A good inspiration and wisdom from the Heart of a Leader by Ken Blanchard shared to help you excel in your business & Management Leadership towards Excellence.
The document discusses the qualities and skills of effective leadership. It identifies key leadership traits such as motivating followers, having initiative, communicating clearly, and problem solving abilities. The document also provides tips for developing leadership skills, such as learning to communicate effectively, organizing workflow, and recognizing individual contributions. Examples of leadership failures include an inability to organize or provide support. Overall, the document outlines the characteristics of good leaders and offers advice for improving one's leadership capabilities.
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Effective leadership requires interpersonal skills, communication skills, values, confidence, flexibility, creativity, and the ability to achieve results. While management focuses on efficiency, leadership determines the overall direction and goals of an organization. There are several theories and styles of leadership, including trait theory, situational theory, functional theory, behavioral theory, autocratic, laissez-faire, democratic, and bureaucratic styles. Effective leaders inspire followers through vision, passion, confidence, role-modeling, communication, and meeting expectations.
To be able to change who you are and what you do, you must be able to measure and monitor the basis for comparison simply because life is not a matter of chance it is a matter of choice.
This document outlines the six key elements that Jim Collins identified as being common among companies that went from good to great:
1. Level 5 Leadership - Leaders who are modest, driven, and focus on the success of the company over their own ego.
2. First Who, Then What - Ensuring the right people are in leadership positions before deciding on strategies and goals.
3. Confront the Brutal Facts - Facing the current reality of the company's performance, both successes and failures.
4. The Hedgehog Concept - Having a simple, clear understanding of what the company excels at and should focus on.
5. A Culture of Discipline - Maintaining
Leadership is about how one leads one\'s self and others. It is also about responsibility and accountability in action. This slideshow highlights some of the traits essential for remarkable leadership.
Knowledge and Skills are important, but attitude is necessary to evaluate a person's competence in the job.
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The document discusses the importance of personality development for success in life and career. It outlines several key requirements for developing a fine personality, including clarity of goals and purpose, doing beyond expectations, learning from failures, having initiatives, enthusiasm, self-discipline, and maintaining physical and mental health. It also emphasizes qualities like ambition, commitment, responsibility, hard work, and character that are important for successful people.
Leadership can be described as a process of social influence where an individual enlists the aid of others to accomplish a common task, or organizing a group of people to achieve a common goal. Qualities of a good leader include integrity, dedication, being forward-looking, competence, and treating people with fairness and respect. There are different leadership styles such as autocratic, bureaucratic, democratic, and charismatic. The document discusses qualities, styles, and examples of good leadership.
This document discusses soft skills and their importance. It defines soft skills as interpersonal competencies that are difficult to define and measure, unlike hard skills which are more technical and quantifiable. Some key domains of soft skills mentioned include communication skills, leadership skills, problem solving, honesty, and adaptability. Soft skills are said to be increasingly important alongside hard skills for getting and surviving in a job, as well as being a good human being. The document emphasizes that soft skills training is vital for both professional and personal success.
Mr. Harshal dagaji patil presented on "Leadership & Teamwork" to Prof. Renuka S. Turambekar's class. He discussed that leadership is directing and motivating employees to achieve goals. Effective leaders plan well, inspire others, take initiative, provide guidance, and coordinate work. Leadership styles include autocratic, democratic, and laissez-faire approaches. Teamwork involves collaborating to achieve common goals and has benefits like building synergy, problem solving, and enhancing success. The presentation defined key terms and concepts and concluded with a bibliography.
The document discusses personality development and defines personality as one's character and nature as shown through their behavior, feelings, and thoughts. It outlines the four functions of the mind as memory, deliberation, determination/decision-making, and 'I' consciousness. It emphasizes taking responsibility for one's actions and character, noting that we are responsible for what we wish to become. Changing oneself and one's thoughts is key to transforming character and how one sees the world. Developing qualities like faith in oneself, positive thinking, and service are essential to personality development.
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Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
This document provides an overview of personality development. It aims to help individuals maximize their potential through a well-rounded personality. The presentation covers basic concepts of personality like determinants such as heredity and environment. It discusses Freud's psychoanalytic theory and structures of personality including the id, ego and superego. Key aspects that project personality are addressed like intelligence, emotional intelligence, temperament, character, and spiritual qualities. Areas for developing personality include setting goals, adapting to change, and learning from failures. The overall focus is on gaining self-confidence and self-mastery to effectively present oneself through understanding personality.
This document discusses leadership theories and frameworks. It begins by defining leadership and presenting classic leadership studies. It then discusses trait theories, behavioral theories like Ohio State studies and University of Michigan studies, and contingency theories like Fiedler's model and path-goal theory. It also covers charismatic, transformational, and transactional leadership. Finally, it identifies skills effective leaders need like communication, problem solving, and managing conflict.
Role Accountability is good. Personal Responsibility is great.
Accountability is about managing roles. Personal Responsibility is about leading change.
When you focus on Accountability > Responsibility you get unhappy people and low performance.
When Responsibility > Accountability you get happy people and amazing performance.
The document discusses personality development and different personality types. It describes 9 common personality types, including perfectionists, achievers, helpers, and peacemakers. It also discusses factors that determine personality like heredity, environment, and culture. Additionally, it covers topics like leadership qualities, personal qualities, body language, and theories of personality like Holland's personality-job fit theory and Type A vs Type B personalities. The document aims to provide information on understanding personality and improving behavioral traits.
Today it is very difficult to survive in the competitive world where people are struggling hard to achieve their desired goals. So, in order to get what you want then you have to learn about personality development. It is tool through which one can lead a successful life. It is about grooming your overall personality which will lead you to the path of success.
This document discusses leadership and the attributes of effective leaders. It defines leadership as the ability to develop and communicate a vision that motivates others to work passionately towards a common goal. It then lists 9 key attributes of leaders, including passion, dedication, integrity, honesty, and listening skills. The document provides tips for leadership, such as leading through actions rather than title, being willing to innovate, and ensuring one's organization is helping drive momentum in its sector. Overall, the document outlines the characteristics and mindsets that define strong leadership.
‘Service Excellence at Workplace and organizations’ is a management strategy for success towards excellence with total customer satisfaction.
Discover how these organizations achieved workplace excellence and put these strategies and best practices into action within your organization.
The document discusses the importance of accountability and good human relations for employee retention and growth. It provides guidance for managers on how to develop employees, set expectations, provide feedback and address performance issues while maintaining positive relations. Key recommendations include treating employees with respect, understanding their goals and challenges, offering support and training, and giving constructive criticism.
Course Objective
Benchmark good supervisory leadership styles in line with ‘Leadership SMARTS’ concepts in the One Minute Manager by Ken Blanchard aims to:
enhance Teachers and Supervisors work ethics at work place to practice fairness and to value their subordinates..
The aim of this session is to learn and benchmark best practice Supervisory skills and style in Leadership from successful practices which has proven track records of organizational success.
1. Coaching is a developmental process that involves instructing, disciplining, and inspiring people to achieve more than they think possible.
2. There are four common attitudes managers take toward coaching - from not coaching at all to actively coaching by setting goals and holding people accountable.
3. Coaching can be directive, by giving advice, or non-directive, by asking questions to help people learn on their own. Non-directive coaching is more powerful and lasting.
4. Effective coaching involves asking open-ended questions, giving balanced feedback, creating action plans, and following up through accountability sessions.
