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A few months ago I had the opportunity to spend a few minutes with Jack Welch, past CEO of GE. A fantastic opportunity. Some of the things he said about who they hire and what they are looking for in managers sort of hit home with what I am telling clients, and what I am telling my teen leadership group (our Rising Stars program). The Best Managers Aren't Perfect But They Keep Getting Back on the Horse Jack Welch--"We look for people that are not perfect. People that have made mistakes, but know how to quickly get back up on the horse when they've been thrown off, and those that turn the loss around into a win. It isn't about never making mistakes, it's about getting back up and moving forward toward the results. If someone has never experienced falling off and shown their ability to get back up they might not be the managers we want." "Leadership is about results, not experience, not education, or any of the other things that everyone claims is leadership. It's about That's so in line with what I keep telling my clients and my youth leadership groups I work with. The path to your destination is almost never a straight line. There will be zig zags, side trips, and steps backward. Too many people slip off the trail, and just walk away telling themselves they just failed. The winners are the ones that learn from what took them off the trail, figure out how to get back on the trail, and keep steadily plodding toward the goal even with the setbacks. Failure Is a Choice--Choose to Win You only fail one time--when you say you have....and QUIT. When that happens there is only one guaranteed outcome--Failure. That makes failure a choice. Those that choose to not get back on choose to be victims. Those that win choose to get back on the horse, get back on the trail and plod along toward the goal. Jesus: The Man And His Work. - Long lost lecture by Wallace D. Wattles, author of The Science of Getting Rich, reveals the shocking truth about Jesus! Smart Bet Wizard. - How To Bet On Horses & Win Everytime! Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Creating Your Own Business Upturn - Powering Business Development By Susanne Rothschild We all see it . . . business markets are trying hard but continue to be flat, easily scared, and "frozen in the headlights," - - - primarily maintaining, and definitely not building. Workforce attitudes suffer from a steady flow of negative global and economic events, career disappointments, and the constant threat of being laid off. Customers are struggling to identify their path forward, which in turn makes it even more difficult for any business to determine their own plans for the future. … Bathroom Showrooms 2. New Leadership For A New War PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.comWord count: 1465===========================================Summary: The author observes that the war on terror calls for a new kind of leadership. Just as the war is 'asymmetrical'… 3. Tales from the Corporate Frontlines: The Best Incentives are Free By Josh Greenberg This article relates to the Recognition competency, commonly evaluated in employee satisfaction surveys. It tells the story of how the performance of one team was affected when the powerful motivator of daily praise and recognition disappeared. This competency also explores what type of behavior is appreciated and rewarded within your organization. Studies show that employees who receive regular recognition and praise are more likely to increase their individual productivity levels, increase e… 4. Managers’ Biggest Blunders By Marcia Zidle Nobody’s perfect, including the boss. Managers, we polled recently, acknowledged making a number of mistakes, from not recognizing staff accomplishments to inadequate communication to poor hiring decisions. Here is a sampling.Withholding praise was a problem cited by many: "I didn’t give recognition to someone who turned out to be one of my best employees and soon lost her." "I didn’t give credit when it was due to individuals who made major contributions." "I failed to acknowledge someone wh… |
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