Secrets To Mastering YOUR Field...

We all heard about the adage that goes like this…

“Jack-Of-All-Trades, Master of None.”

What does this imply then?
That to master something, we got to concentrate our efforts in one field of interest…
before we even think of jumping to another basket.

Here, we see an integral part to “mastery” is FOCUS.
Epending our energy on what we really want from our careers,
from our lives would shorten our route to success.

Imagine trying to hit three (3) different targets with a fully-loaded .38-caliber pistol…
now, imagine concentrating on just one target with the same resources.
If we can recall our statistics well enough,
don’t you think there would be a better chance for us to hit that single target?

However, understand that before we could even “focus”, it should be preceded
by ENTHUSIASM. This element is always a basic requirement in starting
any undertaking; without it, we won’t even get off the block.
It is the vital force that impels action.

Now that we have “focus” and “enthusiasm”,
we now try to inject “curiosity, analytical ability & astuteness”
to the fore in developing mastery.

As we know, CURIOSITY is about one’s eagerness to know about something
or to get information. Many times an introduction or orientation is not enough
for people to remember or get answers they want; and this is when
a bit of tinkering is necessary in getting things done.
Still being homo sapiens, we also recognize that not all data is useful,
so we call on our ANALYTICAL ABILITY… to separate things into
their constituent elements in order to study or examine them,
draw conclusions, or solve problems.
But, not without our ASTUTENESS can we do these.
A shrewd and discerning mind would always know what’s best for any process.

As the days log on, our stamina is tested; and with it comes the question
of “perseverance, hard work & efficiency”.
With PERSEVERANCE and HARD WORK, we could go through the
thick and thins of a protracted war for “mastery.”
Yet all our efforts would be wasteful if we can not achieve EFFICIENCY
in our course of action.

And competence is only tested when we have the FLEXIBILITY to adapt
to new situations, to change or be changed according to circumstances.
This is when “proactiveness & goal-orientedness” would prove vital
in making things work to our favor without swerving from our objectives.

As we notice, the elements in “mastery” are really all about personal attributes.
Why? Because “mastery” is just a matter of Interest and Repetition.

And how do we acquire REPETITION? Experience.
Nonetheless, while it’s true that we’d learn a lot through Experience…
Is it the only way to gain knowledge or practice??

First, consider this fact… would it take you “years” just to learn something??
And if we already have that knowledge,
do we need a 20-year experience just to justify our “mastery”??
Experience is basically “repetition”… it’s Intellect and Character that defines.

Obviously those who would really endorse Experience is lacking in Creativity.
(Creativity is key to product development, customer and employee satisfaction,
better negotiating and problem-solving to name a few)

Why?
Because Experience is the only thing that they could bank on.
Mind you, Everything has a counter-part, we just have to be forward-thinking.

Look...
Don’t you think Education in any form could give you that “technical knowledge”?
Realize that by reading, studying, attending workshops or talking to experts…
we could gain those valuable insights, right? Just get out of the box.

Many may say, what about “practice”?
See, if we want to enhance our Public Speaking or Teaching,
we could get it by speaking in church congregations, socio-civic clubs and alike.

If we desire to practice our Leadership and People Skills,
we could get it from coaching or training sports teams or by being at the forefront
in socio-civic clubs among others.

Only True Leaders could fathom this fact…
That the higher you advance in the corporate ladder…
the less important would technical knowledge be
while the more important Leadership and People Skills will be.
**********************
The REAL Secret To Mastering YOUR Field lies in your IMAGINATION.

This is the ability to visualize or form images and ideas in the mind,
Specially of things Never seen or experienced directly.
Here, the only limit is what you impose on yourself.

“You are what you think all day long.” - Ralph Waldo Emerson, U.S. Essayist
*********************
Let’s take a look at what “The Power Of the Subconscious Mind” has to say…

You create your own reality with your own thoughts…
as your thoughts become your experience.

Your nervous system can not tell the difference between an imagined
experience and real experience. In neither case, it reacts automatically
to information which you give to it from your forebrain.

Your nervous system reacts appropriately to what you think or imagine
to be true. Realizing that our actions, feelings and behaviour are the
result of our own images and beliefs gives us the lever that psychology
has always needed for changing personality. It opens up a new
psychologic door to gaining “skill”, success and happiness.

