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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. Dealing with Problem Behaviour in the Workplace I personally struggle with the term “managing people”, because I firmly believe that people cannot be managed – only processes and systems can. How many times have you heard it said – “Why won’t my employees just do as they are asked?” Despite all our best efforts at “managing”, we have very little control over other people’s actions, including the people that work with or for us. We can inspire, motivate, guide or threaten them, but the choice to act in a certain way is up to the individual. To… 2. Primal Leadership - A Book Summary This article is based on the following book: Primal Leadership“Leading To Lead With Emotional Intelligence” By Daniel Goleman, Richard Boyatzis, Annie Mckee Published by Harvard Business School Press 2004ISBN 1591391849306 pages Primal leadership takes center stage in this book. This concept goes beyond the set of conventional competencies on the making of a leader. Beyond bottom line figures, this book takes a leap forward with the concept of primal leadership through a keen and in-depth under… 3. How to Make Good Changes Stick! By Donald Bryant Making quality improvement changes in the healthcare field are difficult. Making the changes stick is even harder! Consider, if you would, some change at your site that made a vast improvement in quality. Time was saved, patient care improved, and the bottom line improved. Now, look back, is that change still in place? Sadly, after some time has passed, many positive changes disappear. Why? We slip back into old habits. They are hard to shake. What personal habits have you tried to ch… 4. How to Motivate Under-Performing Personnel It is no secret that the performance of personnel is the largest contributing factor to the long-term success of any organization. Managers may give direction, but in the end, it is the company's staff that determines how well it executes. It is the staff that must respond to the threat of competition and the shifting interests of shareholders and consumers. Taking this into consideration, one of the greatest challenges facing managers is motivating their personnel to achieve outstanding perform… |
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