Few lines on Integrity:
# "Cultivate the discipline of doing what should do when you have to do it."
# "Don't put off the important things in favor of easy and immediate things."
# ...Late in their lives, a lot of people regret all the missed opportunities and lost chances. But sadly, by then it's too late. It's like the saying, "If youth only knew, if age only could."
# "When the student is ready, the teacher appears." — Robin Sharma
# "When you enrich the relationship, you enhance the leadership."
# "Chickens come home to roost."
# "What goes around, comes around."
# "Every promise you break, no matter how small and seemingly inconsequential, steadily chips away at your character."
# "Every time you avoid doing right, you fuel the habit of doing wrong."
ईमानदारी और नैतिक दृढ़ता (Integrity) पर कुछ पंक्तियाँ:
# "जब जो करना चाहिए, उसे जब करना हो, उसी समय करने का अनुशासन विकसित करें।"
# "महत्वपूर्ण कार्यों को आसान और तुरंत किए जा सकने वाले कामों के पक्ष में टालते न रहें।"
# "...जीवन के अंतिम पड़ाव में बहुत से लोग उन अवसरों और संभावनाओं को खो देने का पछतावा करते हैं, जिन्हें उन्होंने कभी हाथ से जाने दिया था। लेकिन अफ़सोस, तब तक बहुत देर हो चुकी होती है। यह कहावत बिल्कुल सटीक बैठती है—“यदि जवानी को समझ होती और यदि बुढ़ापे में वह सामर्थ्य होती।”"
# "जब शिष्य तैयार होता है, तब गुरु प्रकट हो जाता है।" — रॉबिन शर्मा
# "जब आप रिश्ते को समृद्ध करते हैं, तो आप अपने नेतृत्व को भी सशक्त बनाते हैं।"
# "जैसा बोओगे, वैसा ही काटोगे।"
# "जो आपके साथ होता है, वही घूम-फिरकर आपके पास वापस आता है।"
# "आप जो भी वादा तोड़ते हैं—चाहे वह कितना ही छोटा और महत्वहीन क्यों न लगे—वह धीरे-धीरे आपके चरित्र की नींव को कमजोर करता जाता है।"
# "हर बार जब आप सही काम करने से बचते हैं, आप गलत काम करने की आदत को और मजबूत करते हैं।"
Notes from the Chapter 5: Disciple of Discipline
The fifth chapter of the book "Never Finished" is about Discipline.
In this chapter, David talks about his maternal grandfather and the lessons he gave in not-so-good packaging.
But despite loathing every bit of the routine and treatment he got from Sergeant Jack, David followed through, David endured.
It's funny because from Indian societies (where I come from) perspective, nana ji (as we call our maternal grandfather) is the most loving person after or equal to your paternal grandparents.
And if you'd read the book, you'd find that David loathed his maternal grandmother even more as jokingly described in the below excerpt by the author:
"All things being equal, I preferred to be outside. I considered most of the house a no-go zone because as badly as I felt I was being treated by Sgt. Jack, I much preferred him to Morna. She was also of mixed race and could pass for White if or when she needed to. She celebrated that fact by spraying the N-word around like an Ecolab exterminator hunting for a hive of cockroaches. More often than not, her favorite word landed on my head. For all the racists I met in Brazil, nobody called me “nigger” more than sweet grandma Morna, which only heightened the feeling that I was their personal slave."
But as David recalls later in his books, the kind of love that Sergeant Jack showed was "Tough love". Rather than organizing a pity party for David, Sergeant Jack shaped David in his formative years, building him up from the ground up.
~~~
"That's only a borderline difference between a stepping stone and a stumbling block."