Mental pictures offers us the opportunity to “practice” new traits and
attitudes which otherwise we could not do. This is possible because
again… your nervous system could not tell the difference between
an actual experience and one that is vividly imagined.

If we picture ourselves performing in a certainly manner
it is nearly the same as the actual performance.
Mental practice helps to make perfect.

Some years ago…
Research Quarterly, a respected scientific publication reports
an experiment conducted by the University of Chicago on
the “effects of mental practice” on improving skill in sinking
basketball free throws.

One group of students actually practiced (20 minutes each day)
throwing the ball everyday for 20 days and were scored on
the first and last days.
A second group were also scored on the first and last days
but engaged in no sort of practice in between.
A third group were scored on the first day then spent 20 minutes
a day imagining that they were throwing the ball at the goal;
when they missed, they imagined that they corrected
their aim accordingly.

Here is what happened after 20 days:

First group improved by 24%.
Second group had no improvement.
Third group improved by 23%.

Do you know that mental pictures can help you sell more goods?
In his book, Charles B. Roth tells how a group of salesmen in Detroit
that tried mental imagery and increased their sales by 100%;
another group in New York increased their sales by 150%;
while individual salesmen increased their sales up to 400%
using the same idea.

Conrad Hilton imagined himself operating a hotel long before
he ever bought one. When a boy, he used to play and pretend
that he was a hotel operator.

Henry J. Kasser has said that each of his business accomplishments
was realized in his imagination before it even appeared in actuality.

Arthur Schnabel, a world-famous concert pianist took lessons for
only seven (7) years and hated practice. In fact, he seldom does
practice for any length of time at the actual piano keyboard.
When questioned about his small amount of practice as compared
with other concert pianists, he said, I practice in my head.
********************
Again...
Experience is essentially “repetition” or “habitual thinking”…
it’s learning ability, decisiveness, problem-solving skills, and
temperance among others that matters.

“A problem can be said to exist when the way to attain some
desired end or object is not immediately clear. For most simple
problems that arise in everyday life the application of concepts,
principles and techniques learnt from past experience will give
the answer, BUT, in more difficult instances this is not so.

On these occasions a “trial and error” or “hit and miss” approach
at the ideational level is sometimes successful, but on other
occasions more serious thinking is required.”
- Anand Sagar, Test Your I.Q.

“The power to move the world is in your subconscious mind.”
- William James, American Psychologist

So, dare to dream… and act on it.

Remember…
In Mastering YOUR Field, Repetition is for the ordinary…
Imagination is for the Extra-ordinary.

The MBA Primer

We now come to the formal foundation of business understanding… the MBA.

Needless to say, many Business Leaders have taken great strides in pursuing
their Master’s. And this is for the simple fact that having such a degree is
an added armor in our profiles. However, more than just the paper factor,
the MBA provides us with that necessary knowledge in the ins-and-outs of
business administration.

This post would be tackling the five (5) core subjects in the MBA yet
the question is… “Can we actually touch on every aspect of the curriculum?”

The answer is No.
It’s just too lengthy and perhaps complex to some that we would need
to do a series on it. Nonetheless to make this primer layman-friendly,
we will try to use the most common terms in a concise presentation.

...

STRATEGIC MANAGEMENT encompasses the activities of Executives
in attempts to influence the overall direction of their organization.
This is mainly about defining the mission of the enterprise and ensuring
that the right things happen to execute the mission. These two activities
constitute the two (2) dimensions of Strategic Management –
Domain Definition which is basically what type of business, activity or
venture would the organization get into; and
Domain Navigation which is the process of rationalizing the stream of
activities within each domain by formulating and implementing business strategies.

As we are reminded that Domain Definition and Navigation refers
to the process of Strategic Management… of equal importance is
the content of a company’s strategy and for business purposes is in
reference to the organizational level at which strategic decisions
are made. (L.J. Bourgeois)

Here now are the three (3) levels of Strategy:

1. Corporate Strategy determines what businesses a corporation
will enter or exit and how to allocate resources among the various
businesses. This strategy is done at headquarter level.

2. Business Strategy refers to the competitive decisions made within a
particular product-market with an eye to achieving competitive
advantage and developing distinctive competences within an industry.
This strategy is performed at the General Manager or CEO level.

3. Functional Strategies in marketing, operations, finance, R & D,
and so on, while formulated at the department manager level,
should provide support for the business strategy.

