The Great Way Vol 3

8/14/2019 The Great Way Vol 3

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THEGREAT WAY

101 Shortcuts To Become

A Great Character

Vol. 3



THE

GREAT WAY


A Great CharacterVol. 3

Tri Junarso

• Born on 8 June 1965• Senior Manager in PT South Pacific Viscose, a manufacturing

company of Lenzing Group, Austria.• Public Speaker (Talk Show: The Great Way on Jatiluhur TV)• Has written four books in between 2006 up to 2008, includes:

i. 2006, Comprehensive Approach to Corporate Governance, USAii. 2007, 7th Principle of Success, Canadaiii.2008, Leadership Greatness, USAiv.2008, How To Become A Highly Effective Leader, USA



The Great Way: 101 Shortcuts to Become A Great Character Volume 2

THEGREAT WAY


A Great Character

Volume 3



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THE

GREAT WAY


A Great Character

Volume 3

Tri Junarso



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THE

GREAT WAY

101 Shortcuts To Become A Great Character

Volume 2

Copyright © 2008 by Tri Junarso

All rights reserved. No part of this book may be used or reproduced byany means, graphic, electronic, or mechanical, including photocopying,recording, taping or by any information storage retrieval system without

the written permission of the publisher except in the case of brief

quotations embodied in critical articles and reviews.

Published by SM@ART

Jl. Industri 63 Purwakarta, West Java, Indonesia

Contact:[email protected]

mailto:[email protected]

mailto:[email protected]



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ACKNOWLEDGEMENT

This book is dedicated to The Audience of The Great Way, atelevision program of Jatiluhur TV.

The Author understands there will be errors, misspellings, or omissions. For the time being it is the best the Author coulddo. If you find any error, please do not hesitate to let us knowso that we can improve this book performance in future.

The Author would also like to thank the many people whohave supported, and helped with this book, especially myfamily, my wife, and my colleagues.



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1st

HARMONY IN LIFE

Harmony is a condition that comes about when allthe parts of one's life are balanced with each otherand the world around one. Perfect balance and

harmony would be a pretty boring state. Think,what may happen if no disagreement, no conflictsor problems, just a heavenly state of bliss all thetime. The challenge of new problems is keep lifeinteresting. When you are experiencing a conflictin your daily life; this does not mean you cannotachieve balance and harmony in your life.

Success, therefore, can also be defined as theattainment of harmony. Failure can be defined asthe attainment of discord. In order to achieve

success by choice rather than by chance, it is wiseto know all the elements of the process and thento consciously bring them into harmony, in orderthat the ideal can be made real. The realization ofan ideal is accomplished through intentional



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harmony brought to bear upon all the elements ofthe process of materialization or manifestation. Iffailure is defined as discord or conflict, thensuccess can be said to be conflict resolution or theattainment of harmony. Success is harmony. Thedesire to achieve success is the desire to be inharmony. When we are in conflict with theconditions of our life, we have failed. When we arein accord with the conditions of our life, we havesucceeded. Nothing would exist in the universe ifthe natural order of things did not have a tendencytowards accordance or harmony.

The closest things to harmony are:

a. Be confident in self. Most highly successfulpeople are known to be confident. Theyknow how to gain confidence and theyunderstand the importance of improving self

confidence in the face of resistance fromother people. It does no good to thinknegative thoughts about yourself andadmonish yourself for "saying the wrongthing" to someone or feel that you'vemessed up again in your relationship withothers. Improving self confidence starts witha positive attitude.

b. Be part of community. Relationships are theglue that holds you to the community.Continually emphasize the importance ofunity, commitment and participation in thecommunity.

c. Be in love with family members -connecting in love, that the role of each



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family member and their responsibilitiesmay help keeping the family together. Eachmember has a great source of support andinspiration for the whole.

d. Be part of nature. We are inseparablyconnected with nature. To preserve nature

means to preserve all its forms of lifeincluding our human for; and vice versa topreserve our human form means topreserve nature. This is the way of life, theway of harmony.

When your body, mind, and spirit become one,you'll feel more authentic, more grounded in yourpersonality; and at the same time you'll move inharmony with the currents of action and guidancegenerated by the collective consciousness. You'llexperience your mind as present within and

distributed throughout your body, as your body,and you'll discover your spirit is inside your bodyas well and is guiding you.

Harmony at Work

Work-life harmony can reduce stress and restoreharmony to your life. Integrity in the way we liveand work will not only strengthen our individualwholeness and unity with others, it also empowersus to share our wisdom effectively for the benefit

of others. Value is personal and unique to eachindividual. It is likely that each of us will teach ourown way at work, based on our particulartraditions and practices, personal preferences, andwhat actually works for us. We have to be



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committed to create harmony betweenorganization's demands for successful change andhigh performance with the individual's needs forwellbeing, freedom and fulfillment at work.

Seven ways to create harmony

1. Visioning--Create a list of your top 10 goalsthat you would like to accomplish in thenext 12 months for work. From that top 10list, choose the top five that you would liketo accomplish in the next six months. Fromyour top five goals, choose the top threegoals you want to achieve in the next threemonths and then prioritize these threeitems.

2. Integrating--Integrate work and home

whenever possible. When you keep themseparate you end up trying to balance evenmore tasks. Think about what values youare expressing through your work andhome life. Consider focusing on goals andactions that benefit you both at work andhome.

3. Recharging yourself--Take care of yourselfby doing something that recharges yourbatteries (i.e., running, walking, reading,meditating, whatever). You cannot take

care of others if you are not taking care ofyou.

4. Planning family time in advance--If youhave children, schedule a special time with



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each child once a week--something yourchild enjoys (e.g., favorite restaurant).Spend special time with your partnerwithout the children--choose a specialevent--date night.

5. Organizing your time--Decide ahead of time

(day before) what you will do (create to dolist) and stick to it.

6. Saving time --Use PDA, cell phones andblackberries when waiting for the train, bus,or plane. Try to consolidate activitieswhenever possible.

7. Asking your current or potential employer about job flexibility opportunities (like telecommuting

or working fewer hours) will help.

3 Must Do Time Management Activitiesto Save Time

1. Make a to-do list. A to-do list will organizeyour jumbled thoughts by allowing you towrite it all out and decide on what requiresmore priority due to a close deadline, forexample.

2. Take notes. Jot ideas down right away anddon't rely on yourself to remember ittomorrow. This will save you tons of time

spent in trying to rethink something you'vealready thought about!

3. Learn to focus. Figure out what needs tobe done now and focus! Don't stress over



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your boyfriend's upcoming birthday, dinnerwith your mom or your child's baseballgame - just focus on the task at hand!

7 Steps to a Harmonious Life

1. Breath. It is your breathing that gives birth

to your thoughts. The breath, without whichyou cannot even exist, is necessary totransform an idea into a living reality.

2. Thought. Deep, balanced breathing–inwhich the cycle of inhalation and exhalationis effortless–creates a state of inner calm inwhich clear, objective thinking can occur.You can become more focused on theimmediate issue without losing sight of thegreater context.

3. Action. Once you are able to think clearlyabout a situation or a problem, you willknow how to act. You will be able todiscriminate between what you want andwhat you need, between attraction andlove, and between what is really good foryou and what is not.

4. Habit. Repeated appropriate actions createa positive habit. While these actions mayrequire conscious effort at first, over timethey become second nature.

5. Character. Habits provide the foundation ofyour character. Once a series of repeatedactions becomes unconscious habit, you



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realize that you have begun to change yourpast tendencies.

6. Behavior. Your behavior reflects thechanges in your character. Others willperceive you as wiser and more loving.

7. Circumstances. With a more positive

attitude and behavior, the circumstances ofyour life will improve. You’ll find greaterharmony in your work, in your personalrelationships, and in your spiritual life.

12 pre-emptive strategies for holiday stress

1. Acknowledge your feelings. You can'tforce yourself to be happy just because it'sthe holiday season.

2. Seek support. If you feel isolated or down,seek out family members and friends, orcommunity, religious or social services.They can offer support and companionship.

3. Be realistic. As families change and grow,traditions often change as well. Hold on tothose you can and want to. But understandin some cases that may no longer bepossible.

4. Set differences aside. Try to accept familymembers and friends as they are, even if

they don't live up to all your expectations.Set aside grievances until a moreappropriate time for discussion. feeling theeffects of holiday stress, too.



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5. Stick to a budget. Before you go shopping,decide how much money you can afford tospend on gifts and other items. Then besure to stick to your budget

6. Plan ahead. Set aside specific days forshopping, baking, visiting friends and other

activities. Plan your menus and then makeone big food-shopping trip.

7. Learn to say no. Believe it or not, peoplewill understand if you can't do certainprojects or activities. If you say yes only towhat you really want to do, you'll avoidfeeling resentful and overwhelmed.

8. Don't abandon healthy habits. Don't letthe holidays become a dietary free-for-all.Continue to get plenty of sleep and

schedule time for physical activity.9. Take a breather. Make some time for

yourself. Spending just 15 minutes alone,without distractions, may refresh youenough to handle everything you need todo.

10.Rethink resolutions. Resolutions can setyou up for failure if they're unrealistic. Don'tresolve to change your whole life to makeup for past excess. Instead, try to return tobasic, healthy lifestyle routines

11.Forget about perfection. Holiday TVspecials are filled with happy endings. Butin real life, people don't usually resolveproblems within an hour or two. Something



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always comes up. Expect and acceptimperfections.

12.Seek professional help if you need it. Despite your best efforts, you may findyourself feeling persistently sad or anxious,plagued by physical complaints, unable to

sleep, irritable and hopeless, and unable toface routine chores

Tips to Help Create Harmony at Home

1. Establish what is really important to you. Make a list. Be honest with yourself. Identifythe areas that you believe can be changedfor the better. Don’t overlook the simplethings you can do – even small changescan help.

2. Discuss your goals with your partner or, ifyou are a single parent, with other peoplewho play a significant role in your children’slives .

3. Establish family rules and boundaries. Yourfirst step will depend on the age of yourchildren and the level of communication athome. Keep rules to a minimum, ensurethey are uncomplicated. Expect yourchildren to contribute at home.

How to Bring Balance in Your Life -Seven Tips For Chakra Balance

1. Remove negative energy foods from ourbodies. This first step involves replacing as



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much of our dead and over processed foodin our diet with live, fresh foods. Makingsure to drink plenty of purified and ionizedwater, along with organic foods also helpsprovide the first part of this balance.

