to Presidential Courage. The great teachers of my life gave me a precious gift. It was not a tool, process, or technology; it was something deeper and more profound. They helped me understand that what really matters when helping people or organizations through change and transition is not technique but authenticity, vulnerability, and empathy.
They taught me that connecting with others at the warm, messy, and unscientific level of the human spirit is a prerequisite for any methodology or process. I learned that technique without a grounding in empathy and vulnerability is sterile and artificial.
This thinking suggests that we humans have never found ourselves in a multicultural setting before now. The new Golden Rule goes something like this: Do unto others as they would have you do unto them. The need for a change really reflects a narrow view or understanding of the original intent of the Golden Rule.
In fairness, calls for a new rule points to the very real need to explain the intent of the original. That it should and would need to be explained properly to each succeeding generation is a fact of life. However, the Bible does say that whatever you want men to do to you, do also to them. The rule has been stated in many ways for millennia.
Almost years ago, written on papyrus, we have from the Egyptian story, The Tale of the Eloquent Peasant , "Do for one who may do for you, that you may cause him thus to do. Rules are tools designed to get our thinking and behavior to a place that we might not naturally go to on our own.
As a rule, the Golden Rule is no different. It is an attempt to guide us to the thinking behind the rule so that it is manifested in our behavior. The Golden Rule is an introduction to a lesson on responsibility, awareness, ethics and outgoing concern for others.
The principle the rule is trying to get at is one of selfless service to others. We naturally look at things from our own vantage point. The rule has within it the implicit instruction to treat others thoughtfully—in the same manner of outgoing concern—as you would like them to treat you. Certainly none of us would want others to treat us in a way that shows disregard for our personal needs and feelings. The principle of the Golden Rule is selflessness.
It is not meant to imply that you should do for others exactly what you want them to do for you. This rule is about how to treat others. The Golden Rule is a lesson that can hardly be introduced to children soon enough. This is a tall order, but something every leader should strive to develop. It is the essence of service and servant leadership.
Properly understood, the Golden Rule encompasses cultural and personal differences. Certainly, the intent of modern literature on this issue is to jog our thinking from a self orientation to an other orientation in our dealings with others. As is, the Golden Rule, if practiced, would go a long way to improving our relationships. Artists as Leaders of Society. Solid Connections in a Liquid World Dr. While the typical response would be to demand more, he contends that less is more.
What It Takes to Lead Tony Smith believes that much of the leadership literature today dances around what it really takes to lead because there are some areas that are politically incorrect or just too difficult to talk about.
Tyranny of the Urgent. And yes, your title gives you a certain amount of authority. The Study of Leadership In a keynote address in Tokyo, Peter Drucker made the following observation about an aspect of leadership—management: There are management tools and techniques. There are management concepts and principles. There is a common language of management. And there may be even a universal "discipline" of management.
Certainly there is a worldwide generic function which we call management and which serves the same purpose in any and all developed societies. But management is also a culture and a system of values and beliefs. It is also the means through which a given society makes productive its own values and beliefs. Management must, indeed, become the instrument through which cultural diversity can be made to serve the common purposes of mankind. At the same time, management increasingly is not being practiced within the confines of one national culture, law, or sovereignty but "multinationally.
Of course, along the same lines, leadership encompasses far more than the business or political environment we typically confine it to. From being the act of a few, it has become a personal responsibility. The issues we face today require a multidimensional understanding of leadership that is broader than most academic studies would give it.
Not All Leaders Are the Same. Not everyone wants help. Not everyone wants to change. Stop trying to change people who are pursuing the wrong strategy for the organization. Stop trying to change people who should not be in their job. Stop trying to help people who think everyone else is the problem. More importantly, we need to be sure we are not deluding ourselves into being one of these people. Always be looking to change, grow and improve.
Others are sure to point the way. Given the hunger for leadership, why are leaders in such short supply? We think there are two fundamental reasons. First, organizations desire leaders but structure themselves in ways that kill leadership. Too many organizations—in the private, public and not-for-profit sectors—are machines that destroy leadership.
They encourage either conformists or role players with an impoverished sense of who they are and what they stand for. Neither makes for effective leaders.
Second, our understanding of leadership is blinkered. The main body of leadership literature focuses on the characteristics of leaders.