In any way, it is important to note that formulating a great strategy
is one thing while managing its execution is another. Hence, it is
highly possible that a great plan on paper can fail in implementation.
Therefore, we then have to examine areas such as information sharing,
knowledge transfer, and the management of culture, which happens
to be where many promising strategies fall short.
(Wharton Executive Education)

Keep in mind that if we are able to coalign the organization and
its environment… proactively and constantly, then we have come
a long way in anticipating and solving the strategy problem.

For another perspective on Strategic Management, please refer to
“A Glimpse At The Strategist” (April 21, 2008) of this blog site.

FINANCIAL MANAGEMENT. For those of you who have seen the
“Entrepreneurial Success Model”, managing money in keeping
with some plan or objective is what this subject is all about.
And although a number of objectives or goals could be advanced,
the conceptual foundation of finance is based on the notion that a
corporation directs its activities in order to maximize shareholder
wealth. So, we now have an idea on why Financial Policy can
determine whether a company flourishes or languishes in the
competitive arena… which is what makes Finance an interesting
and important business subject.

Who is the quintessential person responsible for such policy?
The CFO or the Chief Financial Officer of a corporation.
His/her vital duties mainly fall under two (2) broad headings:
(James C. Van Horne)

1. The allocation of funds among different assets. Here we consider
capital budgeting under conditions of risk and the required rate
of return for a project with valuation issues taken into account.

2. The raising of funds both externally and internally. In this area,
the nub would be with leverage, capital structure and actual financing
including the analysis of retained earnings as a source of funds.

It is important to note, however, as a special concern for finance leaders,
we have to take into account Mergers and Acquisitions.

Now with the volatility times, Financial Leaders should always be on
the alert to the changing interest-rate and equity-cost environment.
Take note, many of the financial innovations that occur are in response
to the precarious inflation and interest rates, regulatory changes that
permit increased competition among financial institutions, technological
advances that prompt improved electronic fund transfers, changes in
the level of economic activity, and tax law changes.

ACCOUNTING. For non-accountants, there are essentially two (2)
sides to the coin – “Financial Accounting” which deals with reporting
to individuals and entities external to the organization; and
“Managerial Accouting” which deals with reporting to individuals
inside the organization. In broad terms, accounting provides a financial
picture of an organization’s activities. (Joel S. Demski)

In other words, “Accounting” is about the measurement of cost and
revenue; with the accounting system as an important source of managerial
information. As for the corporation’s expenditures, spendings vary as to
the type of business each entity are into… as revenues do differ as well.
Therefore, planning, monitoring, and controlling is often imperative to
optimize business operations.

If there’s a field in business where words are few… it’s accounting.
It is simply about numbers.

OPERATIONS. For this expanse, focus would be on Quality and
Productivity as well as Supply Chain Management. And so we begin
with a framework for understanding operations, a general structure
proposed by Abernathy et al. and refined by Hayes and Wheelwright
that provided a useful starting point. However, for this piece, we would
be presenting the Perspectives on the Competitiveness of Product
Operations in a descriptive manner. (Steven C. Wheelwright)

The framework’s first quadrant has its foremost emphasis on institutional
laws or policies that can be employed to encourage and support various
objectives in the manufacturing sector. These are actually aspects that
are “macro” (country-wide) and structural where these facets are considered
the pivotal point of industrial policy.

The second quadrant which is also macro in nature, deals with infrastructure
or “software aspects” that includes culture, traditions, and social behaviours.
Consideration here is on the work ethic and the willingness of workers to
submit to and adopt group objectives.

The third quadrant represents the more traditional “micro” or company-level
views which contains the structural features of production operations –
such as plant equipment, technology and vertical integration.

The fourth quadrant consists of infrastructure elements of production operations
within the individual firm that includes measurement and control systems,
work-force policies, management selection and training, and attention to detail
which are essential to competitiveness.

And to gain that competitive advantage, we have to address three (3) major
problems in managing production operations:

1. Deciding upon the set of production operation resources that the
firm needs to accomplish its overall objectives and purposes
with consequence to quadrant 3.

2. Providing the day-to-day systems and procedures that will make
the most efficacious use of that set of production operation resources
in weight to quadrant 4.

3. Coordinating the production operations function with the other
functions in the firm.

As we improve our processes, we improve on our Productivity and eventually
Quality; which is truly more than just having the specifications met but
guaranteeing consumer satisfaction.