The Leader in You- Dale Carnegie - Book Summary PakeezaTehmuri
The document discusses Dale Carnegie's views on leadership and relationships in business. Carnegie believes that relationships are the cornerstone of business development and that a new type of leader is needed who communicates and motivates using different skills in response to constant change. He provides some basic principles for business leaders to apply, such as seeing things from others' perspectives, offering appreciation, harnessing enthusiasm, respecting dignity, and maintaining a sense of fun and balance.
1. Two large studies over 25 years surveyed over 1 million employees and found that talented employees need great managers and that how long an employee stays and their productivity is determined by their relationship with their immediate supervisor.
2. The book presents insights from great managers and found that they reject conventional wisdom. Instead of trying to fix weaknesses, they recognize that people are motivated differently and have their own styles. Great managers focus on drawing out employees' strengths rather than trying to change their inherent traits.
3. The studies developed 12 questions that measure strong workplaces and found a direct link between positive responses on the questions and higher productivity, profitability, employee satisfaction and retention.
One of the best ways to attract and keep talented people is to mentor and coach them. Those who mentor need to also be mentored themselves. These tips apply to not for profit organizations as well as for profit organizations. In this economic climate, mentoring and coaching is even all the more important.
The document discusses various perspectives on leadership. It provides quotes from different thinkers on qualities of good leadership like inspiring obedience, getting extraordinary performance from ordinary people, and living in a way that commands respect rather than obedience. It also discusses different approaches to leadership including qualities-based, situational, and functional. Key points covered include the importance of knowledge, integrity, serving the group needs as well as task needs, developing individuals and team cohesion, and adapting the leadership style to the situation.
Introduction to 21st Century Leadership & Change Management, Features of Innovative, Traits & Styles of Leadership
Servant Leadership Styles-The best way to Lead.
- How to become a Servant Leader
- 10 Principles of Servant Leadership
3. Faith Walk Leadership ‘Heart of a Leader’ (Ken Blanchard) building Relationship, Collaboration and Trust.
An employee can prepare for a leadership role by developing key skills like communication, emotional intelligence, motivation, teamwork, decision making, and problem solving. It is also important to deliver results through others, trust your team members, be authentic, seek to understand others, take action and responsibility, lead visibly, and treat all people with fairness and respect. Developing these abilities along with clarity of vision, strong performance, and good relationships can help an employee effectively transition into a leadership position.
LEAD WITH FEEDBACK: TWO ESSENTIAL TIPS FOR HOW TO GIVE ITCYNTHIA INDRISO
How do you give feedback in ways that get people to actually listen and change? It’s not a new challenge in leadership circles. Every leader we work with, all over the world and at every level of management, struggles with it:
This document outlines 51 positive behaviors for team leadership and motivation. It is written by Jose Manuel Lara, an economist and business professional from Kansas University in the US. The document introduces the concept of "positive behaviors" and argues that motivated employees perform better than unmotivated ones. It then outlines the "big leagues" level of 12 essential positive behaviors for effective team leadership, which include making people the top priority, being a living example, giving employees a sense of purpose, hiring the best people, fighting to pay them well, personalizing relationships, liberating people with trust, communicating immediately, initiating learning, knowing your goals as a leader, agreeing on employee contributions, and measuring what is important.
This document discusses improving leadership and developing one's brand. It emphasizes focusing on strengths over weaknesses, having clear goals and objectives, and inspiring others. It also stresses the importance of continuous self-improvement and developing others through succession planning. Leaders are advised to regularly reflect on how they are perceived and how they can enhance their skills.
DATA COLLECTION FROM MANAGERS ppt (3) (5) (1).pptxgagansable
The document summarizes data collected from various managers through a survey. It provides details of 6 managers such as their name, designation and responses to 12 questions regarding their roles, team size, communication methods, conflicts faced, motivation techniques, personal relations and challenges. The questions were answered by the managers representing their respective organizations to share their experiences and best practices in managing teams effectively.
This document provides summaries of leadership and management concepts from over 100 business books. It discusses key leadership traits like courage, inclusion, competence and clarity. It also covers managing compassionately, setting appropriate context for employees, hiring the right people based on personal characteristics, motivation, skills and knowledge. Additional sections provide advice on feedback, expectations, celebrating successes, upgrading your team, and keeping employees focused on priorities.
This document discusses key concepts of leadership including:
1. The four functions of management are planning, organizing, leading, and controlling. Effective planning sets goals and strategies to achieve objectives.
2. Different leadership styles exist depending on the situation, including styles focused on tasks versus people. Situational leadership adapts to different situations.
3. Effective leaders inspire and motivate followers, create other leaders, and take action rather than just planning. Good leadership requires vision, engagement, role modeling, and continuous improvement.
Six Powerful Tips to become successful and productivekomalnan123
The document discusses factors that contribute to success, including perception, attitude, and background. It states that successful people have a positive attitude, learn from mistakes, and spend time with productive people. The document then provides 6 steps to become successful: face challenges; identify weaknesses, skills, and goals; be honest; find role models; have patience; and don't stop after initial success. It encourages continuous self-improvement and remaining motivated.
Story of The Soldier Son Portrait who died to save othersTimothy Wooi
This is a great story of the Soldier Son Portrait.
A wealthy man and his son loved to collect rare works of art. They had everything in their collection, from Picasso to Raphael. They would often sit together and admire the great works of art. When the Vietnam conflict broke out, the son went to war. He was very courageous and died in battle while rescuing another soldier.
The father was notified and grieved deeply for his only son. About a month later, just before Christmas, There was a knock at the door.,,,,,,,,,,,......
MV Thailand Leadership Training 2023.pptTimothy Wooi
Servant Leadership Training, preparing Leaders to lead and serve God with a heart anchored on 12 key principles of Servant Leadership starting with the 12th key principles of Calling & Nurturing the Spirit.
SEAIETI Online Educational Administration Practices with TQMTimothy Wooi
This document provides information on an online training series on educational administration practices. It will be conducted by Timothy Wooi and cover topics like quality assurance, organizational change, and applying total quality management principles in school settings. The training will explore both the "soft" concepts and "hard" tools of TQM. It aims to help participants better understand TQM and how to adopt its practices to ensure quality is delivered to customers.
This document discusses the role of artificial intelligence in education. It notes that AI can help create customized lesson plans and assessments aligned with individual student strengths and weaknesses, improving engagement and outcomes. Examples of AI uses include plagiarism detection, exam integrity checks, chatbots for enrollment, learning management systems, lecture transcription, enhanced discussions, analyzing student metrics, and academic research. While AI may positively transform teaching and learning, teachers have also raised concerns about its implications for the future of the profession.
Profesionalism in efficient customer serviceTimothy Wooi
Course Objectives:
To be exposed to the importance of Professionalism for excellent customer service in the digital era.
To benchmark excellent professional customer service attitude as the foundation of an excellent customer service strategy making lasting first impression to significantly impact business success.
To understand the definition and the importance of customer service quality, strategies and skills and to apply them in providing an excellent customer service with professionalism.
To understand the Principles of an efficient customer service skills with 21 examples to develop from.
Innovative Leadership in Education for the New Normal Timothy Wooi
Objective
To introduce Educators to the Concepts and Features of Innovative Leadership, preparation and effective practices.
Preparing Educators with Innovative Leadership characteristic and features applicable to practice, making a difference in School Improvement.
Developing successful Principals and Leaders to lead school with Innovative Leadership styles, building Relationship, Collaboration and Trust.
Leadership and the teaching and learning culture in the new normalTimothy Wooi
Session 1
Leadership for non Teaching Personnel to support Education in the Teaching and Learning culture in the New Normal.