2. Remove all negative thinking form our

minds as much as possible. Many holdnegative thoughts, talk negatively tothemselves and others, and thinknegatively.

3. Remove negativity from your life. Thismeans violent entertainment, violent videogames, and violence in any form. Avoidpeople who act and speak negatively.

4. Strive to promote healing from within. Thismay be a spiritual movement for some and

it may be a journey for others. Strive toprovide a spiritual and harmonic balance inyour spiritual life and outlook towardsothers.

5. Get physical. Take care of the physical partof your body with refreshing exercise. Thisdoes not mean you need to take up bodybuilding or work out for long amounts oftime each day.

6. Take part in regular cleanses. Some peoplefind that fasting for one day per week helps.You may even find that performing anherbal or a colon cleanse, two or threetimes per year helps you. Bathe daily. Keepthe outside of yourself and the inside ofyourself clean for good balance.



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7. Strive for balance. Set limits to the amountof work you do. Work smarter, not harder.Learn to manage your money better andstrive for self reliance. Be sure to get plentyof rest and sleep. Take time out to relaxand reflect. Set limits with yourself andothers.



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2nd

TIME ALLOCATION

Your time is more valuable than your money. Timemanagement is important to any leader. Sufficienttime is the key to making changes that stick.

One of the worst aspects of modern working life isthe constant pressure to hurry. Not only does itcreate needless stress and tension, it goes a longway to making people seem dumber and moreresistant to change than they are. If you want tomake some personal - or organizational -changes, and make them stick, slow down andgive yourself some time and space in which towork.

The process of developing your time managementstrategy is to be flexible in your planning. Allow forthe unexpected. The only sure thing in your

schedule is that the unexpected will happen.People understand these differing points of viewon the effective use of time. They know how toleverage the differences in a cross-culturalenvironment in order to achieve the best balance



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between speed, risk management, and diligence,maximizing the success of their objectives. Theleaders manage time smartly. They allocate timein four categories, i.e.:

TIME FOR ROUTINE TASK

Anybody can drastically improve theireffectiveness if they simply take the time to mastergood habits. Routine things are done the sameway every time. Processes have the same stepsevery time. a procedure or process each time wewanted to accomplish what could be a routinetask, providing a service. Leaders ensure staffsperforming routine tasks over and over staffs needto understand certain standards or procedures.The leader closely supervises subordinates tomake sure they complete the task appropriately.

Once a habit becomes part of your daily routine,the effectiveness just kicks in automatically.

Planning

Planning will help you accomplish tasks in a moreeffective and efficient. Managing your time is ahighly personal skill. Only you know your peakwork hours, your attention span, and other needs. To make the most productive use of your time,plan it thoroughly. There are three essential steps

to efficient time management. They are:

a. Organizing: Make a list of everything youwant or need to do



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b. Prioritizing: Consider your list in order ofpriority, with the intention of doing higherpriority tasks first

c. Scheduling: Make a reasonable schedulethat you can be sure to stick to.

Effective leaders stick to their reverse time plan

and not allow themselves to get caught up. Theyplan ahead. The leaders should be detail oriented,and highly organized to achieve workeffectiveness.

5 Tips for Effective BusinessPlanning

1. Clearly define your business idea and beable to succinctly articulate it. Know yourmission.

2. Examine your motives. Make sure that youhave a passion for owning a business andfor this particular business.

3. Be willing to commit to the hours, discipline,continuous learning and the frustrations ofowning your own business.

4. Conduct a competitive analysis in yourmarket, including products, prices,promotions, advertising, distribution, quality,service, and be aware of the outside

influences that affect your business.5. Seek help from other small businesses,

vendors, professionals, governmentagencies, employees, trade associations



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and trade shows. Be alert, ask questions,and visit your local SCORE office.

Follow Up

Test and monitor a plan you have decided. Don’t just assume the planning will be done. It needs

follow up. A task may fail; or even generate thingsworse. Be sure it’s possible to undo it.

A leader does not hesitate to reconstruct mistakesWhen you give orders, ask if your instructionshave been carried out and what was the result.Otherwise unpleasant tasks you want done will beeasily forgotten. Remember what you ask for andconfirm it happened. Remember what you offer todo and do it sooner than expected.

Track the exact time you begin and end an

activity. Leaders who didn’t ask and follow up thetasks were not seen as becoming more effectiveleaders. The leaders must follow up to check ontheir progress, their relationship with them almostinvariably improves and they become moreeffective in their dealings with the leaders.

Leaders should not spend their time focusing onevents that they can’t control; instead, focus onwhat they can control.

TIME FOR PROBLEM SOLVING

An effective leader must have the capacity andskills to anticipate, identify, solve, prevent, andlearn from problems that occur in the workenvironment. Creative problem solving skills



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require positive processes that incorporate strongcommunication skills, respect for all partiesinvolved, and innovative approaches. Whenproblems are viewed as opportunities, the benefitsfor both leaders and staff can be highly positive.

Leaders solve problems - followers go to leaders

to get their problems solved. Problem solving issimply a method of fighting fires; it does not movethe organization forward. An effective leaderfocuses on team problem-solving strategies ofproblem definition and solution identification.

A leader has ability to solve problems proactivelyand gain others' commitment to solutions anddecisions. The leaders will make high-quality,effective decisions and learn to recognize howpersonal bias, tunnel vision, and marginalcommitment influence decisions. They provide

frequent time-effective opportunities for problem solving.

Problems arise in any group or organization.Leaders display listening and with understanding;and be willing to discuss and solve problems; andbe open to ideas. A leader can either react toproblems and the resulting change or look aheadand visualize the future with creative problemsolving.

Effective leaders anticipate change and learn how

to facilitate and manage it. A leader does not haveto wait until problems come to him/her. Leadersknow to seek solutions before the problems landon the doorstep.



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See Pattern

What it does best is see connections, linkinginformation together and remembering thepatterns, not the individual bits and pieces of data.One of the most important qualities of a creativeproblem solver is the ability to see new

relationships between seemingly unrelated things.

An effective leader sees patterns and connectionswhere others see only confusion andseparateness. To a creative leader, everything isrelated - and the discovery of that relatedness iswhat fuels their creative process.

In fact, the creative process is very much like arelationship. And like most relationships, it oftenbegins with fascination - that curious state of mind(and heart) that keeps us spellbound, charmed

and aroused.You also need time to reflect and see the linksbetween items or areas of knowledge. It takestime to register the problems fully and understandthem well enough to recall them whenever youwant. Gather information, investigate the problemand uncover any other hidden effects that theproblem may have caused.

Brain Storming

Brainstorming is a great way of generating radicalideas. If the problem does positively need solving,ponder what actions you might do which couldresolve the problem. Brainstorm all ideas and writethem down.



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Brainstorming is a useful and popular tool that youcan use to develop highly creative solutions to aproblem. It will be needed if an organization needsto:

a. Break out of stale, establish patterns ofthinking that may develop new ways of

looking at thingsb. Develop new opportunities when existing

approaches just aren't giving you the resultsyou want

Brainstorming is a lateral thinking process; inwhich people come up with ideas and thoughts.Leaders are taking enough time out to think andbrainstorm to solve the problem of organizationand seek opportunities.

Eight Tips for Better Brainstorming

Eight guidelines are especially important forrunning effective face-to-face brainstorms:

1. Use brainstorming to combine and extendideas, not just to harvest ideas. The powerof group brainstorming comes from creatinga safe place where people with differentideas can share, blend, and extend theirdiverse knowledge.

2. Don't bother if people live in fear. If people

believe they will be teased, paid less,demoted, fired, or otherwise humiliated,group brainstorming is a bad idea.



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3. Do individual brainstorming before and aftergroup sessions. Creativity comes from ablend of individual and collective "ideation."

4. Brainstorming sessions are worthlessunless they are woven with other workpractices. Brainstorming is just one of many

practices that make a company creative,and it is of little value if it's not combinedwith other practices—such as observingusers, talking to experts, or buildingprototype products or experiences—thatprovide an outlet for the ideas generated.

5. Brainstorming requires skill and experienceboth to do and, especially, to facilitate.Facilitating a session is a skill that takeseven longer to develop.

6. A good brainstorming session iscompetitive—in the right way. In the bestbrainstorms, people feel pressure to showoff what they know and how skilled they areat building on others' ideas.

7. Use brainstorming sessions for more than just generating good ideas. In the process,a lot of other good things happen. Theexplicit goal of a group brainstorm is togenerate ideas.

8. Follow the rules, or don't call it abrainstorm. The worst brainstorms happenwhen the term is used loosely, and therules aren't followed—or known—at all.



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The rules vary from place to place, you canconsider this one: 1) Don't allow criticism; 2)Encourage wild ideas; 3) Go for quantity; 4)Combine and/or improve on others' ideas.

TIME FOR DEVELOPMENT

In all the discussion on the subject of personal ororganizational development, one subject thatoccurs far too rarely is time: the necessity of givingyourself and others sufficient time to allow changeand development to take place properly.

Time is an essential component in any changeinvolving human beings. Despite all the rush intoday’s world, and the constant demands for thegratification of desires now, almost any progresspeople make in their lives takes far, far longer thanthey usually allow for.

Effective leadership gives appropriate time todevelop followers. Leaders recognize the abilities,strengths and weaknesses of their team members,and understand their training, coaching anddevelopment needs. They develop ever-growingeffectiveness and mutual trust.

Learning

Your brain isn’t a bag that you can stuff with

knowledge and ideas and expect them to staythere. It allows to escaping rather quickly. Byrepeating the learning experience, you makewhatever you’re trying to learn sticky enough tostay put. The learning process has to include a



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reflection process or we can't learn fromexperience.

Your first requirement should be plenty of free timeto learn, to think, to reflect, and to internalize freshideas. Everyone has the experience of thinking.Your brain isn’t a bag that you can stuff with

knowledge and ideas and expect them to staythere.

Most people’s brains are more like boxes full ofholes that allow a great portion of whatever is putin to escape rather quickly. New learning is liquidand easily runs out through the holes.

Only by repeating the learning experience you canmake whatever you’re trying to learn stickyenough to stay. Search internet, ask other people,read books. If necessary, bounce your ideas off

other everybody, even if you think they understandless on the subject. Leaders know how to get thedata that is out there.