The underlying assumption is that leadership is something we do to other people. But we believe leadership should be seen as something we do with other people.
Leadership should always be viewed as a relationship between the leader and the led. Leadership is not a position. Leadership comes from personal influence, not a job title. Leadership is not building a personality cult. While it may give you strokes to feel needed, it is not leadership. Some leaders build followers, while true leaders build other leaders. Leadership is not about blaming others. Leadership is first and foremost about being honest and responsible for the decisions you make or fail to make.
Leadership is not privilege. Authentic leaders will not use their position for their own advantage or comfort and should not ask others to do what they are unwilling to do themselves. The true test of enduring leadership success is how well business leaders handle setbacks and failures. They can advance by outperforming others, but they can't always be in control.
The real test, he adds, is who survives a challenge to a chief's business model or reputation. Executives have a better chance of survival if they address problems directly, admit their mistakes and build alliances to make changes.
They must seek advice from others but also feel secure enough to make decisive plans. Leaders need flexibility and many different skills to communicate credibly and interact with all these parties for maximum results. The Era of Professional Management is Dead. Charismatic Leadership and Social Change. Such a mind needs constant nourishment and stimulation through the ideas of others.
Drucker felt that the contemporary leader that made the most use of such people was General Douglas MacArthur as Supreme Commander in occupied Japan. Being Relevant Determining what matters is the one of the first tasks of a leader.
But the wrong answer to a relevant issue still puts the spotlight where it belongs. What matters, what is relevant is dictated objectively by the situation one find themselves in. Determining what is right on complex issues can be daunting and take time, but it is vital that the issue we are working on is relevant. Five Qualities of Great Leaders. Easy to understand, tough to practice. The overuse of strength creates a weakness.
Every strength has a point where it becomes a liability. Maturity and self-control help to rein in the excesses of our personality. Not surprisingly, recent research by Stanford professor Frank Flynn has found that the greatest identifiable trait that can hold someone back from becoming a great leader is being too assertive—or not assertive enough.
In other words, assertiveness that is out of balance. Up to a certain point it was positively associated, but then it went back down. Exemplary Leadership Michael Dingake wrote this piece on leading by example in Mmegi , Botswana's daily independent newspaper. Here is an excerpt: She said that she really saw herself as only a follower. She just did her job. I gave her a copy of this book.
It will help her to see even more clearly, the important contributions she makes—her leadership role. The fact is, no matter whether we have a title or not, we are at one time or another both leaders and followers. This gem of a book will help you and those you come into contact with, not only understand how they lead in various ways, but how they can step up and make more of a contribution—expand their influence.
Mark Sanborn, author of the Fred Factor , has assembled a collection of excellent examples pulled from everyday life to illustrate the important impact we can and do make on those around us. Here is a short excerpt: There are some things that a title can suggest, like having responsibility for others and getting results.
Also, read how debt settlement works, and you can try to settle payday loans as well. The best outcome to expect from this form of consolidation program option is that the payday lender will come to terms and agree to accept a single monthly payment from you. They will then apply it towards your outstanding debts. Or it may be that you will need to pay the company you are working with on a monthly basis, and they will then in turn disburse the funds to your payday lenders.
While each option has pros and cons, experts tend to say that working with a third party or credit counselor to set up a payday loan consolidation program is the better route. It tends to be lower risk and more successful as the consumer if working with a third party the credit counselor who can help steer them onto the correct path. The programs established by another company will also usually offer better repayment terms and lower interest rates.
If you contact a company or organization for assistance, they can provide you with significant help and the pros and benefits of using them include:. The key to being successful is that no matter which option you select, you need to be diligent and follow thru with it. So the deciding factor is really the borrower themselves. The individual needs to be committed to paying off their debts and improving their financial situation.
The bottom line is that many experts say that payday loan consolidation programs and companies offer many borrowers and consumers their best option to get out of the cycle. Studies show that the success rate is higher when adhering to that approach.
Many consumers would agree as well. It is also very important to know your rights when it comes to payday loans. Most states have laws in places that set the maximum interest rate that a lender can charge, the maximum fees, and terms of the loan.
They will also regulate how often and when any collection calls can be made to you.