Leadership Styles in the New Normal
1. Servant Leadership,
2. Transactional Leadership,
3. Emotional Leadership &
4. Transformational Leadership
Session 2
Introduction to Innovation & Innovation Leadership.
Innovation Leadership & Skills in the New Normal
Leading innovation practice in the New Normal
Introduction
Leadership of non Teaching staff in the School System and the Teaching and Learning culture in the New Normal are crucial and plays an important role to support the Educational Organization.
It explores organizational theories, models of theories, models of leadership & management, and personal & organizational change.
It bridges the theories to practical applications to support the Educational settings.
Communication & Interpersonal Skills at Multi Cultural WorkplaceTimothy Wooi
Course Objective
To set clear guidelines for effective communication and to consider the role of good interpersonal skills in the multicultural workplace by understanding:
different behavioral styles and learn to modify your behavior to achieve best results
how to stay present 'in the moment', 'listen for intent', and influence your listener positively
how to give and receive constructive feedback as a way to build better relationships
To demonstrate assertive behavior
how to communicate effectively when the stakes are high and you need to neutralize arguments effectively
To create individual action plans for ongoing personal development by making use of all of the above skills to ensure effective teamwork
Course Content
Interpersonal Skills
Introduction (Interaction & Person)
Importance of Interpersonal Skills
Communication in Interpersonal Skills
Tools in Interpersonal Skills
Verbal communication
Non-verbal communication
Listening skills
Negotiation
Problem-solving
Decision-making
Assertiveness
Emotional Quotion (EQ) with Interpersonal Skills
Integrating EQ to Interpersonal Skills to perform better at your workplace.
How can you develop your EQ skills to perform better at your workplace position?
Interpersonal Skills Workshop
Applying EQ to Address Your Workplace Challenges
The Seven Habits of Highly Effective People by Steven CoveyTimothy Wooi
Course Objective
Today more than ever we need to improve life and work
effectiveness. They represent a proven process of personal and interpersonal growth that can have an immediate and lasting impact.
The purpose of The 7 Habits of Highly Effective People ® is to help you lead your life in a truly effective way and thus, your organization to achieve greater productivity, improved communication, strengthened relationships, increased influence, and laser-like focus on critical priorities.
Contents
The 7 Habits
Independence
1- Be proactive
2- Begin with the end in mind
3- First things first
4- Think win-win
5- Seek first to understand, then
to be understood
6- Synergize
Continual improvement
7- Sharpen the Saw; Growth
Digital Workplace Leadership 3 sessionsTimothy Wooi
This is 3 Session course of Digital Leadership At Workplace with topics and sub topics as below.
Session 1
Digital Workplace Leadership
1. Introduction to Leadership in the Digital Age
2. Digital Workplace and its definition
3. Common misconceptions about Digital Workplace platform
4. Why do Organizations need a Digital Workplace
5. Improve employee experience by Digitally Transforming Your Workplace
6. The Future of Work Is the Digital Workplace
7. The 5 Pillars of a Digital Workplace Strategy
Session 2
5 Key Characteristics of Digital Leaders
1. Inspires others
2. Leverages technology
3. Encourages collaboration
4. Drives innovation
5. Manages risk
Session 3
Today's Top 8 Digital Leadership Skills
1. Digital Literacy
2. Digital Vision
3. Advocacy
4. Presence
5. Communication
6. Adaptability
7. Self-Awareness
8. Cultural Awareness
Kaizen in Education
In Education, the purpose of Kaizen should be very clearly stated and aligned with the strategic direction of the Educational Institution. Strategy must be a reflection of ‘customer value’ (value to student) as monitored through simplicity, quality, speed, cost, motivation, and growth measurements.
Introduction to Kaizen
Concept & Origin of Lean & Kaizen from Toyota Production System (TPS) and purpose of Kaizen.
The creation of a Kaizen Culture.
The Five Principles of Kaizen. (The Seven Steps Improvement Process)
4. Kaizen in Education.
5. Purpose of Kaizen & the strategic application in the Educational
Institution.
6. How to introduce Kaizen Principles in Education.
7. Kaizen in Teaching & Learning
Touraride Penang Downing Street to London Downing StreetTimothy Wooi
An Ultimate journey to ride to London started when Mr BK Lim who wanted to full fill his dream of a lifetime ie 'To ride to London Downing Street from Downing Street, Penang on just a small cc Bike. A couple heard of this and was interested to tag along. Mr BK Lim then invited 1 Biker and myself for a planning meeting at Touratech. Later another Biker called 2 more of his close friend to join and tag along with Mr BK Lim too. The group grew from 8 to 9 with a very elderly Biker joining to support Mr BK Lim.
During the ride, three Bikers (the Biker and his 2 close friend) would normally move on together on their own and would only join the team as when necessary.
At New Delhi before leaving AJANTA Hotel, Mr Lim briefed every on his engagement of a local Biker to guide everyone safely out of New Delhi till NH1 highway. Mr Lim asked a firm question of 'Are you all still with the team?', no one replied however after all of us reached the NH1 highway safely. Upon reaching the NH1 Highway,the couple and the 3 Bikers separate from the team riding off on their own ahead of us. The 4 member Team that is with Mr BK Lim as the Capt then continue the ride till Down Street London in full support of One for all and all for One.
Disruptive Pandemic School Leadership Management ShiftTimothy Wooi
COURSE CONTENT
Session 1.
1.Three ways the Covid19 Pandemic could reshape Education
Three trends that could hint future transformations:
i. Education - nudged and pushed to change leading to surprising innovations. The coronavirus pandemic has changed how millions around the globe are educated.
ii. Public-private educational partnerships could grow in importance New solutions for education bringing much needed innovation.
iii. Widening the Digital Divide The digital divide with new shifts in education approaches to widen equality gaps.
Session 2.
3. Transforming teaching-learning process from a teaching culture to a leaning culture i. What is school culture and how does it impact on learning?
Activity 1: Identifying examples of positive school culture
ii Styles of school leadership (Case Study 1: Four school leaders with different styles)
Activity 2: Leadership Styles
Activity 3: The role of leadership in determining school culture
iii Identifying and analyzing the culture in your school
Activity 4: Gathering evidence of the current school culture
Activity 5: Working with the team to identify areas for team improvement
iv. Developing a positive shared culture
Activity 6: Engaging with Stake Holders
Activity 7:Team review of your finding so far
Activity 8: Plan of action
Waste Management & Recycle based on the 3R'sTimothy Wooi
Contents
1. Introduction of Waste Management (WM)
2. Integrated solid waste management (SWM) – Problems and issues
3. Government initiatives and milestones
4. Management strategies
5.Waste minimization in Malaysia
6. Barriers to 3R implementation
7. Tips for effective practice of 3R’s
8. Conclusion
INTERNATIONAL TRAINNG on Innovation in EducationTimothy Wooi
Course Content:
Innovation in Education
Concepts & Impact of Innovation in Education,
Why Innovation in Education
Innovation in various Educational System & Era.
21st Century Shift in Education
Teaching and Learning for 21st Century Skills and Literacy
21st Century Skills (The 7 C’s)
Innovative Teaching Strategies In The Classroom (8 Strategies to Embrace)
Innovative Ideas in School
New Trends in Teaching Innovation - 10 Ways
Helping Students learn New Skills through Innovation
Making Skills as important as Knowledge
Forming Teams – Using Thinking & Creative Tools
This document summarizes the role of the education sector in responding to and preparing for the fourth industrial revolution (IR4.0). It discusses how IR4.0 will impact jobs and skills needs, requiring education systems to focus on skills like problem solving, critical thinking, and social-emotional skills. Personalized learning using technologies like learning analytics and artificial intelligence can help prepare students. Education systems must ensure both students and teachers have skills in fields like science, technology, engineering, and mathematics to thrive in an automated future. The role of the education sector is to reform policies and collaborate with private sectors to provide appropriate training and reduce inequality in the face of widespread technological change.