Teaching

An effective leader helps others learn throughteaching, training, and coaching. This creates anexciting place to work and learn. Never miss anopportunity to teach your people. Leaders coachby encouraging and developing others who areless experienced.

Members who work for the leader know that theycan take risks, learn by making mistakes, andwinning in the end. An effective leader can do to



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improve the effectiveness and retention rates byteaching, which includes:

i. Training is the acquisition of technologywhich permits members to perform theirpresent job to standards. It improves theirperformance on the job the member is

presently doing or is being hired to do.ii. Education is training people to do a

different job. Unlike training, which can befully evaluated immediately upon thelearners returning to work, education canonly be completely evaluated when thelearners move on to their future jobs. It willbe used to increase performance in adifferent job.

iii. Development is training people to acquire

new horizons, technologies, or viewpoints.It enables leaders to guide theirorganizations onto new expectations bybeing proactive rather than reactive. Itenables members to create better products,faster services, and more competitiveorganizations. It is learning for growth of theindividual, but not related to a specificpresent or future job.

Unlike training and education, which can becompletely evaluated, development cannot

always be fully evaluated. It will be used toacquire a new viewpoint so that theorganization can become more competitive.

Potential learners can actualize their potential tobecome innovative leaders. Leaders don't just



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teach, but more than this is inspiring. The leadersdevote their time, energy, and talents to improvingthe quality of teaching and learning.

Empowerment

Manager controls, leader empowers.

Empowerment comes as people contribute theirfull potential in attaining both personal andorganizational objectives. Your role as anempowering leader might be considered this:

To create conditions in which all employees cancontribute their maximum potential capacity toachieve the strategic goals and desired results ofthe organization in meeting stakeholder needs.Empowerment is not a program; it is a corecondition for quality.

Effective leaders believe in a culture thatembraces empowerment. The critical conditionsfor cultivating an empowering environmentinclude:

i. Develop trustworthiness and trust: anenvironment where creativity and managedrisks are encouraged; and helping peoplelearn from mistakes.

ii. Create a system of win-win agreements asthe core process for developing mutually

beneficial relationships among employeesand between the organization and outsidestakeholders.

iii. Support and encouraging self-directed workteams.



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iv. Align mission and strategy with customerneeds and other forces in the dynamicmarketplace, and then organizing structureand systems to support the strategy andeach other.

v. Foster personal and organizational self-

accountability through consistent andfrequent 360 degree feedback.

vi. Adopt an empowering style of leadershipand management that nurtures, coaches,mentors, releases, and encourages andsupports people in achieving their best.

An effective leader leads more, manages less, empowers, inspires, and energizes their people.The leader is in a position to encourage andempower his/her followers.

TIME FOR INNOVATION

Organizations can spark innovation and createstrong ties of loyalty by allowing members to usetheir creativity and imagination. The innovative-style leader tends to focus on technical mattersand often overlooks the needs of people. Theresult is that there is typically resistance tochange.

Leaders' capacities for innovation are a product of

their ability to be clear about their motivations forcreative responses as well as their ability to opentheir minds to new ways of seeing and interpretingtheir own responses and what is happening intheir environment.





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new ways, discover assumptions, work throughour competing commitments and address theboundaries we place on our imaginations. And thisis essential for developing the capacity forinnovation required for effective executive andleadership teamwork.

Leaders can stimulate innovation in theorganization, which may need to create a cultureof innovation. To be innovative, you should evolve:

Creativity

Leaders demonstrate competencies e.g., criticalthinking, and creative thinking. It’s not merelyabout sitting around waiting for inspiration tostrike. Most people don’t achieve anywhere neartheir creative potential because they never givethemselves time to do so. They’re so conditionedto quick action that they give up on fresh thinkinglong before it has a chance to develop intoanything.

Creative thinking is a work that reflecting,ruminating, ‘noodling’ with odd ideas: tinkeringwith patterns and unexpected connections.Dreaming or running over odd ideas in your headis the “soil” in which creative ideas grow. You needtime to be creative. It’s not about sitting aroundwaiting for inspiration to strike.

Creative minds are reflecting, ruminating,‘noodling’ with odd ideas: thinking with patternsand unexpected connections. Most people don’tachieve anywhere near their creative potential



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because they never give themselves time to doso.

Process, procedure, and rules are important in anyorganization, but an effective leader knows thatcreativity is just as important. Sometimes the bestway to accomplish a goal is to do something

different and leaders know when to encourage andfoster that kind of creativity. Creativity meansfinding ways to get things done, even in the face ofobstacles or doubt. To be more creative, a leadershould:

i. Keep an open mind - Sometimes creativethoughts come when you are at yourbusiest.

ii. Think sideways and upside down - Assumedifferent.

iii. Look to combine one, two or three ideasinto one terrific idea

iv. Trust your instincts. If the ideas do notcome right away, walk away and begindoing something else - You never knowwhere the next great idea will come from

People should apply their own kinds of action-oriented logic to problems to help them find newwisdom, discover opportunities or see the facts indifferent ways.

Five Tips for CEOs on Innovation

1. Create a company-wide culture whereinnovation is worshipped. Everyone should



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feel they can be involved in innovation,whether it is creating new products, newbusiness processes or even newmanagement techniques,

2. The CEO’s role varies substantially.Sometimes it is the CEO who has the vision

from 35,000 feet up in the air and then getsthe organization to follow that path. Butother times it is mid-level or lower-levelperson in direct contact with the customer.If that happens, the CEO has to be wiseenough to embrace the ideas and notdemand that he or she (the CEO) be theonly person who had bright ideas.

3. Sometimes you have to break the rules. Alot of companies have formal innovationprocesses where ideas are put through a

gauntlet or series of checkpoints. Someideas fail, others make it. But sometimes,you have to break the establishedinnovation processes.

4. A corollary of what I’ve said above is thatinnovation should not be limited to aninnovation or R&D department. If the wholeorganization doesn’t have an investment inembracing new ideas, the innovators willfall flat. They can’t innovate in isolation.

5. One of the most powerful things a CEOdoes to spur innovation is the allocation ofcapital. If there are multiple established

businesses inside a company, the heads of each



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of those businesses is going to fight like hell forresources.

How the Creative Stay Creative

1. Get Multicultural. Cultural melting potsproduce inventive meals. "People with

different genetic backgrounds tend to havehealthier children," says Vossoughi, animmigrant from Iran.

2. Provide Lots of Free Time to Think. "Thefive last bastions of thinking are the car, the

john, the shower, the church or synagogue,and the gym," says Joey Reiman, CEO ofBrightHouse

3. Encourage Risky Behavior. Encourage todo something -- jump from a plane, scuba-

dive, start writing a novel -- he or she hasnever attempted. Celebrate endeavors bothambitious and disastrous

4. Write it Down.

5. Hire Smart. To innovate, you have to bevery open to critique, to why things won'twork.

6. Bring in Outsiders. Many top innovationfirms tap the perspectives of outsideexperts -- be they physicists, poets, actors,

archaeologists, theologians, or astronauts.

7. Be Flexible. Very Flexible. Each projectbecomes a learning experience as



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contractors share brainstorming andvisualization techniques

8. Do it for Free. Creative folks enjoyapplying their talents to noble causes --and, increasingly, their employers keepthem happy by providing opportunities to do

so. "It's a way to reward people not for thehours they put in but for the size of theirhearts," says CEO Reiman.

9. Mix Up Your People. Some companiesshake things up by letting employees loosein others' playpens. Employees do theirown work but also experience theircolleagues' specialties.

Highly effective people navigate change. Theyproduce optimal appeal. Change itself also takes

time. Action drives change, and change drivesprogress. They think differently and makesbreakthroughs.

Climate has a direct impact on bottom-lineperformance, affecting such things as growth,sales, productivity, efficiency, and customerservice. Climate accounts the variance inperformance. When climate changes aresustained over time, they essentially shift theorganization’s culture. Effective people have an

inspiring vision; foresight and change anticipationis their hallmark.

An ongoing process of development will producesustainable change. The ability to be an effectiveleader for change requires a high tolerance.



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Thirteen Tips for Managing Change

1. Educate the leaders of change

2. Use a "systems" approach to ensure that allaspects of organization are consideredwhen planning and implementing change.

3. Use a team approach that involves manystakeholders in the change process.

4. Encourage the implementation of thechange efforts.

5. Make plans, but "hold your plans loosely."Develop plans, but know that they will haveto be adapted to change as needs change.

6. Realize that there is a tension betweenestablishing readiness for change and theneed to get people implementing newapproaches quickly. While getting peopleintellectually ready for change is somethingto be considered, it should not take somuch time and effort that people loseinterest and motivation.

7. Provide considerable amounts of trainingand staff development for those involved.These activities can include everything fromholding study groups to "on-the-dash"coaching.

8. Choose innovative practices for and withteachers that are research-based and"classroom friendly." Picking approachesthat have been used or researched can



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help the implementation of thoseapproaches.

9. Recognize that change happens onlythrough people. The emotional effects ofchange on educators need to beconsidered and understood by all involved

in the change process. Understandingresistance and working with it is key.

10. Be prepared for "implementation dip."Fullan (1993) and others note that thingsoften get worse temporarily beforeimprovement begins to appear.

11. Help educators and others develop an"intellectual understanding" of the newpractices. While the outcomes areimportant to assess, people also need to

understand the underlying meanings andfunctions of the practices.

12. Seek out "paradigm shifters" and "ideachampions" who are interested in makingsubstantial changes in practice.

13. Take the long view; realize that changetakes time and should not be forced tooccur too quickly.

Envision

Spend time for envisioning possible futures canbe useful in uncovering options and preparingpeople for the unexpected. You need to have aclear vision of what lies ahead so you can make abetter decision on which route to take. Often just a



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small shift in perspective changes how you reactto a situation or condition and affects the way youapproach the intersection. Demonstrate howleaders can learn from failures and then changethe process of decision that you employ in thefuture.

Highly effective people know how to use the skills,knowledge, and energy of team members toaccomplish the task and mission. The leader mustprovide a clear and compelling vision to guide theteam toward the goal and must model the level ofcommitment, perseverance, and resiliencenecessary for mission accomplishment. Visionaryopportunity identification is essential to the long-term growth of the organization.

TIME FOR QUIETUDE

Leaders usually have more time to engage in theorganization activities. A lot of time and energy isspent on doing and having; a leader needs to givesome “free” time to be tranquil, quiet.