And to achieve Leadership in our industry…
We not only improve our processes but we have to make certain of the
highest possible standards our products and services.

Still, given that our products have excellent Quality, sustaining Leadership
is another matter as this would now fall on how we manage our Supply Chain.
See, although Logistics is a support activity which is really the sum of
physical supply and physical distribution… if we could only ascertain that
our customers could have our products whenever and wherever possible,
then Industry Leadership would be realized.

MARKETING. While operations is the ‘machine’, marketing is the ‘voice’.
Previously, “marketing” was simply advertising and in many cases,
it’s also selling. This is why the attention has particularly been on the
consumer, the competitors, and the economy… while at the same time
being guided by two (2) principles:

1. Meeting customer needs, and;

2. Providing a product or service superior to that of competition.

To meet needs, we got to be able to hear our customers; and we do so
by effective customer analysis.
To provide a superior product or service versus competition, we do a
thorough competitive analysis coupled with an innovative product development.

Now with the changing times where customer and competitive positioning
is not enough, stress then should be given to Image Building…
from "organizational reengineering" to "public relations."

And yes, given that the 4 P’s has been properly attended to and with
consideration to the ‘bargaining power of suppliers and customers’ as
well as to ‘threats of substitutes’…

Image Building would now become a crucial marketing strategy;
and by "positioning ourselves as partners of growth –
we have set ourselves as the Key to their Success."

...

KNOW YOUR FIELD OF ACTIVITY

Another quality common to leaders is their willingness to work hard,
to prepare themselves, to know their field of activity thoroughly.
I have often heard it said of some individual: “Oh, he’ll get by on
his personality.” Well, he may ‘get by’ for a time, but if a charming
personality is all he has, the day will come when he will find himself
looking for a job.

I never knew President Roosevelt as well as I did some of the other
world leaders, but in the few conferences I had with him I was
impressed, not only by his inspirational qualities, but by his amazing
grasp of the whole complex war effort. He could discuss strategy on
equal terms with his generals and admirals. His knowledge of the
geography of the war theatres was so encyclopedic that the most
obscure places in faraway countries were always accurately sited
on his mental map. President Roosevelt possessed personality,
but as his nation’s leader in a global conflict, he also did his
homework – thoroughly.

Dwight D. Eisenhower

...

Mastering Business Administration is never a daunting quest for the
diligent and determined. Technical competence or professional
knowledge is a key strand to our authority. Yet expertise in a
particular job is not enough; other more general skills are required.
These focus upon Leadership, decision-making, and communication.
These can be ‘transferred’ as we move into a different situation in
our field or change to a new sphere of work. Within our field, we
should aim to widen our knowledge of the work and develop the
general abilities of leading others. Doing so will increase our
flexibility within it, so that we master reading the changes in
situations and responding with the appropriate Leadership style.

Erudition can be gained through readings; and
On-the-job experience is not the only way to practice management.

Use your imagination and act on it.

Remember…
To be that Expert in Business Administration… Do your Homework.

The Valued Team Builder...

How many times have we heard "Team" in sports,
organizations, and many other undertakings?

The fact is... Team has always been associated with matters
that involves people. From sports to business organizations
to professional associations to what have you.
Yet, management at times feel threatened and may even take
credit away from the team when improvements are made.
Often, they fail to realize that their own involvement in team
activities will promote trust and cooperation between them
and their subordinates... thereby, enhancing their own reputation
as effective Leaders. (Deborah Harrington-Mackin)

Now then, why create such a "fuss" with Teams?

Simple.

• Teams make it easier and faster to reach objectives.
• Teams create harmonious and friendly working environments.
• Teams promotes cooperation while drowning "competition".
• Teams increases flexibility in task assignments.
• Teams improve self-worth, thereby, affecting motivation.
• Teams respond faster to change.
• Teams furthers creative problem-solving techniques.
• Teams encourages healthier communication.
• Teams come up with better decisions as a result of greater commitment.

However, with all the hype that is given to Teams...
to start a Team is to accept that there would be birth pains as well.

Since members would be required to change, they could have difficulty
leaving their "hats" at the door. Because of that, Team formation could
be time-consuming and therefore, would naturally take a longer-time
to produce initial results. So, whether you are part of the Team or not,
the Team would then appear confused, disorderly and out of control.

All of these, however, are just part of the adjustment period...
that should not, in any way, discourage Management from supporting
Teams. After all, in the long run, Teams make organizations run like
well-oiled machines.