The eight-discipline (8D) Approach to Problem-Solving is a systematic approach to problem-solving & documenting of results, developed by Ford Motor Co. It is an essential step to process improvement.
The 8D method provides you with an in-depth understanding of analyzing problems to identify the root causes.
This workshop provides you with a working knowledge of 8D effective root cause analysis and tools to address non conformity.
It will strengthen your understanding on;
what is 8D,
why Apply 8D,
when to Apply 8D &
how to Apply 8D at work.
My Teacher Shamed me when I could not readTimothy Wooi
Anthony Hamilton, a writer who lives in Hayward, California.
He is the author of several books, including;
The Autobiography of ‘Strong Child and Shattered Lives’.
Industry 4.0 (IR4.0) & Teaching New Trends in Education with HOTS.Timothy Wooi
Objectives
The main objective of the seminar is to understand how Educational sector can respond to and prepare for educating the 4th Industrial Revolution;
using technological strategies of CHANGE in skills & work,
To prepare Students to be competitive & current to fit in the emerging 4th Industrial Revolution Workforce.
New Trends & Modern approaches in EducationTimothy Wooi
The document discusses concepts and trends related to innovation and leadership in K-12 education. It covers several topics, including the 21st century shift in education towards skills like creativity, collaboration, communication and critical thinking. It also discusses bringing innovation to instruction through methods like personalized learning, project-based learning, and field experience. Finally, it outlines nine things that will change education over the next 20 years, such as diverse learning times and places, personalized learning, free choice in learning paths, and a greater emphasis on interpreting data.
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Jerold Kayden - A Goal-Focused Professional - Boston, MA.pdfJerold Kayden
As Sales Director at Avaya, Jerold Kayden achieved a 100% quarterly quota retention and developed a robust network of channel partners. To know more about him visit his official site https://www.jeroldkayden.net/
Mobile Application pentesting blog.docx.pdffortbridge4
Mobile Application Pentesting, also known as penetration testing. It is an important method for detecting and fixing security weaknesses in mobile applications. Here, cyber security specialists pretend that they are attackers while conducting tests in order to discover some possible flaws in advance of attackers taking advantage of them.
1911 Gold Corporation is located in the heart of the world-class Rice Lake gold district within the West Uchi greenstone belt. The Company holds a dominant land position with over 62,000 Hectares, an operating milling facility, an underground mine with one million ounces in mineral resources, and significant upside surface exploration potential.
Discover the power of virtual paralegals! Learn how to streamline your legal practice with remote paralegal support. This Slideshare presentation explores the benefits, roles, and essential skills of virtual paralegals. Optimize your workflow and boost efficiency.
Unveiling Mercury in Aquarius: Brilliance and Challengesmy Pandit
Explore the unique traits of Mercury in Aquarius individuals, known for their unparalleled intellect and innovative spirit. Discover how their unconventional thinking shapes their personalities and influences their interactions with others.
How to use lace front wig importance andkaporej505
Wearing a wig is one of the biggest concerns for the long interval.Everyone except for a realistic wig to last before it starts to show signs of wear and tear? However, it is not a simple answer for the same , as it depends on various factors like types of wigs, which type of fabric is used and also how to take care of the wig. Further, we would like to inform you that the world of reality has discovered the lifespan of both human hair and synthetic wigs. We also provide how to extend your wig realistic using your daily routine for a long interval. All types of wig have different types of time intervals, some have 6 months but some have one year which totally depends on your fabric texture.
Moreover, if you take care of your wig in the proper way then it can last for 2 years. one of the most important factor for maintaining the wig is that take care avoid the used of daily wash and do not used heat hair appliances on the hair wig because of this its damages the synthetics fabric and your hair wigs looks like very dull.Use a wig stand or box to prevent creasing and flattening.
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From Dallas to Houston Exploring Texas.docxKeilyLexi
The Austin housing market has captured the nation's attention due to its rapid growth and dynamic changes. This vibrant city, known for its live music scene and tech industry, is facing both opportunities and challenges in its housing sector. For residents and potential buyers, understanding these complexities is crucial.
Movers near me in Dubai , Best Packers and Movers In Dubaiimranmalik114455
Movers near me in Dubai offer services to facilitate seamless relocations for individuals and businesses within and across the UAE. Finding reliable movers near you in Dubai is essential for a smooth relocation experience. Whether you're moving within the city or to another emirate, professional movers offer a range of solutions, from transport and packing to de-packing and settling in.
Dubai is home to professional moving companies known for their efficiency and reliability in handling relocations across the city and beyond. Movers near me in Dubai facilitate smooth relocations for individuals and businesses alike. Their commitment to quality service and reliability makes them indispensable partners in navigating Dubai's vibrant real estate landscape and fast-paced lifestyle.
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Many companies also provide tailored solutions for international moves, making them a valuable resource for expatriates and residents alike.
India's Most Generative AI and Chatbot Service Providers to Follow 2024.pdfinsightssuccess2
India's Most Generative AI and Chatbot Service Providers to Follow 2024’ are revolutionizing various industries, including e-commerce, healthcare, finance, and customer service. Their diverse applications showcase the versatility of these technologies.
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1. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Baguio Convention Center,
Baguio City.
23-25 Nov, 2012
CAP Auditorium,
Iloilo City.
14-16 Dec, 2012
Davio City.
20-22 Dec, 2012
LEADERSHIP SMARTS
2. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Principal Consultant cum Trainer for Lean
management, a hands on Green Innovator.
Graduate in Mechanical Engineering and
also a Certified Kaizen Specialist and a
hands on Lean Facilitator with 30 over
years working experience.
Provides Technical Consulting Services on
Lean, TPM, Kaizen, Moonshine , Cellular
System and Small Group Activities set up.
He is also an NGO Community worker for
Prison & Drug Rehabilitation and CREST
North (Crisis Relieve & Training)
Malaysia, an organization that responds to
Crisis & Flood.
LEADERSHIP SMARTS
The Trainer,
Timothy Wooi
3. Ken Blanchard and Spencer Johnson
The Key to developing people is to catch
them doing something right…
LEADERSHIP SMARTS
Catching people
doing things right is
a powerful tool in
leadership.
Unfortunately, most
people have a genius
for catching people
doing things wrong!
4. Ken Blanchard and Spencer Johnson
People who produce good results feel
good about themselves.
LEADERSHIP SMARTS
An effective leader will
make it a priority to help
his or her people produce
good results in two ways.
1) Make sure they know
what their goals are.
2) Do everything
possible to support
,encourage and coach
them to accomplish those
5. Ken Blanchard and Spencer Johnson
LEAD
Praise Progress.
It’s a moving Target!
LEADERSHIP SMARTS
When a good performance
is followed by something
positive, people naturally
want to continue in that
behavior. Do not wait until
for exactly right behavior
before you respond
positively. Otherwise you
might wait forever.
6. Ken Blanchard and Spencer Johnson
LEAD
Feedback is the breakfast of
champions.
LEADERSHIP SMARTS
I firmly believe that
providing feedback is the
most cost- effective
strategy for improving
performance and instilling
satisfaction. It can be done
quickly. It cost nothing,
and it ca turn people
around fast.
7. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
When mistakes occur redirect the
Energy.
LEADERSHIP SMARTS
When people make a mistake
they usually know it. What
they really would like is
advice on how they can avoid
making the same mistake
again. That’s what redirection
is all about-.
Getting peoples energy
refocused on the right things..
8. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
No one can make you feel inferior
without your permission.
LEADERSHIP SMARTS
I go out into the world
everyday with the attitude that
my ‘okayness’ is not up for
grabs.
I firmly believe that ‘God did
not make junk’. This doesn’t
mean I don’t have areas of my
life that need improvement –
just that at my basic core,
Im ok.
9. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
None of us is a smart as all of us.
LEADERSHIP SMARTS
This quote has become the guiding
principal of our team building work
in organizations. When I first caught
the truth of this statement, it made
me relax tremendously as a leader. I
realized that I didn’t have to be the
only bright person in the group. In
fact, admitting my vulnerability
allowed me to ask for help. Im
convinced that any problem can be
solved if we involved the resources
we have gathered around us.
10. Ken Blanchard and Spencer Johnson
LEAD
Things not worth doing are not worth
doing well.
LEADERSHIP SMARTS
An effective leader must step back,
look at the big picture, and make
sure the important things are not
pushed out of the way by the urgent
needs of the moment.
If your people and customers are
important, then you will spent part
of everyday making them feel that
way. Evaluate each day by asking
‘Have I done what is really
important today?’
11. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Success is not forever an failure isn’t fatal.
LEADERSHIP SMARTS
Don Shula had a 24 hour rule. He allowed
himself, his coaches, and his players a
maximum of 24 hours after a football
game to celebrate a victory or bemoan a
defeat as deeply as possible. They were
encourage to experience the thrill of
victory or the agony of defeat as deeply as
possible. Once the 24 hour deadline is
passed, they put behind them and focused
their energies on preparing for the next
opponent.
Don’t get a big head when you win or get
too down in the dumps when you lose.
Keep things in perspective. Success is not
forever and failure isn’t fatal
12. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
When you stop learning, you stop growing
LEADERSHIP SMARTS
Organizations are
being bombarded
with change.
You would be wise to
make learning a top
priority and
constantly strive to
adapt to new
circumstances
13. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
In life, what you resist, persist.
LEADERSHIP SMARTS
If something is bothering you and
you don’t deal with it, you are gunny
sacking your feelings—holding them
inside. This can back fire later when
you find yourself “dumping” in an
inappropriate way and at exactly the
wrong moment. It is also true that if
you will deal with what is bothering
you, the problem often disappears in
the very process. Have you ever said,
“Im glad I got that off my mind”?
14. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Don’t work harder— work smarter
LEADERSHIP SMARTS
If you don’t take time
out to think,
strategize, and
prioritize, you
will work a whole lot
harder, without
enjoying the benefits
of a job smartly done.
15. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Nice guys appear to finish last, but usually
they are running in a different race
LEADERSHIP SMARTS
People today want what
they want, and they want it
right now. A negative side
effect of such impatience is
poor decision-making.
Patience helps us to realize
that if we do what is right—
even if it costs us in the short
run—it will pay off in the
long run.
16. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
In managing people it is easier to loosen
up than tighten up.
LEADERSHIP SMARTS
If you are not sure how much direction
people need to do a task, it’s always
better to over supervise than under
supervise in the beginning. Why?
Because if you find your people are
better than you thought, and you
loosen up, they will like you and
respond in a positive way. It’s easier to
start off tough and then be nice than to
start off nice and then get tough. It’s
easier to loosen up than tighten up.
17. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Anything worth doing does not have to
be done perfectly—at first.
LEADERSHIP SMARTS
It’s counter productive to be too
hard on yourself. Don’t expect
instant perfection. While self-
criticism is healthy, it should not be
destructive. It’s unfair to be hard on
yourself the first time you attempt
something new. It is also unfair to
expect such an unrealistic standard
from others. It’s not necessary to do
everything exactly right the first
time.
18. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
What motivates people is what motivates
people.
LEADERSHIP SMARTS
How do you know what
motivation works with what
employees? Ask! Try asking
something like, “If you
perform well, what reward or
recognition could you receive
that would make you want to
continue to perform at a high
level?” It pays to ask this
important question.
19. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Life is all about getting A’s.
LEADERSHIP SMARTS
During my ten years of college
teaching, I sometimes got into
trouble with other faculty members
because I always gave out the final
examination questions on the first
day of class. When my colleagues
asked why, I would reply. “Because
I plan to spend the semester
teaching them the answers, so when
it comes time for the final, everyone
will get an A’’ After all, that’s what
life is all about!’
20. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Create Raving Fans®; satisfied
customers are not good enough.
LEADERSHIP SMARTS
Differentiate yourself from
your competition by teaching
your sales force and customer
service representatives—
everyone who comes in
contact with your public—to
develop “raving fan”
customers. Going the “extra
mile” for the people who write
your checks will pay off.
21. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
If you want to know why your people are not
performing well, step up to the mirror and
take a peek.
LEADERSHIP SMARTS
The main job of a leader is
to help his or her people
succeed in accomplishing
their goals. When someone
fails, good leaders accept
responsibility for that
failure. And when people
accomplish their goals and
win, everyone wins.
22. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
If you want your people to be responsible,
you must be responsive.
LEADERSHIP SMARTS
People look to leaders for
direction. But once goals are
clear, your role as a leader
changes. Your job become one
of the working with your
people rather than having them
work for you. Being responsive
to your people’s needs sets
them free to be responsible
( able to respond ) for getting
the job done.
23. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
It’s more important as a manager to
be respected than to be popular.
LEADERSHIP SMARTS
Are you willing to push your
people—whether it’s a
group of middle managers or
a Cub Scout pack—beyond
their comfort zone in order
to achieve excellence? They
might not like what you ask
of them, but they will
remember you as a leader
they respected.
24. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
People with humility don’t think less of
themselves, they just think of themselves
less.
LEADERSHIP SMARTS
A great rule for doing business today
is: Think more about your people, and
they will think more of themselves.
And don’t act like you are perfect.
Leaders need to come from behind
their curtains of infallibility, power,
and control, and let their “very good”
side—their humanity—be revealed.
Folks like to be around a person who is
willing to admit his or her
vulnerability, asks for ideas, and can
let others be in the spotlight.
25. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Never, never, never, never . . .give in.
LEADERSHIP SMARTS
Persistence means
sticking to your guns.
It’s keeping your
commitment and
making your actions
consistent with your
word. It’s all about
“walking your talk.”
26. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Trying is just a noisy way of not doing
something.
LEADERSHIP SMARTS
Many people are interested
rather than committed. They
talk about trying to do
something, rather than
actually doing it. They make
lots of noise, but fail to follow
up.
An interested exerciser
wakes up in the morning to
rain and says, ”I think I’ll
exercise tomorrow.”
A committed exerciser wakes
up raining and says, ”I better
exercise inside!”.
27. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
It never hurts to toot your own horn
once in a while
LEADERSHIP SMARTS
It’s been said that if you don’t toot
your own horn, someone will come
along and use it as a spittoon. As long
as you’re busy accentuating the
positive with others, a little self-praise
doesn’t hurt. A lot of managers are
hard on others because they’re so hard
on themselves. They’re always after
themselves in their heads;
Oh, I should have done that better, or
What a dummy I am, forgetting that
detail.
28. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Sometimes when the numbers look right,
the decision is still wrong.