Listening

Listen to what your heart is telling you and callingyou to do next. Listening to the inner voice isessential. Before you can be truly receptive in thisbusy world you must first master the quietude. Be

quiet; peace; tranquil; calm; and still. Take time tobe alone; in place that quiet your body and nurtureyour soul. Open to the wisdom both beyond andwithin you to carry sense of stillness.



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We believe that quietude is an essentialexperience, an important value. Quietude andfocus will maximize your clarity. Your heart seeksquietude even as the mind avoids it.

This is why meditative; contemplative and dreamstates provide such fertile ground for dialogue with

the Universe. Notice your need to speak withoutsaying anything meaningful. Your thoughts,internal speech, are essential to your livingexperience.

The value of all this noise is helping to confirmyour existence. Try paring back the external andinternal noise, eliminating what is not essential. Ifnot release yourself from it. As you move moreinto silence, notice the effects on your heart. Youwill be more sensitive and caring, have an easiertime seeing interconnectedness.

When you practice internal quietude and focus,you will be able to maintain conscious interactionwith the others while you are engaged in the noiseand activities. Quietude is oriented toward the self.People should take the time to think through anddevelop a clear picture of where they want theorganization to be in future.

Five Tips for Listening Well

1. Be Prepared. Be mentally and physicallyready to listen. Prep yourself by readingappropriate material and doing researchbefore meetings. Don't show up only to findyourself lost after the first five minutes, andthen scramble mentally to catch up or just



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zone out. You may have thought being atruly good listener was going to be easierthan this. Sorry.

2. Shut Up. How's that for straightforward?Clearly, you're a far more effective listenerwhen you're not talking. Sure, it's important

to speak up, but remaining silent themajority of the time can put an exclamationpoint on the things you do say. Being quietand listening intently brings with it a goodaura.

3. The Focus Factor. This is the mostobvious -- and most broken -- rule when itcomes to listening. Be in the moment. Putother thoughts out of your mind.

4. Walk a Mile in Someone Else's Shoes.

You may absolutely despise your coworker,but to be a good listener, you must alwayslisten with empathy. It's easy to let yourmind chew on a point of disagreement ifyou hear something that bothers you -- or ifyou just don't like the person who'sspeaking -- but you'll miss what's beingsaid.

5. Ask and You Shall Receive. Reportersoften say their jobs require them to beexperts for a day depending on the story --

one day an expert in aviation and the nextan expert in politics. The truth is, their mainexpertise is asking insightful questions. Andit's the same for successful listeners. Like areporter, you must learn to put people at



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ease and ask questions that elicit revealingresponses.

Thinking

Taking time out to think is critical for effectiveleadership. Leaders are thinking about what would

be appropriate for their organizations. Leaderscreate an environment supportive of imaginativethinking and reflection on problems, causes andfuture solutions is a strong requirement forinnovation to flourish.

Thinking time is also vital, i.e. time to plan, toprioritize, and to choose how best to expend yourattention and energy. Doing anything in a rushincreases the risks of missing key elements,making needless mistakes, and wasting effort.Make it easier by recalling tasks and list them insome kind of order. But, unfortunately, lists easilybecome clogged with items if you don’t allocateenough time to thinking carefully about what youare doing. You can think about the future and planfor the future each day.

Thinking Creatively in Everyday Life

1. Cultivate Sensuality. Touch things,actually or in your mind. Feel the thicknessand texture of a fabric, a book, or a flowerpetal to get a sense of it. Look at an artworkby imagining you are within it, touchingeach shape or line. You’ll learn to think withyour senses as a counterpoint to rationality.



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2. Use a Lot of Time. Set up some oasis timewhen you can focus full attention onsomething that matters to you. Everythingelse will fall into place around it.

3. Get into the Flow. Do the first thing, thenthe next thing, then the next thing, without

strategizing. Obstacles increase thepossibility of discovery, so if somethingthrows you off course, meet the challengeand move on.

4. Have an Idea. Think before and after youdo a creative task, but not while you’redoing it. While you’re working, go where thework leads. Then look at what you’ve doneand see if there is an idea there that youcan use to start the next thing.

5. Don’t Know What You Want. Don’t setgoals. Just start working and get fullyinvolved in what you are doing. If you getstuck, think about how many possibilitiesthere are within the framework you’vechosen. What can you use that’s at hand?

6. Know What You Don’t Want. Familiarizeyourself with what others have done in thefield you’ve chosen, so you won’t wastetime trying to re-invent the wheel. Don’tworry about finding exactly what is most

suitable to you. Just start somewhere that isnot unsuitable.

7. Stick Your Neck Out. Advice from mentorsand friends can be useful, but you don’t



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need to be part of the party line. Go againstthe prevailing attitude if you feel like it.

8. Use Every Tool. If a computer is yourprimary tool for what you do, try addingwork done with tools you can hold in yourhands.

9. Use Every Source. Tools are conduitsfrom your body to your mind, and you canuse images as tools. Do not disrespect yoursources; they never mold entirely to yourvision and may be stronger than your mindperceives.

10.Become Skillful. High levels of skill in itsexecution. However, all the skills you useneed not be your own. Know when youmust develop a skill yourself, and when you

can work with others whom you haveinstructed and chosen because their skillexceeds your own.

11.Take Yourself Lightly. Live your life theway you make your art, with pleasure andfull engagement, but without forcing things.People who are not self-important are theones whose work is most likely to developand change and remain interesting overtime.

12.Go into the Ether. Art-making is a mixtureof the practical and the ethereal. Thesensuality of concentrating on tools andmaterials sets the mind free to roam in anunworldly place. Then the necessity ofdecision-making brings it back. Thinking



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around the edges of what you are doing,moving back and forth from the ether to thematerials in front of you, is exciting andengrossing.

13.Own It. You cannot try to achieve it, but itwill come. At some point you will know for

sure, deep down, that you are doing yourwork, the work you should be doing. And atthat point, the work is almost certain to begood.

Tips to Effective & Active ListeningSkills

1. Face the speaker. Sit up straight or leanforward slightly to show your attentivenessthrough body language.

2. Maintain eye contact, to the degree thatyou all remain comfortable.

3. Minimize external distractions. Turn offthe TV. Put down your book or magazine,and ask the speaker and other listeners todo the same.

4. Respond appropriately to show that youunderstand. Murmur (”uh-huh” and “um-hmm”) and nod. Raise your eyebrows. Saywords such as “Really,” “Interesting,” as

well as more direct prompts: “What did youdo then?” and “What did she say?”

5. Focus solely on what the speaker issaying. Try not to think about what you are



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going to say next. The conversation willfollow a logical flow after the speakermakes her point.

6. Minimize internal distractions. If yourown thoughts keep horning in, simply letthem go and continuously re-focus your

attention on the speaker, much as youwould during meditation.

7. Keep an open mind. Wait until the speakeris finished before deciding that youdisagree. Try not to make assumptionsabout what the speaker is thinking.

8. Avoid letting the speaker know how youhandled a similar situation. Unless theyspecifically ask for advice, assume they justneed to talk it out.

9. Even if the speaker is launching acomplaint against you, wait until theyfinish to defend yourself. The speaker willfeel as though their point had been made.They won’t feel the need to repeat it, andyou’ll know the whole argument before yourespond.

10.Engage yourself. Ask questions forclarification, but, once again, wait until thespeaker has finished. That way, you won’tinterrupt their train of thought. After you askquestions, paraphrase their point to makesure you didn’t misunderstand.



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Reflection

Reflection time cultivates the new ideas andanswers that enrich your leadership. Leaders needto step back, take time out, and assess theirdirection. Clear your mind, stretch and relax, focuson one issue you want to consider, look at the

issue from more than one perspective, andcontinue to mull Read the signs. Don't ignorethem.

It is normal to be apprehensive as you come tothese crossroads. Don't let that apprehensionfreeze you, but let it gird you for the decisions thatneed to be made and the actions that follow.

Make sure that you take advantage of all theresources you have to make the most informeddecision. Leaders encourage themselves having

time for reflection.

Tips for a Successful Reflection Session

To be effective, a reflection should

1. Be led by an enthusiastic, creative, andnonjudgmental facilitator

2. Purposely link the service experience tolearning objectives

3. Be outcome-based

4. Have sufficient time fordiscussion/writing/presenting to make theactivity meaningful



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5. Be appropriate for the group (age, skilllevels, culturally sensitive, etc.)

6. Engage all participants

7. Be conducted in an environment in whichparticipants feel safe to express theirfeelings and observations

8. Address negative experiences, whilehighlighting positive experiences.

Uplift

The arrival of a new idea is typically accompaniedby a wonderful feeling of uplift and excitement. It'sinspiring to have a new idea, to intuit a new way ofgetting the job done. Highly effective leaders knowthe importance of heart and recognize people whoare contributing to the team effort.

The effective leaders are good at recognizingpeople who help move the team towards the goal.They recognize their contributions against theachievement of organization. This will maintainenthusiasm and motivation on the way towards alonger-term goal. It is time to stop doubtingyourself and find the potentiality inside of you.

We need to understand how we focus our timeand energy to be effective. Effective leaders arepersons who have the luxury of the time and

space needed to develop inner harmony and quietude. Quietude is a necessary consequence ofthe need for the leaders to resolve complexproblems.



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TIME TO STOP ACTIVITIES

When you’re mental activities happen at a highlyincreased rate at the moment; it's time to askyourself: What do I need to stop my activities.Maximize your return on time invested (ROTI).Stop wasting time. See how you really spend your

time. Highly effective people take the time theyneed to sharpen their tools.

They stop doing what they're doing. They decideperiods of free time where they can choosebetween several activities. Nothing can stop youbut you can stop anything. Time is an ultimateillusion.

a. Never make a decision: Let someone elsemake it and then if it turns out to be thewrong one, you can disclaim it, and if it is

the right one, you can abide by it.b. Postpone the deadline: For a week, a day,

or even half an hour.

c. Divide and conquer: Break activity inpractical and attractive events

d. Every one has price: Find out what theprice is

Your spirit operates outside time and space. Whenthere is an emergency where danger is about to

approach you faster than you can normally sense,your spirit will compel you to act quickly withoutpondering. It directs you through your instinct andreflexes. Your spirit can observe things and sense



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reality beyond your ordinary rate and range ofawareness.