अध्याय 5: अनुशासन के शिष्य से मिले नोट्स
किताब "Never Finished" का पाँचवाँ अध्याय अनुशासन (Discipline) के बारे में है।
इस अध्याय में डेविड अपने नाना जी और उन सीखों के बारे में बताते हैं, जो उन्होंने डेविड को बहुत अच्छे तरीके से नहीं, बल्कि कुछ हद तक कठोर तरीके से दीं।
लेकिन Sergeant Jack से मिले व्यवहार और उस पूरी दिनचर्या के हर हिस्से से नफ़रत करने के बावजूद, डेविड उससे पीछे नहीं हटे। उन्होंने उसे पूरा किया, सहा और उसके साथ डटे रहे।
यह बात थोड़ी मज़ेदार लगती है, क्योंकि भारतीय समाज के नज़रिए से (जहाँ से मैं आता हूँ), नाना जी — जैसा कि हम अपने maternal grandfather को कहते हैं — अपने दादा-दादी के बराबर या उनके बाद सबसे ज़्यादा प्यार करने वाले व्यक्ति माने जाते हैं।
और अगर आपने यह किताब पढ़ी होगी, तो आपको पता चलेगा कि डेविड अपनी नानी से तो और भी ज़्यादा नफ़रत करते थे। लेखक ने नीचे दिए गए अंश में इसे कुछ मज़ाकिया अंदाज़ में बताया है:
"बाकी सारी परिस्थितियाँ एक जैसी हों, तो मैं बाहर रहना ही पसंद करता था। मैंने घर के ज़्यादातर हिस्से को अपने लिए 'नो-गो ज़ोन' मान रखा था, क्योंकि Sergeant Jack मेरे साथ जितना बुरा व्यवहार करता था, उसके बावजूद मैं उसे Morna से कहीं ज़्यादा पसंद करता था। वह भी मिश्रित नस्ल की थीं और ज़रूरत पड़ने पर खुद को श्वेत बता सकती थीं। वह इस बात का जश्न इस तरह मनाती थीं कि 'N-word' को ऐसे चारों ओर बिखेरती रहती थीं, जैसे कोई Ecolab का कीट-नाशक कर्मचारी कॉकरोचों के छत्ते की तलाश कर रहा हो। ज़्यादातर बार उनका पसंदीदा शब्द मेरे सिर पर ही आकर गिरता था। ब्राज़ील में जितने भी नस्लवादी लोगों से मैं मिला, उनमें से किसी ने मुझे 'nigger' उतनी बार नहीं कहा, जितनी मेरी प्यारी नानी Morna ने — और इससे यह एहसास और भी गहरा हो जाता था कि मैं उनका निजी गुलाम था।"
लेकिन जैसा कि डेविड अपनी किताबों में बाद में याद करते हैं, Sergeant Jack ने जिस तरह का प्यार दिखाया, वह "Tough Love" था।
डेविड के लिए सहानुभूति की महफ़िल सजाने के बजाय, Sergeant Jack ने उनके शुरुआती और निर्णायक वर्षों में उन्हें गढ़ा — उन्हें बिल्कुल ज़मीन से उठाकर, नींव से मजबूत बनाया।
~~~
"सीढ़ी के पत्थर (stepping stone) और ठोकर के पत्थर (stumbling block) में सिर्फ़ नाम भर का अंतर होता है—फ़र्क़ इस बात से पड़ता है कि तुम उन पर गिरते हो या उन्हें पार करके आगे बढ़ते हो।"
Let Go Your Imperfections One By One... Be The Model
# "The imperfections of your character empower the imperfections of all those you lead."
# "When you are rude to someone an employee, you implicitly give him permission to be rude to someone else. When you lie to someone, you condone lying to someone else. When you are late for a meeting, you silently say that punctuality is not important."
# First step to change is to do your:
"Leadership Audit": Go deep within your heart and reflect on your strengths, and even more importantly on your weaknesses, as a leader. Get to know yourself. As I said earlier, awareness precedes change. Then as with all change initiatives, whether personal or organizational, start off small.
Small acts can lead to great results. Never forget that your people are looking to you to see what is acceptable behavior and what is not. So be the ideal of what you want your people to be. Get out of your palatial office suite you have barricaded yourself into and go talk to the people that really count - the men and women who look to you for leadership. Listen to them. Find out what makes them tick. Listen to their hopes and their dreams and their frustrations. Get a clear sense of what the environment is really like within your company. Most leaders haven't a clue about things like that.
As Yogi Raman once told me," The fish is often the last to notice the water in which it swims."