"If you do not believe in cooperation, look what happens
to a wagon that loses a wheel." - Napoleon Hill

So... How Do We then Form A Team?

First, always be guided by an achievable goal with a specific objective.
Then, decide on what type of team(s) to create for that purpose.

Here are the Types of Teams with their basic description (DHM):

1. Organizational Policy-Making Teams (Multifunctional). Identifies major areas of concern/opportunity. Articulates organizational needs. Sometimes called Quality Councils. Can function as the organization's management team if so empowered.
2. Task Force (Cross-functional). Sometimes called Process Improvement Teams or Product Launch Teams.
3. Department Improvement Teams (Functional). Restrict scope of activity (select problems and identify solutions) to within the department.
4. Quality Circles. Includes members from functional areas who work together on specific quality, productivity, and service problems. Have first-hand knowledge about a task but may not have the power and authority to transform ideas into action. Although often temporary in nature, QCs serve as a forerunner of self-directed work teams.
5. Self-Directed Work Teams (Functional). Limited to a particular work unit. Functions semi-autonomously; and are responsible for controlling the physical and functional boundaries of their work and for delivering a specified quantity and quality of a product or service within a specified time and defined cost. Note, however, that the shift to self-direction represents change, and with change comes resistance.
6. Self-Managed Teams (Functional). Operates with varying degrees of authority. Contract with management to assume management responsibility in addition to performing its specific jobs, including planning, organizing, directing and monitoring. Identifies, analyzes and solves task and relationship problems.

Now that we know the types of Teams,
let's get to the Basics of Team Functioning:

1. Forming a Team. When in some cases, having the Team define its own goal means that the Team will take longer to get started on specific tasks than if a design team or steering committee had determined the initial goal.
2. Determining the Level of Authority. When a Team is created to perform a specific task or to deal with a specific issue, it should be assigned a clear level of authority, defining the limits within which it may act autonomously.
3. Establishing Team Membership. A Team can comprise a complete working unit or can include people from throughout the organization, including hourly staff and Top management. The critical issue that surfaces wjtb Team membership is inclusion and exclusion. Members on a Team begins to flaunt their special status; while employees not on teams are often left behind to "do the real work", and resentment grows. Generally, a Team that is experiencing problems or has suddenly entered into a new phase of development will not readily welcome a new member; if problems exist, members may use the new member to avoid confronting them. The larger the percentage of new members on an existing Team, the more resistance there will be to their inclusion. For Best Team functioning, a minimal amount of training should be required of all team members in such areas as interpersonal skills, leadership skills, and problem-solving skills.
4. Determining the Optimal Team Size. If the Team's goals and tasks are complex and demand considerable skill, small teams (from 6 to 12 members) are most effective. If tasks are relatively simple and redundant, Teams can be sufficiently large to provide something meaningful to manage. If the Team is responsible for a task requiring a lot of technological know-how, the team size should be large enough to include people who can perform the job, as well as those who can manage - and even design - the product (a cross-functional team). The decision about Team size must be based on how willing members are to help the team function smoothly.
5. Orienting New Members. Orientation of new members is the responsibility of the team, not the new member. To shorten the startup time for a new member, make sure he or she is properly oriented for the team, its members, and its work to date. Orientation should occur within thirty days of placement on a team and should include: (a) An overview of training specific to that team. (b) A review of the team's history and it's purpose in forming. (c) A review of team minutes, with an emphasis on decisions made to date. (d) The sharing of all pertinent information and date. (e) A discussion of roles and responsibilities agreed to by the team.
   
6. Using Member Substitutions. A substitute person is a person who sits in for a team member when he or she is unable to attend a meeting. Substitutes are used when members sit on several teams and have occasional scheduling conflicts.
7. Removing a Member from the Team. Removing a member from a team is an act of tremendous significance for both the member and the team. When a person is asked to leave or chooses to leave a team, it is up to the team to handle the situation as effectively as possible. Once the teams has determined that a team member is not working effectively, a procedure that basically follows these steps has proved to work with most teams.
8. Handling Resignation Requests. In the normal course of events, Teams can expect to lose up to 30% of their members in the first year. Resignation requests should be presented to the team in writing. Whenever a resignation occurs, every effort should be made by the team to conduct an exit interview to determine why the member has resigned.
   

...