Stopping can keep you from going in the wrongdirection, expending and wasting an unusualamount of energy heading off in an unproductivedirection.

Slowing down

Slow down to make sure you’re making the rightturns and moving towards your destination. Slowdown is not procrastinating. Your time needs to beslowed down to a crawl, so that it can fullyperceive everything that is happening no matterhow quickly. Slow your time almost to a standstillduring the moment of thought. See yourperception and action against the moments. Thisis truly a time manipulation, since your perceptionseems to manage this trick is that time has beenstretched longer or made shorter.

You have to slow time down in yourconsciousness. It is not time that slows down butyou that slows down. See in your mind’s eye andmemory things slowing down.

Like a picture frame frozen from a movie inmotion. It is the way you experience time slowingdown or stopping. It would give you time toanalyze the situation and the actions of everyone

and everything around you. It gives you extra timeto determine your actions in a pressure situation.This would be incredibly useful in business, drivingyour car in traffic, playing games, and lifethreatening situations.



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Postponement

Postpone the meeting, deadline, etc, if possible.Take the long view to see failure and risk.Everything doesn't have to be completed thisminute, or today, or even this week. Check infrequently on timelines and deadlines when

priorities are conflicting. Identify when you'reartificially accelerating a deadline for no goodreason.

Cancelation

Never answer every one's every question. Don'tspend your whole time answering questions.When you always answer one's every question,you'll forever be answering your member's everyquestion. This will leave you with no time to spend

on areas that need your direct attention now. Itsounds trite - and it not meant to - but if membersare continually asking the same questionsbecause they are having trouble, get rid of them.

If they are decent members asking because theydo not know, then teach them. They'll know nexttime, and you'll both be better for it. Leaders do not postpone unpleasant jobs they are committedto take responsibility. When we make choices topostpone or ignore opportunities, we're constantlyon the lookout for highly effective leaders.

Clear Papers

A well-organized workspace is essential for timemanagement. By eliminating clutter, setting up an



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effective filing system, gathering essential tools,and managing workflow, leaders can easilyorganize an effective workspace.

Take all the papers on your desk, and around yourdesk, and put them in your inbox. If they don’t fit,

just put them in a single pile. Now go through that

pile, one document at a time. Don’t put anydocument back on the pile - deal with itimmediately, and then move on to the nextdocument, until you’ve cleared the pile. With eachdocument, your choices are to:

1. Trash: It is merely a pretty piece of paper.Throw it into the dust bin. Always throwaway all trash before leaving. If themessage you receive is trash (or spam),delete it.

2. Delegate: Task that is not yours to do3. File immediately: Something that you might

use later on

4. Do it immediately: Task that needs to becompleted soon

5. Defer it: Task that can’t be completedquickly, but it’s not high priority. Put theaction on your to-do list and the documentin an “action” folder.

By listing tasks and setting priorities, you’ll be able

to execute the next actions needed to accomplishgoals. An effective leader must still be flexible,disciplined, and well prepared to confront timewasters.



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Organizing an effective workspace, managingworkflow, and planning to achieve goals are allstrategies that chairpersons can use to reducestress and be more productive.

Managing workflow makes it easier to plan, andplanning makes it possible to strike a balance

between what’s important and what’s urgent. Byusing time more effectively, you’ll actually havemore time to be productive.

Hands Free Leave

Free your hands against homework, whenever youleave office. Say: “No” to homework. Don’t takework home for the evening or over the weekendunless absolutely necessary.

Workload sprawl can be the result of lazy time

management, or a need to have others thinkyou're busy and therefore important. Learn to beefficient during the workweek so that you canreserve your personal time for refueling andpersonal fulfillment. Quality of leadership is centralto the survival and success of organization.

Stop selling, start serving. Give yourself time. Giveothers time. It’s essential, if you truly want toimprove your own prospects and advance a morecivilized way of living and working.

Managing your time is the key to becoming moreeffective leader. If you are going to be a leader,you must manage your time efficiently. To do this,you need to determine if you are spending time onurgent or important activities. Effective leaders



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have ability to manage their time for the purposeof generating more effective work and productivity.

We need to understand how we focus our timeand energy to be effective. Consider the effectiveuse of your time. Effective leaders spend their timebased on the important and emergency use.

Effective time management begins with vision andpurpose.

Our productivity is directly proportional to ourability to relax. Only when our minds are clear andour thoughts are organized can we achieveeffective productivity and unleash our creativepotential.

10 Tips on Time Management

1. Buy a week-at-a-glance appointment book

and use it religiously. Write everything thatyou need to accomplish in this book. Thisbook is your brain!

2. Differentiate between the urgent and thevital. The urgent may be making a lot ofnoise to get your attention, but it is rarelyvital that it be done right now or at all

3. The key is not to prioritize what is on yourschedule, but to schedule your priorities.

4. Keep track of your time by 15 minute

increments for 2 weeks to see how youactually spend your time.





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1. Plan each day. Planning your day canhelp you accomplish more and feel morein control of your life. Write a to-do list,putting the most important tasks at thetop. Keep a schedule of your dailyactivities to minimize conflicts and last-minute rushes.

2. Prioritize your tasks. Time-consumingbut relatively unimportant tasks canconsume a lot of your day. Prioritizingtasks will ensure that you spend your timeand energy on those that are trulyimportant to you.

3. Say no to nonessential tasks. Consideryour goals and schedule before agreeingto take on additional work.

4. Delegate. Take a look at your to-do listand consider what you can pass on tosomeone else.

5. Take the time you need to do a qualityjob. Doing work right the first time maytake more time upfront, but errors usuallyresult in time spent making corrections,which takes more time overall.

6. Break large, time-consuming tasks intosmaller tasks. Work on them a fewminutes at a time until you get them alldone.

7. Practice the 10-minute rule. Work on adreaded task for 10 minutes each day.



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Once you get started, you may find youcan finish it.

8. Evaluate how you're spending yourtime. Keep a diary of everything you dofor three days to determine how you'respending your time. Look for time that can

be used more wisely.9. Limit distractions. Block out time on your

calendar for big projects. During that time,close your door and turn off your phone,pager and e-mail.

10.Get plenty of sleep, have a healthy dietand exercise regularly. A healthylifestyle can improve your focus andconcentration, which will help improveyour efficiency so that you can complete

your work in less time.11.Take a time management course. If your

employer offers continuing education, takea time management class. If yourworkplace doesn't have one, find out if alocal community college, university orcommunity education program does.

12.Take a break when needed. Too muchstress can derail your attempts at gettingorganized. When you need a break, takeone. Take a walk. Do some quickstretches at your workstation. Take a dayof vacation to rest and re-energize.

14 Essential Tips for Meeting a Deadline



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1. Care about deadlines. This is the firststep, as many people are very lax aboutdeadlines. You have to be very seriousabout meeting them, and make them apriority. And make breaking a deadline acardinal sin in your freelance book. Onceyou’ve done this step, the rest is justlogistics.

2. Keep a list of projects & deadlines. If youcare about deadlines, you’ll write themdown, and have one place that you checkoften to make sure you know what’s dueand when. I use a simple online list, but youcould use paper. Which tool you usedoesn’t matter, as long as you use it.

3. Communicate a clear deadline. Be surethat you and the client are in agreement

with a specific deadline, including time ofday (and factor in time zone differences aswell). If the deadline is fuzzy, you will havetrouble meeting it. If the client doesn’t giveyou a deadline, you need to ask for one.

4. Work in a cushion. It’s wise to build in acushion for your deadline. To get a clearidea of how long a project will take, break itdown into smaller pieces (see below formore). If you aren’t sure exactly how longeach of those pieces takes, break themdown into even smaller pieces.

5. Have a clear outcome. You and the clientshould both agree on a clearly defined



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outcome. Don’t skip this step, or you couldbe sorry later.

6. Break down the project. This is standardadvice for any project, of course, but that’sbecause it works. Don’t try to tackle anentire project. Tackle one step at a time..

7. Focus on the first step. Now that you’vebroken the project down into smaller steps,

just focus on the first one. Don’t worryabout the rest for now. Give the first stepyour full attention, and get going. You’ll feelsatisfied when you complete it, and cancheck it off your list. Then focus on the nextstep.

8. Block off adequate time. When you’regoing to work on a step, be sure to have it

blocked off on your day’s schedule. If you’renot blocking off time for your most importanttasks, you’re probably not getting theimportant stuff done. However else youwork during the rest of the day, for yourfreelance projects, block off a good amountof time for each step, and treat it like adoctor’s appointment — you can’t miss it.

9. Have a start and complete date for eachstep. When breaking down a project, give astart and complete date for each step, so

you can get a good feel for the timeline ofthe project, and whether you’re on scheduleor behind. It also keeps you on track if youknow when each step should be startedand completed.



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10.Communicate with each step. Onceyou’ve completed a step, send thecompleted step to your client if possible.Sure, it won’t look like a completed project,but you can show that you’re makingprogress, you keep yourself on track, andyou can get feedback communicated fromthe client. Better to know early on thatyou’re headed in the wrong direction than atthe end of the project.

11.Don’t over-commit. One of the biggestcauses of missed deadline is that afreelancer commits to more than he canhandle. Learn to say no if you cannotcommit to finishing a project on time.

12.Learn from mistakes. If you bust adeadline, take a few minutes to analyze

what went wrong and how you can avoidthat in the future.

13.Stay up late. If you planned badly, or justprocrastinated, and you’re up against a tightdeadline, do whatever it takes to meet it.That means staying up late and workinglong hours if possible.

14.Negotiate and meet a second deadline. Ifyou absolutely cannot make deadline (youprobably overcommitted), you should

contact your client and negotiate a seconddeadline. It’s much better to do this than tolet the deadline go by without anycommunication.



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2nd

GROWTH

Greatness would shine through your work if youdid. One way to follow your path for greatness is tofocus on your growth through work. We spendmost of our waking hours at work. Thus it isessential we find ways grow to our fullest potential.

People learn from mistakes - the ones you makeand those made by others. Don't let failureparalyze you. Within those failures are the seedsfor improvement. Look at them as opportunities forconstructive growth. And develop ways to improveand develop yourself and those around youappropriately.

Development

Development is to produce confident,knowledgeable and courageous leaders andothers.

An individual, who shares his/her knowledge,earns trust and a solid reputation, which increaseshis/her value in the organization.