अपनी कमियों को एक-एक करके छोड़िए... स्वयं आदर्श बनिए
# "आपके चरित्र की कमियाँ, आपके नेतृत्व में आने वाले लोगों की कमियों को और अधिक ताकत देती हैं।"
# "जब आप किसी कर्मचारी के साथ रूखा व्यवहार करते हैं, तो अनजाने में आप उसे किसी और के साथ रूखा व्यवहार करने की अनुमति दे देते हैं। जब आप किसी से झूठ बोलते हैं, तो आप किसी और से झूठ बोलने को मौन स्वीकृति दे देते हैं। जब आप किसी बैठक के लिए देर से पहुँचते हैं, तो आप बिना कुछ कहे यह संदेश देते हैं कि समय की पाबंदी महत्वपूर्ण नहीं है।"
# बदलाव की पहली सीढ़ी है अपना "लीडरशिप ऑडिट" (Leadership Audit):
अपने हृदय की गहराइयों में जाइए और एक नेता के रूप में अपनी शक्तियों पर विचार कीजिए—और उससे भी अधिक महत्वपूर्ण, अपनी कमजोरियों पर। स्वयं को जानिए। जैसा कि मैंने पहले कहा है, **जागरूकता बदलाव से पहले आती है।**
फिर, हर बदलाव की पहल की तरह—चाहे वह व्यक्तिगत हो या संगठनात्मक—छोटे कदमों से शुरुआत कीजिए।
छोटे-छोटे कार्य बड़े परिणाम दे सकते हैं। यह कभी मत भूलिए कि आपके लोग आपकी ओर देखते हैं ताकि यह समझ सकें कि कौन-सा व्यवहार स्वीकार्य है और कौन-सा नहीं।
इसलिए, आप जो चाहते हैं कि आपके लोग बनें, उसका आदर्श स्वयं बनिए।
अपने उस आलीशान कार्यालय से बाहर निकलिए, जिसमें आपने स्वयं को चारों ओर से अलग-थलग कर रखा है, और उन लोगों से जाकर बात कीजिए जो वास्तव में मायने रखते हैं—वे स्त्री-पुरुष जो नेतृत्व के लिए आपकी ओर देखते हैं।
उनकी बात सुनिए। जानिए कि उन्हें किस चीज़ से प्रेरणा मिलती है, क्या चीज़ उन्हें उत्साहित करती है। उनकी आशाओं और सपनों को सुनिए, उनकी निराशाओं को समझिए। अपनी कंपनी के भीतर का वास्तविक वातावरण कैसा है, इसका स्पष्ट बोध प्राप्त कीजिए।
अधिकांश नेताओं को इन बातों की ज़रा भी वास्तविक समझ नहीं होती।
जैसा कि योगी रमन ने एक बार मुझसे कहा था:
"मछली अक्सर सबसे अंत में उस पानी को महसूस करती है जिसमें वह तैर रही होती है।"
David Goggins is a mind blowing, one-in-a-million personality.
And his mother Jackie Goggins is no less of a person.
I am writing this today after completing the fourth chapter of his second (2nd for me) book “Never Finished”.
In this chapter he talks about how to overcome whatever that's holding you back.
David says to overcome anything, however big or small, you've gotta face it, feel it and analyze it, burn in your mind whatever you can learn about it to be better able respond when next time you confront it.
And the way to do that is: controlled anger and controlled exposure.
Almost as if to say that “you plan for your next episode of anger and exposure.”
Some lines from the chapter:
# "What you call hell, he calls home.”
# When your self-worth goes away and you don’t deal with or accept your demons, they will continue to own you, and you will become a bottom feeder.
On importance of pauses called "Hard Stops" in life:
# Hard Stops allow military units and individual soldiers to reorg. That includes reloading your empty magazines, taking inventory of your ammunition, and rearranging your gear so you have access to loaded weapons and anything else you may need in the hours ahead. You also must take a hard look at your battle plan and get a clear sense of what it is you’re facing and where it will lead.