Key Points On Getting Started on Team Building:

1. Describe Key Activities the team is expected to undertake, including specific objectives to be achieved or strategies, recommendations, or analysis to be performed. Require work plan, charts, reports, and presentations, if necessary.
2. Identify The Results Expected of the team, such as improvements, savings, gains, and benefits.
3. Identify The Resources Available to the team, including the team adviser, subject matter expert (SME), or single point of contact (SPOC).
4. Identify The Type Of Frequency of Reporting and the Communication expected of the team, including who should receive copies of the team minutes and any interim reports.
5. Identify Any Nonnegotiable Requirements of rules the team is expected to adhere to or that it needs to be aware of.
6. Identify The Skills And Abilities necessary for the team to accomplish its task.
7. Identify The Authority Level the team will have - what decisions it may or may not make and any spending limitations.
8. Identify The Owners' Roles and Responsibilities (if applicable).
9. Select A Core Team to build the first meeting agenda and to identify the first step. Select an interim facilitator for the first meeting.

Note again that there are some points to remember though in
Assigning Team Roles... Team roles should be assigned and/or
clarified at the beginning of each team meeting.
A healthy team allows members to be flexible in their roles.
This flexibility may be encouraged by rotating duties and responsibilities.

Here, Participative Leadership is a requirement of an effective team.
All team members must develop team leadership skills.
The facilitator must neither dominate the team nor decide team rules alone.

Therefore, supervisors have the greatest role change during the transition
to teams, and most need training to gain confidence in the new role.
Management plays an important role here, helping the supervisor cope
with the loss of power and control.

With Management support, the eventual success of the Team now really
depends on the member's commitment.

Share this paragraph (from Business Desk Reference) with team members
who believe that "doing your own thing" is all that matters.

...

My supervisxr txld me that teamwxrk depends xn the perfxrmance xf
every single persxn xn the team. I ignxred that idea until my supervisxr
shxwed hxw the xffice typewriter perfxrms when just xne single key is
xut xf xrder. All the xther keys xn xur typewriter wxrk just fine except xne,
but that xne destrxys the effectiveness xf the typewriter. Nxw I knxw that
even thxugh I am xnly xne persxn, I am needed if the team is tx wxrk as
a successful team shxuld.

...

As we know... "In Unity, there is Strength."

Remember...
To be that Ultimate Team-Builder, Be that Relationship-Builder who can see Beyond.

Leading During A Crisis...

There are several classifications of crisis, but for this thread,
Let's focus on Recession.

And since we are into Leadership during a crisis,
let's first answer the W's and H of Recession for the sake
of our non-economist friends.

What is a Recession?
In it's simplest term, it is the fall in trade or in the economy.

What is the basic cause of Recession?
Lack of an agent of "transformational growth".

When does Recession take place?
Actually, there are various ways of deciding if a Recession
is taking place... and the usual one is when the GNP fails
for three (3) consecutive quarters.

How do we fight Recession?
We use the Keynesian Principle which is to "increase spending
specially for investment purposes".
And the way to increase spending is by lowering interest rates,
making it easier for business to borrow and invest; or if need be,
supplement private investment with public spending.

See, in periods of "transformational growth", new technologies
literally reshape the economic landscape, opening whole
new territories to business investment.

Now that we have an idea on Recession and some lessons
in Economics, let's get into the meat of things - Leadership.

TO EFFECTIVELY LEAD IN CRISIS, we should...

1. Know the "exact" cause of the crisis.
2. Understand how the Organization is affected by the crisis.
3. Know the effects of the crisis specially in your market, partners, suppliers, competitors, etc..
4. Understand the alternatives on how to survive and make the most out of the crisis.
5. Have a united team of strong-willed and competent people.
6. Have a "flexible" contingency plan.
7. Have an "eye" for opportunities and a "nose" for pitfalls.

Mind you - when times are bad, it's when opportunities and pitfalls are high;
however, note that it's a sign that an area is not performing well.

It is, therefore, crucial to note that how we maneuver during crisis
lies on how we are really built from the inside.
After all, this is what this blog site is really all about...
Leadership Enhancement.

...

As we all know, when the going gets tough, the tough gets going.

This is the reason why Character Strength is important in Leadership.
It is because the business environment is uncertain...
It is because life is uncertain.

And because things are uncertain, this is when relationships count.
Relatives, friends, business associates, peers, colleagues,
and specially your family or spouse.