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Success is not an individual matter; it dependsupon our relationships with others. Connectionand coordination with others matter. The mannerin which you are connected matters. Increasingone's social capital is all about sharing knowledgeand adding value to the organization.

Sharing knowledge in one-on-one or groupdiscussions (through stories, analogies andmetaphors) is the pathway to agreement aboutwhat something means and increased insight.

Process improvement is important; but ultimately,the long-term effectiveness of any organizationlies in its people improvement. If people arecommitted to personal quality, innovation andcontinuous improvement, they are more likely tocontribute their maximum potential toorganizational quality objectives. Leaders makedeveloping and challenging others a priority.

Develop means help others learn throughteaching, training, and coaching, which includes:

a. Skill development and knowledgeacquisition: Facilitate the doing ofleadership - knowing what to do as aleader.

b. Personal insights: being comfortableenough with your sense of self.

Development creates an exciting place to work

and learn. Never miss an opportunity to teach orlearn something new yourself. Coaching suggestssomeone who cares enough to get involved byencouraging and developing others who are lessexperienced. Members who work for developers



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know that they can take risks, learn by makingmistakes, and winning in the end.

A good way to bring out the best in people is tocoach them: provide them advice, counsel, andconstructive criticism. Coaching cultures arecontagious.

You must select the right strategy for the rightsituation, even when the pressure isoverwhelming. They are well organized, detail-oriented and, due to their thorough preparation,rarely caught off guard. Their great knowledgeallows them to be great educators and motivators.They are also smart enough to know that manytimes they will have to alter what they originallyplanned due to changing circumstances, soflexibility and having an open mind are crucial toleadership.

Tips to Make Training and

Development Work

1. Make sure the need is a training anddevelopment opportunity. Do thoroughneeds and skills analysis to determine thereal need for employee training anddevelopment.

2. Create a context for the employee trainingand development. Provide information for

the employee about why the new skills, skillenhancement, or information is necessary.

3. Provide training and development that isreally relevant to the skill you want theemployee to attain or the information he



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needs to expand his work horizons. Youmay need to design an employee trainingsession internally if nothing from trainingproviders exactly meets your needs. Or,seek out providers who are willing tocustomize their offerings to match yourspecific needs.

4. Favor employee training and developmentthat has measurable objectives andspecified outcomes that will transfer back tothe job. Design or obtain employee trainingthat has clearly stated objectives withmeasurable outcomes..

5. Provide information for the employee aboutexactly what the training session willinvolve, prior to the training. Explain what isexpected of the employee at the training

session.

6. Make clear to the employee that the trainingis his/her responsibility and she/he needs totake the employee training seriously.He/she is expected to apply his/herself tothe employee training and developmentprocess before, during, and after thesession.

7. Make sure that internal or external trainingproviders supply pre-training assignments.

Reading or thought-provoking exercises inadvance of the session promote thoughtfulconsideration of the training content.



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Empowerment

Empowerment exists when members have theauthority to make decisions and take appropriateactions without first seeking approval from others.Empowerment allows people to act quickly,improving satisfaction and boosting morale.

Sense of empowerment and connectedness is thekey to creating positive change in the organization.Empowerment means recognizing that peoplealready have power through their knowledge,experience and motivation, and then creating anenvironment that encourages letting that powerout.

Empowerment displays positive characteristics,i.e.:

a. Inspire commitment, instill a vision and

excite people: When you inspire trust andshare a common purpose with alignedsystems, you empower people. The leadersare well trusted and their followers feelconfidence in them.

b. Consider needs for growth anddevelopment: Treat people as if they werewhat they ought to be, and you help thembecome what they are capable of being.The greatest ability of a leader may be theability to recognize ability in others and

encourage it.c. Raise peoples' awareness of issues and

problems: Help people become aware oftheir own thoughts, imagination, beliefs andvalues.



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Empowered people expend more effort on a giventask and are more persistent in their efforts. If youdon’t empower people, you aren’t raising uppeople to be independent. Now you may think thatif you are creating independent people you arecreating people that may rise up against your ownleadership. However, most of the time, the

opposite is actually true. If you treat people withrespect and empower them to do great things,they will honor and respect you for that.

Surround yourself with people who have the skillsyou lack but that share your passion and vision.Then challenge them to live up to their capabilities.When people sense that you expect great thingsfrom them, they tend to be challenged by thatexpectation and work hard to live up to it. Loadyour people with responsibility (and the authority),provide them with the resources to do the job, and

stand behind them when they make mistakes.Empowering people to succeed will create anincredible team of people around you that will beable to do anything that is thrown at them. If youdon’t empower people and help them reach theirfull potential, you are actually falling very short ofmaximizing your own potential as a leader. If youempower people you are also empoweringyourself.

Empowerment means inspiring others to be morethan they think; and giving others the power to be

successful. The ability to empower anotherindividual is an important leadership skill. Itrepresents the fact that you have acquired skillsthat help you solve problems and allow you topass the knowledge on to other people to help



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them solve problems. It allows your circle ofinfluence to increase and allows you to help morepeople than you could with your own limitedresources.

Load your people with responsibility (and theauthority), provide them with the resources to dothe job, and stand behind them when they makemistakes. Having leaders at every level, orencouraging self-actualization of the work force,greatly enhances the possibility that initiative,creativity and dedication will flourish throughout anorganization; the accompanying positive impact onproductivity and continual improvement is obvious.

Empowerment becomes a powerful motivationaltool because it puts people in control of their owndestinies. One of your greatest calls as a leader isto empower others. The greatest leaders that thisworld has seen had the ability to find untappedpotential in people and then empower them to dogreat things. If you want to be a great success asa leader than you will have to adopt theempowerment principle into your life.

Top 7 Self-Empowerment Tips

1. Familiarize yourself with your internaldialogue and replace the negative withpositive self-talk. And it is safe to say thatNOT all those words are positive or

empowering. Start listening -- you may besurprised. Being aware of the times andsituations that you commonly engage innegative self-talk can be empowering.



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2. Avoid blaming external forces for feelingbad and negative thoughts. You have theability to choose your reactions, albeit, oftenunconsciously. But on some level you do.Perhaps you could now choose to maketime stuck in traffic more useful. What arethree actions or beliefs you could adjust tochange your reactions to commonlyupsetting situations.

3. Avoid blaming yourself for not being incontrol or not doing it all right. If someoneasked you directions to a place you havenever been, would you ridicule yourself fornot knowing. No! You would do your best todirect them or suggest a place they couldget directions.

4. Be conscious of playing the victim and

martyr roles. Too often empowerment islost playing the "poor me" role. The victimand martyr game usually boils down tomanipulation or is a form of self-abuse, bothof which stem from fear. We beat ourselvesup because we think we deserve it for somereason. Or, maybe we are trying to insureour way through manipulation: makingothers feel bad so they will give in to ourwants.

5. Recognize your payoffs for being stuck.Investigate what you get out of staying in anegative situation. There are often several.Once you recognize your payoffs, you willhave the ability to notice patterns and



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develop effective ways to deal with thenegative payoffs.

6. Determine what you want and act on it.Waiting for things to just be handed to you.Do not sit back and wait for life to happen toyou.

7. Be aware of the way you communicate toothers. Pay attention to the way you interactwith people. Choose positive people andconversations! You will feel stronger, moreempowered and it helps ward off negativity.

Challenge

People like to be challenged. If you tap into thisneed, you can achieve powerful goals becausethey will be linking those goals with the fulfillment

of desires. The hard part of crafting a challenge isto focus on what is attainable in ways thatenergize and exciting and play upon people'simagination and creativity. Appropriate responseto challenge is the basis for the rise oforganization. The first challenge of leadership is toknow who you are (authenticity).

You are sometimes called to greatness because ofthe way they respond to challenges. A leader’svalue to others is to lead them through difficultchallenges by providing hope and bestowing

courage.Challenge is the opportunity for greatness. Peopledo their best when there is an opportunity tochange how things currently stand. Maintainingthe status quo facilitates mediocrity.



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Leadership is the challenge to be something morethan average. When others run from the challengebefore them, leaders rise to the challenge beforethem. They are willing to encourage, correct andchallenge them to greatness. By opening thechallenge to them, he created a sense ofempowerment. Those who lead others to

greatness seek and accept challenge.You must create work environments that provide asense of challenge and meaningfulness forfollowers. By galvanizing people with a clear visionand strong values, the leaders are able tochallenge their teams to achieve significantorganization’s goals.

Surround yourself with people who have the skillsyou lack but that share your passion and vision.Then challenge them to live up to their capabilities.

When people sense that you expect great thingsfrom them, they tend to be challenged by thatexpectation and work hard to live up to it. Loadyour people with responsibility (and the authority),provide them with the resources to do the job, andstand behind them when they make mistakes.

Delegation

Empowerers help others become competent andcapable persons who in turn will empower others.The goal of leadership is partly to create

autonomous individuals who can complete taskswith confidence, making their own decisions andtaking responsibility for their own successes andfailures.



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Empowering is the affirmation of the individuals’ability to learn and to grow and to become all thatthey were meant to be. Leaders are motivated bythe wish to empower others. They want to bringout the best in others. The main role of delegationis not efficiency, but empowerment, for the mainrole of a leader is to create more leaders.

Delegation must assist the leader with theperformance of required duties and challengemembers by providing added responsibility and/orgreater proficiencies.

Motivating others to their own greatness willimprove the group energy, increase the vitality ofyour projects, and move you forward towardachieving your goals and vision. It is crucial as aleader that you not try to do everything yourself;delegate anything that you can delegate. Truedelegation will help people embrace thegreatness.

Delegation is one of the most important tasks as aleader. Delegation frees up your time and candevelop your people. It also increases productivity,morale and commitment.

Delegation builds trust, develops skills in those towhom the tasks have been delegated and freesthe leader to work on other things. Delegationshould involve both authority and responsibility.

Delegation of authority requires confidence in the

individual, since the leader is relinquishing somecontrol over team activities. Yet without thenecessary authority and room for decision making,people are not empowered to complete the tasksthey have been given. Meanwhile delegation of



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the responsibility to complete a task is relativelyeasy.

In business organization, mostly executives (thedirector, manager or supervisor) are leaders bydelegation of power.

7 Top Tips For Effective Delegation:Skills Towards Work-Life Balance

1. No Manager Is An Island. Even thoughothers may have a different approach orstandards, you’re setting yourself up to failif you think you have to do EVERYTHINGyourself.

