Archive for the 'Vision' Category
While watching the clip this scripture came to mind…
Luk 14:28-30 ESV
(28) For which of you, desiring to build a tower, does not first sit down and count the cost, whether he has enough to complete it?
(29) Otherwise, when he has laid a foundation and is not able to finish, all who see it begin to mock him,
(30) saying, ‘This man began to build and was not able to finish.’
Mind Dump 06-09-08
Powerful quote I found on Brother Scott’s blog…
One of the most empowering moments in The Orchard’s journey of transition & change occurred a few years ago when someone said to us:
"Until you get your focus OFF of the people who are disgruntled, unhappy, unsupportive, and resistant to the direction God has called you to go, and ONTO those who are excited, supportive and on board, you will NEVER gain momentum and see a new culture created in your church."
That statement set us free.
Decision Matrix, I like the sound of that…
In my years at NorthWood of being on exec staff, I have realized there aren’t that many types of decisions. In fact, there are only four. Type 1. HARD DECISIONS that are EASY TO IMPLEMENT These are decision you aren’t totally convinced are the right decision and the answers don’t completely jump of the page at you. There seem to be several good options available which can cloud decisiveness. Often you feel like you seek God and sort of jump off the cliff adapting during the fall. Once the decision is made, communicating it and getting people on board will not be that difficult.
Book review of Divide or Conquer…
These days relationships are recognized as business lifeblood and everyone works to improve them, so Diana McLain Smith’s Divide or Conquer: How Great Teams Turn Conflict into Strength
is right on the money.
Smith says that all teams “rise or fall on the strength of their relationships,” but instead of the typical discussion of team relationships, strengths, etc., she draws on her 25 years of experience and analyzes a number of high profile relationships to graphically illustrate her points.
She shows us why our belief that the problem is the other guy’s attitude/action and focusing on getting him to change boomerangs convincing the team that the source of the problem is actually us.
Smith says that what must change is how we interact, i.e., change the old patterns and create new ones, explaining how to build work relationships that are flexible and strong—the kind that can survive the tough challenges found in today’s global economy.
Are you willing to pay the price for excellence?
Most of those participating in the Olympics this summer will walk away from the games without grabbing a single medal. Those with real mettle will get back into training again. That’s what truly separates elite performers from ordinary high achievers. It takes supreme, almost unimaginable grit and courage to get back into the ring and fight to the bitter end. That’s what the Olympic athlete does. If you want to be an elite performer in business, that’s what you need to do, too.
Are you a leader or a manager?
If one looks at management development literature, it is only over the last 15 - and particularly the last 10 - years that leadership is mentioned at all. Prior to that, leadership was mostly only assigned to historical political figures such as Napoleon, Churchill, Kennedy and so on. These were people who earned the title leader. Leader was never assigned to organisational supremos. Nor was it given to any manager. It seems that some writers, keen to establish what makes a great manager great, settled on the term leadership as a distinguishing factor. Then they tried to define it. Then we tried to measure it. Some of us even tried to teach it! And there our troubles began…… My contention is that one becomes a manager when one signs on for the job, be it head of the country, firm, school, department or first-line supervisor. One only becomes a leader when other people say so….. This definition of leadership, rather than focusing on the inputs, such as personal skills, characteristics, competencies, traits etc, focuses on the outputs. Managers are judged on their status as a leader in the eyes of their followers and stakeholders by what they do and achieve
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