LEADERSHIP SMARTS
Good business requires more
than simply calculating which
choice will make the most
money. It requires developing
some way to step back from
things and put them in
perspective. If you don’t get
things in perspective, you will
continue to be driven only by
the bottom line.
29. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Love is being able to say I’m sorry.
LEADERSHIP SMARTS
My mom always said, ‘‘There
are two statements that people
don’t use enough that could
change the world:
“Thank” you and “I’m sorry”.
If as a leader you can give up
being right and learnt to
apologize for your mistakes,
your organization will be a lot
better place for people to work.
Thanks mom!.
30. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Without a change in your behavior,
just saying “I’m sorry” is not enough.
LEADERSHIP SMARTS
Saying “I’m sorry” is just the
first step in an effective
apology. The only way you can
demonstrate that you are really
sorry is by changing your
behavior. That way the people
you have harmed know that you
are committed to not repeating
the mistake. Talk is cheap—it’s
your behavior that matters
31. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Take what you do seriously but yourself
lightly.
LEADERSHIP SMARTS
Today’s leaders must relearn
the value of a smile or they
will be unable to fire up the
ability of their people to find
real enjoyment in their work.
So start thinking smiles until
you become a smile
millionaire. People will be
glad to see you coming.
32. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Perpetual prosperity comes to those
who help others.
LEADERSHIP SMARTS
Money making is about what you can
get. Perpetual prosperity is about what
you can give. Success at the
money level is about what you can
achieve. Perpetual prosperity is about
how you can serve. There are lots of
good reasons to earn money, but some
people seek money because of the
power and status it will give them to
control events and other people.
When we reach out to help someone els
e, we often get more back in return.
That’s not why we help people; that’s
just how it works sometimes.
33. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Think Big! Act Big! Be Big!
LEADERSHIP SMARTS
Be your own best
friend and believe in
yourself. Don’t wait
for someone to do it
for you. Cheer
yourself on. Write
your own pep talk. It
works.
34. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Real communication happens when
people feel safe.
LEADERSHIP SMARTS
Find ways to convince
your people that you see
them all as either winners
or potential winners and
you mean them no harm.
When you do, you will
find that communication
within your organization
is greatly enhanced.
35. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
All good performance starts with
clear goals.
LEADERSHIP SMARTS
An important way to motivate
your people is to make sure they
know where they are going. See
that each person’s goals are
clearly defined and that he or she
knows what good performance
looks like. This will give them a
clear focus for their energy and
put them on the road to becoming
high-performing, empowered
producers.
36. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Different strokes for different folks.
LEADERSHIP SMARTS
So what is the best leadership
style? A “participative” style
–listening to your people and
involving them in decision
making? Or a “directive”
leadership style –until their
knowledge and skills mature?
The best leadership style is the
one that matches the
developmental needs of the
person with whom you’re
working.
37. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Different strokes for the same folks.
LEADERSHIP SMARTS
The point is that no individual is at any
one stage in all the tasks he or she
performs. Consequently, the same person
may need different leadership
styles(different strokes) for various tasks.
For example, when I was a college
professor, I loved to teach and write.
Those were tasks I performed well
and without supervision. However, when
it came to administrative matters like
managing my budget and filling out
reports, I was a “Disillusioned Learner” at
best. Sometimes it takes different strokes
for the same folks.
38. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
If God had wanted us to talk more than
listen, he would have given us two mouth
rather than two ears.
LEADERSHIP SMARTS
When you ask people about the
best leaders they ever had, one
quality is always mentioned. -- they
are good listeners.
Test the power of listening by
talking time to listen and focus on
others
39. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Vision is knowing who are you, where you’re
going, and what will guide your journey.
LEADERSHIP SMARTS
People need vision. During times
of growth, change, opportunity, or
uncertainty,
vision points us in the right direct
ion. Collectively and individually,
we need a significant purpose,
clear values, and a picture that
shows us what these look like
when we are living them
consistently. Vision gives meaning
to our lives and provides direction.
It helps us get focused, get
energized, and get great results.
40. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Vision is a lot more than putting a plaque on
the wall. A real vision is lived, not framed
LEADERSHIP SMARTS
It’s one thing to identify your vision.
It’s another to make it happen. You can’t
just go out and announce a vision and
expect everyone to immediately understand
it or agree to it. You have to be willing to
allow others to help shape it. When a vision
is shared, it is easier to hold each other
accountable for behaving consistently with
it. If you ignore the behavior of others who
are not acting consistently with the vision,
you threaten the trust and commitment
of people who are. It takes courage to
create a vision, and it takes courage to act
41. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
If you don’t seek perfection, you can never
reach excellence.
LEADERSHIP SMARTS
The level of people’s expectations has a
great deal to do with the results they
achieve.
Don Shula’s vision of perfection for the
football team he coached was to win every
game. Was that possible? No, but the 1972
Miami Dolphins did it for a season—
establishing a level of perfection that no
other NFL team has ever matched. Don’s
philosophy is that if you’re shooting at a
target, you’re better off aiming at the
bull’s-eye because if you miss it, the
chances are high you’ll still be on the
target. On the other hand, if you aim just
for the target and miss, you’re nowhere.
42. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Take responsibility for making
relationships work.
LEADERSHIP SMARTS
Let me ask you a question
–the same question you should be
asking yourself, not only about your
love relationship but also your
relationship with your children, your
boss, your co-workers, your direct
reports, and your friends.
Do you want the relationship to
work?
If so, then you must take personal
responsibility for making it work.
And forget the word “trying.”
Trying is just a noisier way of Not
doing something.
43. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
A river without banks is a large puddle.
LEADERSHIP SMARTS
Don’t send your people off on
their own with no experience
and then punish them when
they make mistakes. Like the
banks of a river, boundaries
have the ability to channel
energy in the right direction.
Establish clear boundaries
that will free them to make
decisions, take initiative, act
like owners, and stay on track.
44. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Your game is only as good as your practice.
LEADERSHIP SMARTS
No individual or team can reach
“practice perfection” alone. It
takes ferocious concentration and
unyielding commitment to
continuous improvement . That
means day-to-day coaching—
setting clear goals, letting people
perform, observing, and then
praising progress or redirecting
efforts. “You can’t coach from the
press box,” Don Shula used to
say.“You have to be on the field.”
45. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
All empowerment exists in the present
moment.
LEADERSHIP SMARTS
Consider moments when
you were at your best, and
you will find that you were
right here in the moment,
fully and completely
present. If you dwell only
on “what was” or “what
will be,” you will miss the
power of “what is.”
46. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
We are not human beings having a spiritual
experience. We are spiritual beings having a
human experience.
LEADERSHIP SMARTS
Suppose that we accepted the fact
that we have the unconditional love
of God our Father—that we can’t
achieve enough, sell enough, build
enough, or own enough to merit
more love—we have all the love
there is. Would knowing this truth
make us better cheer leaders,
supporters, and encouragers for our
people? I think so. When you
discover that you are a spiritual
being having a human experience,
you realize that everyone else is too.
47. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
You get from people what you expect.
LEADERSHIP SMARTS
Whenever I talk about the
power of catching people
doing things right, I hear:
“Yeah, right. You don’t know
Harry!” Do you have a
“Harry” in your life? If so,
perhaps you should take a
look at your expectations for
that person and see if he or
she isn’t currently living down
to them.
48. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
I have never seen a U-Haul® attached to
a hearse.
LEADERSHIP SMARTS
Rabbi Harold Kushner, author
of When Bad Things Happen to
Good People, said: “I’ve Never
heard someone on their death
bed say, ‘I wish I’d gone to the
office more!’ They all say
something like, ‘I wish I’d cared
more. I wish I’d loved more.