2. Delegate, Don’t Abdicate. Remember ifthings go wrong, it’s ultimately your fault!Assess the risk of failure BEFORE you

decide to delegate a task, and manage anyrisk appropriately. The only person you canblame is you, for not effectively delegatingthe task at the beginning. And you neverknow, they might even do it better than you!

3. Crystal Clear Tasks. If you can’t define thetask to be delegated, it isn’t ready fordelegation. Good tasks to delegate are;Specific, Measurable, Achievable, Realisticand Time-bound.

4. Tools To Do The Job. It’s universallyagreed that sledgehammers are way overthe top for cracking nuts, and in effectivedelegation, it’s as important you select theright person to do the task. As you decidewho should undertake the task, make an



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assessment of their skill and will andchange your approach accordingly.

5. I Say “Tomayto”, You Say “Tomaato”You know what you want to delegate, andto whom, now it’s time to communicatewhat needs to be done. Even if you agreeon the pronunciation, a tiny cherry tomatoand a large beef tomato are strangelydifferent fruit. Take some time to checkunderstanding of the delegated task,resources required, checkpoints anddeadlines.

6. Give Them Enough Rope. There is aspectrum of freedom in decision-makingand action taking that you need to considerbefore, and during, the delegation process.Again your approach depends on the risk offailure, your trust in the person and theirability to do the task.

7. How Was It For You? Effective delegationis about sharing workload, with the addedbonus of developing skills and responsibilityin others. Maximize the learning experienceby taking time for shared reflection of thetask once it’s completed Often the learningis two-way, with you gaining insight intoyour delegation skills.

Purpose

From your sense of purpose, you can set goalsand align them with that purpose - goals that serveas a blueprint to others. Your drive to achievesomething will help you develop a certain amount



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of focus to attain your set goals. Passion anddetermination is essential to help you gain focuson things that you want to do.

Money should not be the sole measure forevaluating and rewarding the effectiveness of aleader. Have a strong sense of purpose makes it

easier to make decisions because our innerconversation is simplified. Sense of purposeincludes:

a. Personal purpose: Whatever your purpose,it must be rooted in your most cherishedpersonal values.

b. Organizational purpose: Yourorganizational and personal values alignwith your purpose.

Having a purpose is the difference between

making a living and making a life. Few of usclearly know our life purpose. But if we watch howour lives unfold, and if we know what questions toask ourselves, we can begin to understand whywe are here. To be successfully living a life ofpurpose, you should:

a. Define your purpose - Your purpose is yourreason for existing.

b. Commitment to the purpose - Commitmentdemands action; it cannot be divorced from

responsibility. It possesses spirit, havewithin them, full of faith, and affect others.

c. Act intentionally on purpose A purposegives you meaning and direction.



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d. Harmonize your thoughts, feelings, wordsand deeds with your purpose.

If a leader promotes a sense of purpose that is notembodied, he/she is sensed as inauthentic.He/she will not be trusted. Leaders require trust.Assessing our purpose reflects:

a. What we naturally do best - The gifts,talents and skills our personality has tooffer.

b. How we aspire to be - The qualities of ourauthentic self.

Everyone feels that he or she makes a differenceto the success of the organization. When ithappens, people feel centered and that gives theirwork meaning. Leaders should also look at theirability to forge new meaning and purpose for an

organization and its members.Organization should inspire people to live and leadby a clearly defined sense of purpose. A person’sself esteem and confidence is strongly linked to asense of purpose. People are persuaded byreason, but moved by emotion; the leader mustboth persuade them and move them.

Success

Leadership is lifting a person’s vision to highersights, the raising of a person’s performance to ahigher standard, the building of a personalitybeyond its normal limitations.

Leadership is very much about performance. It isabout doing the right things. And in many ways,



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the followers may care less what principles youfollow or if you are moral and ethical in leading theorganization. What they care about is yourperformance.

Leadership is a key to member engagement,innovation and success. To create a successfulorganization, a leader should be investing inbuilding his/her leadership ability, includes:

a. Demonstrate enthusiasm: Have anabundance of passion for what you do. Youcannot inspire unless you’re inspiredyourself.

b. Articulate actions: The power of a vision seteverything in motion

c. Sell the benefit: You need to sell your visionthat beneficial for everybody constantlythroughout a presentation, meeting, pitch,

or any situation where persuasion takesplace.

d. Invite participation: Bring others into theprocess of building the organization.

You cannot learn how to be great from people whoare not great themselves. If you want to becomegreat, or a great leader, you have to surroundyourself with people that will motivate you to begreat by their example.

Seven Tips for Management Success

1. Build effective and responsive interpersonalrelationships. Reporting staff members,colleagues and executives respect his or



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her ability to demonstrate caring,collaboration, respect, trust andattentiveness.

2. Communicate effectively in person, printand email. Listening and two-way feedbackcharacterize his or her interaction with

others.3. Builds the team and enables other staff to

collaborate more effectively with eachother. People feel they have become more -more effective, more creative, moreproductive - in the presence of a teambuilder.

4. Understands the financial aspects of thebusiness and sets goals and measures anddocuments staff progress and success.

5. Knows how to create an environment inwhich people experience positive moraleand recognition and employees aremotivated to work hard for the success ofthe business.

6. Leads by example and provides recognitionwhen others do the same.

7. Helps people grow and develop their skillsand capabilities through education and on-the-job learning.

Accomplishment

Enjoying great success does not depend onhaving a great ego. In fact, the opposite is almost



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always true; those who think the most ofthemselves are usually respected little by others.Great leadership begets great results. In today'sworld there are countless opportunities to make adifference. And more than ever there is a need forpeople of all ages, from all backgrounds, with alltypes of life experience to seize those

opportunities that lead to greatness. More thanever there is a need for leaders to inspire us todream, to participate, and to persevere.

People who display greatness rely upon otherswho are able to see as they do, to listen,encourage, and support. Without those peoplewho recognize greatness and move in to supportit, even the greatest ideas, works of art, andpolitical movements would remain unborn. Greatleadership begets great results.

Leadership is the act of making a difference. It’sthe ability to achieve results - through people.Great leaders maintain competitive preeminence.They must create vision and direction, organizeoperations so that the vision is profitablyattainable, inspire and retain their workforces, anddevelop tomorrow’s leaders.

Leadership is not taking a group where the leaderwants to go, but in seeing that every member ofthe group has a sense of accomplishment andfeels his or her objectives have been met.

A leader obtains a sense of accomplishment fromgroup, not only individual. The leaderdemonstrates winning attitude. Develop and stickto a routine that fosters an environment of securityand productivity. Look for ways to create small



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victories that will lead to other, more importantvictories. Create a sense of accomplishment.

Vision

More, better, faster is noted as an outline for thefuture of leadership. A visionary sees an

opportunity, or an opening, and then shares thisvision with others who help to realize thatopportunity. Vision has always been consideredan important component in leadership, whichrefers to the ability leaders have to form a plan forthe future and to get others excited about theirplan.

Often, leaders have less a plan, but more of asimple picture of a possible future, and let peoplesort out the action steps toward that more generalpicture.

Visioning is the first step in strategic planning. Avision shared by all the members of anorganization can help all members set goals toadvance the organization. A vision can alsomotivate and empower members.

Visioning skills are used by leaders to pull peopletoward themselves and their ideas through thecreation and communication of a vision. Without astrong vision, strategic plans cannot be properlydelineated since there is no guiding principle orideal to plan.

Leadership starts with having a vision, thendeveloping a plan to achieve it. A vision of thefuture is the key to getting started as a leader. Avision that is likely to come true has to takeaccount of the culture of the organization. Great



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leaders have vision and the ability to take peopletoward that vision.

Visionary in leadership moves people towards ashared vision, telling them where to go but nothow to get there - thus motivating them to struggleforwards. They openly share information, hencegiving knowledge power to others.

The biggest difference between a vision and ahallucination are the number of people who cansee it.

You have to learn to communicate your vision orthe vision of your organization to the people youwant to follow you. An important aspect of vision isthe notion of "shared vision."

A person who is said to possess greatness standsapart from others in some way, usually by the size

or originality of their vision and their ability tomanifest that vision. Vision describes clear pictureof the future which is communicated in such a waythat others can participate in making it happen.

A vision is simply an aspiration or a description ofa desirable world that exists within the imaginationthat can inspire people, bring meaning to theirwork, mobilize them to action, and help themdecide what to do and what not to do in the courseof their work.

An effective vision strikes a chord in people,motivates them by tapping their competitive drive,arouses desire for greatness or interest in doingthe right thing, tantalizes them with personal gain,or appeals to their need to make a difference inthe organization.



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A visionary may dream wonderful visions of thefuture and articulate them with great inspiration.He/she has a vision of what is important for futuredirection, communicates this with urgency inmeaningful ways, and can persuade others toalign their efforts to drive for results.

A vision is an idealized picture of the futureorganization and it expresses the organization'sreason for existence. The peoples of leadingorganizations have always had a strong sense ofvision. Vision reflects the leader's sense ofexternal opportunities, ways in which internalresources can be mobilized to capitalize on themand the leader's personal role (self) in thatprocess.

Visions grab people and then bring them into thefold. When a leader's vision is effective and strong,

members get caught up in what they are doing,absorb the vision, and commit themselves to thegoals and the values of the leaders.

With leaders, the future calls to them in a voicethey can’t drown out. The future is more real thanthe present; it compels them to act. Leaders knowthat nothing drives an organization like anattractive, worthwhile, achievable vision for thefuture.

Vision comes alive only when it is shared.

Whether the vision of an organization is developedcollaboratively or initiated by the leader andagreed to by the followers, it becomes thecommon ground, the shared vision that compelsall involved. The real advantage of scenario



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planning is that it helps you recognize changingfuture situations.

Without mental rehearsal and thinking about thefuture, leaders are forced to rely on precedents todeal with new situations.

In today's rapidly changing environment, that

doesn't work. When you set clear goals andbecome determined and purposeful, backing thosegoals with unshakable self-confidence, youdevelop charisma. When you are enthusiastic andexcited about what you are doing, when you aretotally committed to achieving somethingworthwhile, you radiate charisma.