David Goggins एक हैरान कर देने वाली, लाखों में एक मिलने वाली शख्सियत हैं।
और उनकी माँ Jackie Goggins भी किसी मायने में उनसे कम नहीं हैं।
मैं यह आज लिख रहा हूँ, उनकी दूसरी किताब (मेरे लिए दूसरी) “Never Finished” का चौथा अध्याय पूरा करने के बाद।
इस अध्याय में वह बात करते हैं कि जो कुछ भी आपको पीछे खींच रहा है, उसे कैसे पार किया जाए।
David कहते हैं कि किसी भी चीज़ को पार करने के लिए—चाहे वह कितनी भी बड़ी या छोटी क्यों न हो—आपको उसका सामना करना होगा, उसे महसूस करना होगा और उसका विश्लेषण करना होगा। उसके बारे में जो कुछ भी आप सीख सकते हैं, उसे अपने दिमाग में इतनी गहराई से बैठाना होगा कि अगली बार जब आपका सामना उससे हो, तो आप बेहतर ढंग से प्रतिक्रिया दे सकें।
और ऐसा करने का तरीका है: नियंत्रित क्रोध (Controlled Anger) और नियंत्रित सामना (Controlled Exposure)।
लगभग ऐसा, जैसे वह कह रहे हों कि: “अपने अगले गुस्से और अगले सामना करने वाले क्षण की पहले से तैयारी करो।”
अध्याय की कुछ पंक्तियाँ:
# “जिसे तुम नर्क कहते हो, वह उसे अपना घर कहता है।”
# जब आपका आत्म-मूल्य (self-worth) खत्म हो जाता है और आप अपने भीतर के राक्षसों का सामना नहीं करते या उन्हें स्वीकार नहीं करते, तो वे लगातार आप पर हावी होते रहेंगे और अंततः आप सबसे निचले स्तर पर पहुँच जाओगे।
ज़िंदगी में “Hard Stops” यानी ठहराव के महत्व पर:
# Hard Stops सैन्य इकाइयों और व्यक्तिगत सैनिकों को खुद को फिर से व्यवस्थित करने का अवसर देते हैं। इसमें खाली मैगज़ीन को दोबारा भरना, अपने गोला-बारूद का जायज़ा लेना और अपने सामान को इस तरह व्यवस्थित करना शामिल है कि आगे आने वाले घंटों में भरे हुए हथियारों और ज़रूरत की दूसरी चीज़ों तक आसानी से पहुँचा जा सके। आपको अपनी युद्ध-योजना पर भी एक कठोर नज़र डालनी होती है और यह स्पष्ट रूप से समझना होता है कि आपके सामने क्या है और वह आपको कहाँ ले जाएगा।
व्यक्ति को किसी संकट से बचने के लिए धन की रक्षा करनी चाहिए। धन जमा करना चाहिए, क्योंकि धन अथवा लक्ष्मी को चंचल माना गया है। उसके सम्बन्ध में यह नहीं कहा जा सकता कि वह कब नष्ट हो जाएगी। परन्तु प्रारम्भिक बात पर यह प्रश्न उठता है कि यदि आदमी विपत्ति के लिए धन का संचय करता है और दुःख से बचने के लिए धन बचाता है, तो उसे दुःख प्राप्त होने की सम्भावना ही कहाँ रह जाती है? ऐसे में चाणक्य स्वयं उत्तर देते हैं कि लक्ष्मी सदा अस्थिर रहती है। उसका स्वभाव चंचल है, इसीलिए जमा किया हुआ धन भी किसी समय नष्ट हो सकता है।
इसका एक अभिप्राय यह भी निकलता है कि व्यक्ति को विपत्ति से बचने के लिए केवल धन-संचय पर ही भरोसा नहीं करना चाहिए। उसे अपनी शक्ति, बुद्धिमत्ता और उद्यम के साथ-साथ किसी ऐसी शक्ति पर भी भरोसा करना चाहिए जो सर्वशक्तिमान् हो। ऐसा केवल प्रभु के सम्बन्ध में ही कहा जा सकता है, क्योंकि उसी की कृपा से प्राप्त शक्ति के अनुसार मनुष्य धन का संचय कर पाता है और उस प्रभु की कृपा के कारण ही सञ्चित धन को बचाया भी जा सकता है। उसकी कुपित दृष्टि से अथवा व्यक्ति के अपने अनुचित कार्यों के कारण अर्जित सम्पत्ति के नष्ट होने में देर नहीं लगती।
प्रायः अनेक परिवारों में यह देखा गया है कि परिवार के जिन मुखिया व्यक्तियों ने अपने परिश्रम, बुद्धिमत्ता और कार्यक्षमता से सम्पत्ति का निर्माण किया, उनकी सन्तानों ने कुछ ही दिनों में देखते-देखते उस सम्पत्ति को नष्ट कर दिया। इससे स्पष्ट है कि लक्ष्मी चलायमान होती है और व्यक्ति के कार्यों के कारण ही स्थिर रहती है।
प्रकृति के अनेक प्राणी इस बात के उदाहरण हैं कि वे संकट के समय सुख से बिताने के लिए उपभोग की सामग्री का संचय करते रहते हैं। यही उनकी सम्पत्ति होती है। चींटियाँ बरसात आने से पहले अपने बिलों में अन्न का भण्डार इकट्ठा कर लेती हैं, ताकि बाहर जब जल-थल एक हो जाता है और निकलने में कठिनाई होती है, तब वे सुख से बैठकर उसका उपभोग कर सकें। परन्तु वे नहीं जानतीं कि कब पानी की लहर उनके सञ्चित भण्डार को नष्ट कर देगी। इस बात का यह अर्थ भी नहीं कि लक्ष्मी के चलायमान होने के कारण व्यक्ति उसका संचय ही न करे। व्यक्ति को ऐसा प्रयत्न करना चाहिए कि वह अपने कर्मों से लक्ष्मी को स्थिर रूप से अपने पास रखने में समर्थ हो सके।