Whichever way you may have built them would tell
on your capacity to hang in there and bounce back.

"The Best rose bush after all is not that which has the fewest thorns
but that which has the finest roses." - Henry Van Dyke

With a strong and sound character plus a good support system,
this now clears our minds of burdens and thus preparing us
for the tough grind.

As in a Recession, Leaders should be that "catalyst"
in bringing about or bridging that channel for the burnt bridge.

Do you have what it takes to Lead During A Crisis?

I suggest you reflect on the movie "Flight Of The Phoenix".

Remember...
The Key for Effective Leaders is having the Ability to
Turn Crisis into Opportunity.

The Root Of Success...

"Yes he succeeded... but... he almost failed!"
So did Robert Fulton and Abraham Lincoln and
nearly all the others whom we call successful.
No man ever achieved worthwhile success
who did not, at one time or other,
find himself with at least one foot hanging
well over the brink of failure. - Napoleon Hill

Team,

Whenever you think life is hard...
Whenever things seem uncertain...
Whenever you find work overwhelming...
Whenever business is shaky...
Whenever your dreams are threatened...

"Don't be afraid of a little opposition.
Remember that the "kite" of success generally
rises against the wind of adversity - not with it!"

There are some things in life that
we can't really control... but if we ONLY
focus on what we really want with such
intensity, creativity and determination...
We are bound to reach our goals,
it's just a matter of time.

Many people are poor and/or unhappy because
they allowed themselves to be miserable.
Because they gave up in the middle of the race.

Think about this...
"Would you just get down from your horse just
because you think other horses are nicer than yours?"

"Wouldn't you have just wasted time, money,
and effort if you do so?"

And if you do so, you will just be back to square one...
undergoing all the things you went through
ONLY to realize that the horse you got down from
was already the Best.
It would be less trouble if you can still get back
to that horse, but what if it's irrevocable??
Then... what a waste!?!

For those who think that there's a next time...
that's Procastination.
It's a bad habit that will just lead to another failure...
and another... thus, creating a vicious cycle!

How many of you have watched or
even heard of "Sea Biscuit"?

See, while there are changes in conditions,
the race is always the same... Everything just
boils down to how you handle the horse and yourself.

Your Attitude determines your Altitude.

Things are hard because you say it's hard.
Focus on your goals, on the future...
and not on your present hardships.

Years ago, there was this Chicago group known
as the "Big Six", consisting of:

• WRIGLEY, who owns the chewing gum business bearing his name.
• THOMPSON, who operates the chain of lunch rooms bearing his name.
• LASKER, who owns the "Lord and Thomas Advertising Agency".
• McCULLOUGH, who owns the Parmalee Express Company.
• RITCHIE & HERTZ, who own the Yellow Taxicab business.

Analysis of the entire group of six men discloses
the fact that not one of them had any special
educational advantages; that all began without capital
or extensive credit; and that their financial achievement
has been due to their own individual plans...
and cooperation with one another.

"If you do not believe in cooperation,
look what happens to a wagon that loses a wheel."

If you have a spouse... join hands.
Remember, s/he should even be your number 1 supporter.
You are not opponents but you belong to one team.
Soon, through the strength of your bond,
you both will realize that life is not hard after all.
That everything has a way.
That everything is within reach.

Every noteworthy achievement met with some
sort of temporary setback before success came.

The real lesson in life is just Persistence.

"You are fortunate if you have learned the difference
between temporary defeat and permanent failure;
more fortunate still, if you have learned the truth that
the very seed of success is dormant in every defeat
that you experience." (The Law Of Success)

Yes, you may stumble many times, but keep moving!
Everything has a price. Nature can not be tricked or cheated.
Nature will give up to you the object of your struggles
ONLY after you have paid the price...
which is continuous, unyielding, PERSISTENT effort!

What you plant is what you harvest.
It's a fact of life.

Yes, there maybe times when you have to adjust
your plans for the achievement of your goal(s).
Then adjust the plans if you have to...
but stick to your goal(s) no matter what.

Mind you... Thomas Edison failed 10,000 times
before making the light bulb work.
Success, and therefore ultimately,
Happiness and Fulfillment is simply the result of
NEVER GIVING UP!

Be Positive. Be Staunch. And be Successful and Happy.

Remember...
A Winner never quits, and a Quitter never wins!