When you take the time to study and become anexpert at what you do, and then preparethoroughly for any opportunity to use yourknowledge, skill or experience, the perception that

others have of you go straight up.People who operate with a sense of visiondemonstrate to others an orientation tomarketplace trends, an understanding of how toget things done effectively within the organizationand how to get the most out of the capabilities ofthe organization. They also demonstrate anexcitement and determination about achieving thebroader mission of the business. They ensure thatdaily activities are pursued and that decisions aremade in the context of the broader goals.

It is critical that there be an ability to define,communicate and inspire a practical, relevant andeasily digestible vision, and to update and adapt itas circumstances change.



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People must be able to think about the future andhow they will propel, guide and adapt theirbusinesses in the face of uncertainty andunfamiliarity. By not stretching organization'sresources, offerings and capabilities, there won'tbe much of anything long-term, least of all theexpanded intellectual capabilities of the members.

We expect our leaders to have a sense ofdirection and a concern for the future of theorganization.

We want to know what the organization will looklike, feel like, and be like when it arrives at its goalin future. We each need to challenge ourselves todevelop greater leadership skills - and to developa clearer vision.

You should inspire others with a vision, but theyalso take charge and make things happen. Theyare courageous in presenting the big picture, butalso in providing a sense of meaning for others.They express passion, commitment, andresponsibility. Future is characterized bysomething or expected condition that will happenin time to come; chance of success, growth oradvancement.

Thinking of future involves imagination - situationwithout observing it, therefore mitigating risks,logical - predict inevitable consequences ofactions and situations, and induction - adjustaction based upon specific experience and draws

inferences.

Future also implies a forecast that might bespeculative. We can create our own futures



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through our intentions, thoughts, words andactions.

Success requires a strong future orientation and acommitment to both improvement and change.Increasingly, this requires creating an environmentfor learning and innovation, as well as the meansfor rapid and effective application of knowledge.

Future plan is to see and to make your successhappens. You have to prepare your way for howand why you should be success in life. Futureshould be created and planned before and use itas a guide. The plan should help you shape avision towards reaching a future destination andremind you that success does not happen bychance.

The one quality that all leaders have in common isthat they have a clear and exciting vision for the

future. This is something that only the leader cando. Ones, who are charismatic and visionary, caninspire followers to transcend their own self-interest for the good of the organization.

When you speak about your vision, it should bewith a passion you feel in your heart, a passionthat creates so much enthusiasm that your teamwill want to jump on board.

A successful vision excites people to pull togetherand work toward a goal that is possible, but doesnot currently exist. It aligns people from a wide

variety of backgrounds and organizational levels. Itis clearly understood by everyone. The ability toturn their vision of the organization into a realistic,credible, attractive future that allows people to feelpride and satisfaction is critical.



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The leader has a clear idea of what he/she wantsto do professionally and personally - and thestrength to persist in the face of setbacks, evenfailure. Vision is to accomplish a dream.

Effective individual is a person of vision:necessarily so, for only with vision can he/she

inspire his/her people to heroic action; only withvision can he/she make them desire victory asardently as he/she does. He/she persuades themnot by angry commands, but by the power ofhis/her conviction. He/she involves others inhis/her vision, and inspires them also to bevisionaries.

Vision also describes the desired future to whichyou aspire, i.e. struggling to find a means ofaccurately understanding the availability andperformance of the fundamental pillars of

organization’s resources, finance and time;provide management information based on timeand capability (both resources and skills).

Ten Tips for Triumph

1. Write Your Goals: Writing out your goal isyour commitment to achieving the goal.Writing a goal is a powerful statement incomparison with half-formulated thoughts inthe back of your mind. It is the conscious

promise to yourself to pay attention to theaccomplishment of the goal. Writing outpotential action plans and due dates makesthe goal even more powerful.



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2. Share Your Goals With People Who AreImportant to You: If you are certain yoursignificant others will support theaccomplishment of your goals, share them.

3. Check Goal Setting and AchievementProgress Regularly: One of the

weaknesses of any annual appraisalsystem is the lack of frequency with whichprogress and success are measured andtracked.

4. Take Action to Identify and EliminateObstacles to Goal Setting Success:Simply tracking your goals daily is notenough. If you’re unhappy with yourprogress, you need to assess what iskeeping you from accomplishing the goals.

Hope

A sense of hope gives organization and membersthe impetus to keep moving ahead. The first taskof the leader is to keep hope alive. When theleader is free from fear; their people can live andwork in hope.

Effective people are dealers in hope. It’s importantfor leaders to give people hope. If we’re going tomake a positive change in the world, hope is aprerequisite. And that sense of hope can be either

fed or depleted by what you choose. It includes:a. Self-motivated: Know how to get the ticker

to tick, are willing and able to pickthemselves up and carry on



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b. Self-assurance: Especially during the tightspots and tough times, they are able toassure themselves in spite of the criticism,discouragement, etc.

c. Persistent: Understand that victory is not tothe swift, it’s to the persistent.

d. Adaptable: Though they never give up theirvision, they are able to survive becausethey are flexible enough to seek, discover,and find multiple ways to reach their goals.

e. Ability to incrementalize goals: They knowwhen they have to break down larger goalsinto smaller goals so that they can stillreach their goal, incrementally, ifnecessary. When one can’t possibly thinkthey can hold on for the long-haul, theybreak the long-haul down into smaller

increments of time.f. Willingness to mourn: They will face lots of

tears, hurts, and reasons for loneliness. Tobe a shepherd is to care; to have to let go isalmost always painful and sometimesalmost unbearable.

Without purpose, virtue, and truth, it is difficult toexperience hope. An absence of virtues and thepresence of deceit do not create the conditionsnecessary for hope to survive. For leadership toendure, it must be intertwined with hope in the

sense of looking forward to the future withexpectation.

If leadership has a future, leaders must be able toarticulate, find, and live out their own sense ofhope. Hope grows dim as people deviate from



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their core values and grows stronger and becomescontagious in the context of shared hope withinorganization.

Passion

Passion is the emotion that drives leaders to

excel, achieve and produce. Passion is thepresent where others as well as ourselves see andfeel our emotional responses. There is nogreatness without a passion to be great. Leaders'passion inspired people to take on new and riskychallenges.

Passion is such a key part of being a great leader.If you don't have it, you simply can't be a greatleader.

Nothing is ever achieved without passion. Passion

is infectious; when you talk about your vision forthe organization, let your passion for your visionshine through. Others will feel it and want to get onboard with you. If you don't have passion for yourvision, you need to recreate your vision or reframeyour description of your vision so it's connected toyour passion.

Passion can give you courage, which can help youact on your beliefs. Passion - The drive and desireto do something extraordinary and powerfully well.To inspire passion in others is impossible withoutpassion in yourself. Passion is the great energizer.

Effective people possess passion because theyfully understand themselves and believe stronglyin what they stand for. They know who they are,what they want to do, exactly where they want to



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go and why. Their passion is structured on threeelements:

a. Sense of hope: Demonstrate their passionthrough desires, hopes and the ability todream. They know without hopes anddreams, no future gain is possible. Forleaders, a sense of passion is uselessunless they can pass it along to give hopeand inspiration to everyone under theircharge.

b. Sense of giving: Transmit energy to people,giving them a new sense of hope andconfidence in achieving the vision.

c. Sense of purpose: Passion is based uponthe understanding of a selected course ofdirection and purpose. They feel that anexample is set by addressing, discussing

and emphasizing their visions, goals andselected courses of direction as often aspossible. In the process they are able toinfluence others and keep themselves ontarget.

Passion provides an individual with the light ofleadership and creates an undeniable drive tomake a difference.

Inspiration

Sense of inspiration is a fundamental motivatingforce. Leadership is found in the inspiration ofothers. Leaders can articulate their vision andideals to others, convincing them of the value oftheir ideas. They can inspire people to work



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toward common goals and to achieve things theynever thought they could do. Leaders, who inspirepeople, must create environment in which peoplesense a power beyond others, i.e.:

a. Demonstrate enthusiasm: One ofleadership purpose is to spread

enthusiasm, inspire confidence, anddemonstrate integrity, i.e. create a sense ofurgency, lend them your energy, makethings fun, etc.

b. Display course of action: Show ability tochoose a course of action based onavailable information.

c. Show the benefit: A person with greatleadership will show people that he isresponsible and has proven himself or

herself to do the right thing and people willdo whatever he or she asks. People willfollow the leaders because they areshowing the benefit of the leadership.

d. Invite participation: Create the environmentthat invite participation and sharedresponsibility from everyone

e. Encourage potential: Encourage awarenessof members for their abilities and potential

Leadership and inspiration are inseparable.

Leaders create an inspiring culture within theirorganization. The growth factor - long-termcommitment to personal development - made thedifference. Growth is the great separator betweenthose who succeed and those who do not, in



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which a person is beginning to separatethemselves from the pack, it's almost always dueto personal growth. Growth equals change. Todevelop, we must step away from comfort andwelcome fresh and challenging experiences. Aleader encourages responsibility and growth. It isthe capacity to develop and improve their skills

that distinguishes leaders from followers. Withoutadditional support, growth is a much morechallenging endeavor.

Growth takes time, and only time can revealcertain lessons to us. Reflective thinking isrequired to turn experience into insight.

The more we grow, the more we know we need togrow; when you start developing yourself, insteadof feeling wise, you'll be struck by how much youdon't know.

Only persistence may have value in difficult times.But there are a few other qualities that inspirepeople, get an organization through challenges,and return it to a path of growth. These qualitieslead to sustained greatness, not just a flash duringgood times. People who become great leaderscommit themselves to that lead them to greatness. Growth is not automatic. Growth doesn't happenby itself; it requires an active investment of time. Ifyou are a person without a wealth of personalexperience, borrow the experience. Ask questions,listen, and learn from a successful leader that has

gone before you.



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REFERENCE

1. Tri Junarso, 7

th

Principle of Success,iUniverse Inc., Trafford Publishing, Canada,2007

2. Tri Junarso, Leadership Greatness,iUniverse Inc., USA, 2008

3. Tri Junarso, How To Become A HighlyEffective Leader, iUniverse, USA, 2008

4. Debra Harkins, Strategies For Work-LifeHarmony, EzineArticles.com, USA, 2008

5. Mah, Maya , 3 Must Do Time ManagementActivities to Save Time, EzineArticles.com,USA, August 2008

6. Annie B. Bond, 7 Steps to a HarmoniousLife, Care2.com, Inc., USA, Jun 23, 2008

Documents

The Great Way Vol 3