I wish I’d reached out to others
more.’
49. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
The cure for too much to do is solitude
and silence
LEADERSHIP SMARTS
Solitude and silence give us
some space to reform our
innermost attitudes toward
people and events. They take the
world off our shoulders for a
time and interrupt our habit of
constantly managing things, of
being in control or thinking we
are. In solitude and silence you
find that you are more
than what you do and that you ar
e never truly alone
50. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
People in organizations need to develop
a fascination for what doesn’t work
LEADERSHIP SMARTS
A few forward-thinking companies
have learned to celebrate mistakes as
opportunities for learning. I know of
a large organization that shoots off a
cannon when a big mistake is made.
They’re not saying they enjoy
making errors; they’re saying it’s
time for everyone to learn something.
Other organizations would do well
to adopt a similar policy. After all,
how can they improve if they don’t
learn
from their mistakes?
51. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Winning coaches make their teams
audible-ready
LEADERSHIP SMARTS
An “audible” is a football term
—a verbal command used to
alert the players to substitute
new assignments for the ones
they were prepared to perform.
I get frustrated with people who
tell Customers, “Sorry, that’s
our policy,” even when the
policy doesn’t make sense.
Teach your people to bring
their brains to work and be
audible-ready
52. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Never punish a learner
LEADERSHIP SMARTS
When a learner makes a mistake,
be sure that he or she knows
immediately that the behavior was
incorrect. Place the blame on
yourself by saying, “Sorry, I didn’t
make it clear.” Then patiently
redirect by reviewing the
assignment. If possible,
demonstrate what a good job looks
like. Observe the learner’s new
behavior in the hope of catching
him or her doing some-thing
approximately right and praising
progress
53. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
People are okay, it’s their behavior
that’s a problem sometimes
LEADERSHIP SMARTS
People sometimes ask,
“Why reaffirm someone you’re
upset with?” Reaffirming is
important, because you want
the person to walk away
thinking about correcting the
wrong behavior rather than
how he or she has been mis-
treated or misunderstood. You
want to get rid of the behavior
rather than the person
54. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Consistency isn’t behaving the same way
all the time
LEADERSHIP SMARTS
Consistency does not mean behaving the
same way all the time. It actually means
behaving the same way under similar
circumstances. I believe in praising people,
but I also know that if you praise them
when they are
performing well and also when they are
performing poorly, you are sending them
an inconsistent message. Good
performance should always be treated
differently than poor performance. When
you respond to your people in the same
way under similar circumstances, you give
them a valuable gift—the gift of
predictability.
55. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
This is the first time in the history of business
that you can be great at what you’re doing
today and be out of business tomorrow
LEADERSHIP SMARTS
Constant change is a way of life in
business today. In fact, to stay
competitive, you must simultaneously
manage the present and plan the future.
The problem is, you can’t have the same
people doing both jobs. If people with
present time operational responsibilities
are asked to think about the future, they
will kill it. If people with responsibilities
for the future also have present time
duties, the urgent problems of today will
drag them away from tomorrow’s
opportunities
56. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
The only job security you have today is
your commitment to continuous personal
improvement
LEADERSHIP SMARTS
You must make up your
mind to control your
circumstances by means
of continuous personal
improvement. The sign
on your bathroom mirror
should say, “Getting
better all the time.”
57. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
When you know what you stand for, you
can turn a round on a dime and have five
cents change.
LEADERSHIP SMARTS
Ask yourself how long it would
take your people to process a
major product change, get behind
it, and still meet deadlines. The key
to an outstanding, enthusiastic,
flexible, and on-time team is to
make sure your people are values-
driven, rather than goals-driven.
If the number one shared value is
to serve the Customer, then they
will be ready to do whatever it
takes to live that value.
58. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Share the cash, then share the
congratulations.
LEADERSHIP SMARTS
You can pat your people on
the back and congratulate the
mall you want, but if you’re
not taking care of their need
for cash, these praising won’t
ring true.
A large segment of our U.S.
population is hurting
financially. So remember, if
you want to build credibility,
the rule is: first cash, then
congratulations.
59. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
There is no pillow as soft as a clear
conscience.
LEADERSHIP SMARTS
The number one characteristic
employees say they are looking
for in a leader is integrity.
Meeting people with a clear
conscience puts you at ease and
allows you to concentrate on
doing your best work. When you
deal straight with people, they
sense that they can trust you.
And when you lie down at night,
your clear conscience makes a
wonderfully soft pillow.
60. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Its surprising how much you can accomplish
if you don’t care who gets the credit.
LEADERSHIP SMARTS
Sharing credit is all about self –
esteem. People who have to get all
the credit and act like they are the
only ones who count are actually
covering up their “I don’t count”
feelings.
Suppose tomorrow you are stuck
by a lightning bolt that increases
your self esteem by 100%.Would
you act differently? Sure you
would. Would you be willing to
share credit with your people? Of
course. Would they perform they
perform better as a result? You
had better believe it. Let’s hope
for some lightning bolt.
61. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Positive thinkers get positive results
because they are not afraid of problems.
LEADERSHIP SMARTS
People often asked Norman Vincent Peale,
“Don’t you think life would be better
if we had fewer problems?” Norman
would answer that question by saying,
“I’ll be happy to take you to Woodlawn
Cemetery because the only people I know
who don’t have any problems are
dead.”In fact, if you really insisted that
you had no problems, he would suggest
that you immediately race home, go
straight to your bedroom and slam the
door, then get down on your knees and
pray: “What’s the matter, Lord? Don’t
You trust me anymore? Give me some
problems!”
62. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Early in life, people give up their health
to gain wealth. . . .In later life, people
give up some of their wealth to regain
health!
LEADERSHIP SMARTS
If you don’t watch out, success can kill
you. When The One Minute Manager®
leaped onto the best-seller list, I found
myself running around the country giving
speeches, conducting interviews on radio
and TV—doing all the things that seem to
come with material success. One day I
looked at myself and realized I was
overweight, not exercising, sleep deprived,
and generally treating my body like it was
indestructible. My wife, Margie, was
telling me I needed to get my life in
balance. I had to give up some of my
wealth to regain my health. What are you
doing?
63. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Am I a servant leader or a self-serving
leader?
LEADERSHIP SMARTS
One of the quickest ways you can tell the
difference between a servant leader and a
self-serving leader is how he or she handles
feedback, because one of the biggest fears
that self-serving leaders have is to lose their
position. Self-serving leaders spend most
of their time protecting their status. If you
give them feedback, how do they usually
respond? Negatively. They think your
feedback means that you won’t want their
leadership anymore. Servant leaders
embrace and welcome feedback as a source
of useful information on how they can
provide better service.
64. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Ducks quack. Eagles soar.
LEADERSHIP SMARTS
I once tried to rent a car in Ithaca, New
York. I had planned to fly out of
Syracuse, so I asked for a car from
Syracuse in order to avoid the drop-off
fee. The clerk located a car from
Syracuse, but the $50 fee remained on
my contract. “I can’t take it off; my
computer won’t let me and my boss
would kill me,” she quacked. It took me
twenty minutes to get this woman to
remove the drop-off fee. Eagles flourish
in organizations where the Customer is
the focus, while ducks multiply in places
where boss-pleasing and policy-following
carry the day.
65. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Eagles flourish when they’re free to fly.
LEADERSHIP SMARTS
I was greeted the minute I walked into the
DMV to replace my lost driver’s license.