The Master of Change

We all know that nothing is permanent except change. But what many has overlooked is that change actually comes in two forms: Positive and Negative. Better or Worse.

In our world, many are scared of change. Many wants to keep their routine, their comfort zone. Many does not really understand change… yet many wants a good life without noticing that change is an essential part of desire.

People has simply forgotten that change is a constant part of our world… that it is needed for growth.

In the business arena, conditions within and outside most organizations are perpetually changing. It follows, therefore, that the way work is organized and accomplished must change periodically to cope with the changing conditions.

These changes can be in equipment, work methods, rules, control practices, job design, lines of communication or authority or any other aspect of our work area.

To be a Change Master, Leaders must often initiate change and lead the way for others to follow. However, in spite of the intentions, implementation is often not easy as people tend to resist change.

Why?

• Self-Interest. People fear that change will cause them to lose something they once had. Examples could be rights, power or even access to resources.

• Misunderstanding and Lack of Trust. A change starts as a visitor in the mind of its sponsor. If people don’t trust that individual, they will suspect that he or she has hidden and harmful motives for proposing change.

• Different Assessments. When people view a problem from different perspectives, they will perceive different causes and cures for it.

• Low Tolerance for Change. People sometimes resist change because they fear they will be unable to handle the new conditions competently. They also may resist breaking up comfortable social relations with co-workers.

Now, how can we then overcome resistance to change?

For self-interest… explain that the loss they believe that they would have is actually a gain. As their load was altered, they now have a chance to even focus and perform better in other areas… yet their position of authority remains.

For misunderstanding and lack of trust… clarity is of utmost importance. This means providing as much necessary information as possible about the change and the reasons for it.

For different assessments… this happens when there is lack of necessary information, thereby affecting clarity. So, give the information and… allow the people who will be affected by the change to participate in deciding what needs to be done and how to implement the changes.

For low tolerance for change… help people adjust to the new conditions by making the change as comfortable as possible… if necessary, negotiate with them so they feel somewhat compensated for what is to be lost due to change. And always try to consider “cherished social arrangements” within the organization before deciding.

As a parting shot, Change comes with some risks… but as a Master of Change, it should be well calculated risks without losing sight of objectives. And although change should be done as comfortable as possible – change should come with certainty and firmness.

Remember…
To be a Change Master… that evolution should start from within focusing on proactiveness and innovativeness… always analyzing the situation, knowing the environment, and understanding the trends.

That Vital Human Link...

This time, Team... Leadership shifts to it's Organizing functions.

Again, by simply finding the root word which is "organize", we could say that this aspect of Leadership is the glue that holds the entity toward accomplishment.

Let's briefly take on the four components found to be most useful in describing an Organizational system (Jerry I. Porras):

• ORGANIZING ARRANGEMENTS. This consists of all the formalized guidelines for coordinative action in the system. Among them are the policies & procedures, administrative and formal reward systems, formal structure, strategies, and of course, the goals.


• HUMAN FACTORS. This is about the people-related characteristics and processes of the organization. It's basically composed of interaction processes, individual attributes, culture, and yes, informal patterns & networks as well.


• TECHNOLOGY. This area describes all aspects of the process through which system inputs are transformed into system outputs.


• PHYSICAL SETTING. This part includes the physical environment people work in.

These components are coordinated and held together by the Purpose of the system. Purpose is the fundamental glue that bonds the Organization by providing a definition of the system's reason for being. A clearly defined Organizational purpose will result in high levels of coordinated action. An unclear purpose leads to confusion about what each component should look like and how the components should interrelate, and this confusion causes different parts of the Organization to pull in different directions, making the overall Organization relatively inefficient. Purpose, therefore, is the "star on the horizon" that guides the Organization through its various choice points. Without a broadly understood and accepted purpose, an organization can not effectively survive over the long term.

Again, in the Art of War, Sun Tzu demonstrated that the effective handling of forces does not really have anything to do with numbers... but with one's ability to divide and position his/her men.

“The control of a large force is the same in principle as the control of a few men; it is merely a question of dividing up their numbers.”

If you have that talent to skillfully organize people… to understand and meet their needs while not compromising company goals – then your Organization would go a long way in recruiting, inspiring, retaining, and growing talent toward achieving Organizational objectives.

The Ultimate Value then… is Understanding the Situation Before Jumping.

Remember…
A Great Motivator stems from being a Great Organizer.