“Welcome. Do you speak English or
Spanish?” a woman asked. She then
ushered me to a counter where a smiling
young man asked how he could help me.
Nine minutes later, I had a temporary
license. I walked over to meet “the boss”
and found him to be a servant leader. He
told me that it was his job “to reorganize
the department on a moment-by-moment
basis, depending on Customer needs.” His
commitment to take care of citizens was
obvious. Duck-busting was that manager’s
way of life. He wanted eagles who would
create Raving Fan® Customers. I certainly
went away from there as one.
66. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Get your ego out of the way and move on.
LEADERSHIP SMARTS
The minute you decide to be part of
a team, you’re going to lose some
things and gain some things. What
you’re going to gain is synergy- one
plus one equals more than two.
What you’re going to lose is getting
your ideas automatically accepted. If
you’re going to be part of a winning
team, you have to be willing to
accept some losses. Fight for your
ideas certainly. Try to convince
others. But if they can’t or won’t
buy into your thinking, it’s time to
take a deep breath and let go.
67. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
New today, obsolete tomorrow.
LEADERSHIP SMARTS
Things are happening so quickly today
that it’s almost impossible to be a “know
it all” anymore. These days, within a
year, most managers know far less than
their people about what they do. Not
admitting this can lead to real problems.
One of the most ingratiating things you
can do with your people is to admit your
ignorance or vulnerability. Once done,
this opens the door for others to share
their expertise, and for you to become a
cheerleader, sup-porter, and
encourager. So if you’re obsolete, who
cares? Someone around you will have
the answer, and your ignorance will
allow him or her to shine.
68. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
G.O.L.F. stands for Game of Life First.
LEADERSHIP SMARTS
I’ve often said I can find out more
about someone during one round of
golf than by working with them for a
long period of time. Golf brings out
the best and worst in people. If you
cheat or blow up when you have a bad
break, that same behavior will show
up in other parts of your life. If you
maintain a positive attitude when
things go sour, that will carry over
into other things also. What better
training ground is there than the golf
course for learning to accept the bitter
with the sweet? Go ahead! Tee it up!
69. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Leadership is not something you do to people.
It’s something you do with people.
LEADERSHIP SMARTS
When you share your leadership
strategy with your people, they
not only understand what you
have in mind but they can give
you helpful feedback. True
servant leaders want feedback
because they are anxious to
know whether their interactions
with their people are helpful
and effective. So don’t do
leadership
to people, do it with them.
70. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Don’t settle for less than a Fortunate 500
Company.
LEADERSHIP SMARTS
What is a Fortunate 500 Company?
It’s an organization that has:
1) Motivated Customers who keep
coming back;
2) Inspired employees who give their
best each day;
3) Owners who enjoy profits made in
an ethically fair manner;
4) Significant others (suppliers,
community, vendors, distributors,
and even respected competitors)
who thrive on the mutual trust and
respect they feel toward the company.
71. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Take time to identify core values.
LEADERSHIP SMARTS
Identifying the core values that define
your organization is one of the most
important functions of leadership. The
success or failure of this process can
literally make or break an
organization.
You would be wise to make the
identification of your organization’s
core values a top priority. And don’t
try to do this job alone. Take
advantage of the resources you have
around you. Draw in your people—
everyone should have ownership in
this process. Remember that rules can
be imposed but values cannot. Bring
everyone into the process early
72. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Core values must be communicated.
LEADERSHIP SMARTS
Identifying your organization’s
core values is a worthless exercise
unless those values are constantly
communicated and your people
and Customers see that you are
completely committed to them. In
fact, it’s impossible to affirm them
too much. Talk about your
organization’s values; put them on
your business cards, annual
reports, plaques, wall signs, and
job aids. In short, display them
anywhere your people, customers,
stockholders, and significant others
can see them.
73. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Walk your talk.
LEADERSHIP SMARTS
Without some method of locating
gaps between values and behavior,
identifying and communicating
core values will do more harm than
good. An organization that talks
about putting the Customer first,
for example, but fails to do so, is far
more likely to be judged harshly by
its people and Customers a like.
This means that it is vital for
organizations and their leadership
to “walk their talk.” They must
make every effort to become living
symbols of their organization’s
value system.
74. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Knowing where you’re going is the
first step to getting there.
LEADERSHIP SMARTS
Have you identified your mission
in life—your reason for being?
Establishing a personal mission
statement is an important
exercise that has helped me
define who I am, identify my
priorities, and keep my
perspective on target. It involves
identifying your passions. Let
God help you find the driving
force in your life. Doing so is the
first step to a happier and more
satisfied you.
75. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
As a leader, the most important earthly
relationship you can cultivate is your
relationship with yourself.
LEADERSHIP SMARTS
Do you really know yourself? Do you have a
personal mission statement that defines your
strengths and motivates you to be all God meant
you to be?
You might want to try an interesting activity that
will almost certainly help you develop a clearer
sense of purpose and personal identity: Write your
own obituary. I know it sounds strange—even a
little morbid. But this exercise is not about dying;
it’s about living. It will give you an opportunity to
adjust your life, describe the ideal you, and
define what it is you would like to be remembered
for. Why leave such important matters to chance?
God has a wonderful plan for your life. Let Him
help you establish your path and guide you as you
walk in it.
76. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Purpose can never be about
achievement; it is much bigger.
LEADERSHIP SMARTS
The beauty of writing your own obituary
before you die is that it serves as a
dream—a big picture of what you want
your life to be and mean. So, if you don’t
like the way your life is shaping up
right now, change it. Don’t hold back!
God made you, and He has always
intended for you to be the best that you
can be. He not only approves, but I have
found that He is willing and able to help
in your search for self-discovery. Quiet
yourself, pray, and listen to the voice
that says, “You are loved, richly and
unconditionally.”
77. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Purpose has to do with one’s calling –
deciding what business you are in as a person.
LEADERSHIP SMARTS
I once heard a story about Alfred Nobel, the originator of
the Nobel peace prize. When his brother died, Nobel got a
copy of the newspaper to see what was said about his
brother. He was shocked to discover that a dreadful error
had been made.
The paper had confused him with his brother and the
obituary he was reading was his own. As a young man,
Alfred Nobel had been involved in the invention of
dynamite, and his premature obituary elaborated on the
terrible death and destruction this powerful force had
brought into the world. Nobel was devastated. He wanted
to be known as a man of “peace.” He quickly realized
that if his obituary was to be re written, he would have to
do it himself by changing the nature of his life. So he did
just that. I dare say that Alfred Nobel is better known
today for his contribution to peace rather than for any
other thing he did in his life.
78. Ken Blanchard and Spencer Johnson
LEADERSHIP SMART
Your life is yours to design.
Make it all it can be!
LEADERSHIP SMARTS
Ken Blanchard , the Chief Spiritual
Officer of The Ken Blanchard
Companies founded in 1979, with his
wife Dr. Marjorie Blanchard.
Ken co-authored
The One Minute Manager ® with
Spencer Johnson, that sold more than
13 million copies in 25 languages.
A captivating and much sought-after
speaker, he is cofounder of the Center
for Faith Walk Leadership.
79. Ken Blanchard and Spencer Johnson
LEADERSHIP SMARTLEADERSHIP SMARTS
Thank You
and
be Blessed!
Timothy Wooi
Lean Principal Consultant Trainer,
Hands on certified Kaizen Specialist
cum TPM Facilitator with 30 over
years experience.
Add: 20C,Taman Bahagia,
06000, Jitra, Kedah
Email: timothywooi2@gmail.com
H/p: 019 4514007 (Malaysia)