In English...
“One should protect one's wealth for times of adversity; for the wealthy, what adversity can there be? Yet, fortune is fickle, and even accumulated wealth may one day perish.”
— Chanakya Niti, Verse 7
A person should safeguard his wealth in order to protect himself from times of crisis. One should save and accumulate wealth because wealth, or Lakshmi, is considered fickle and unstable. No one can say when it may be lost. However, this raises a question regarding the first part of the verse: if a person accumulates wealth for times of adversity and saves money to protect himself from suffering, then where is the possibility of suffering in the first place? Chanakya himself provides the answer: Lakshmi is always unstable. Her nature is fickle, and therefore even accumulated wealth can be lost at some point.
Another meaning that can be drawn from this is that a person should not rely solely on the accumulation of wealth to protect himself from adversity. Along with his own strength, intelligence, and effort, he should also place his faith in a power that is omnipotent. Such a power can only be understood as the Supreme Lord, because it is through His grace that a person receives the ability and strength to accumulate wealth, and it is also through His grace that accumulated wealth can be preserved. Because of His displeasure, or because of a person's own wrongful actions, it does not take long for the wealth one has earned to be destroyed.
It is often observed in many families that the heads of the family who built their wealth through their hard work, intelligence, and capabilities see their children squander that wealth within a very short period of time. This clearly shows that Lakshmi is ever-moving and remains with a person only as long as his actions and conduct enable her to remain there.
Many creatures in nature provide examples of this principle. In preparation for difficult times, they continue to accumulate things they can consume so that they may live comfortably during periods of crisis. These stored resources constitute their wealth. Before the arrival of the monsoon, ants collect and store food in their nests so that when the outside world becomes flooded and it becomes difficult to venture out, they can remain safely inside and consume their stored provisions. Yet they do not know when a wave of water might destroy their accumulated stores.
This does not mean, however, that a person should stop accumulating wealth simply because Lakshmi is fickle and constantly changing. Rather, a person should make every effort to ensure that, through his actions and conduct, he becomes capable of keeping Lakshmi steadily by his side.
You can negotiate anything (Notes from chapters 1 to 3)
This is, loosely speaking, my 17th book on negotiation, and strictly speaking, I've read more than that.
When you hear that it's a "book on negotiation", you'd think it's some formal discourse on an essential business skill.
Two corrections to that:
#1 this book is definitely not a discourse
#2 And second: negotiation is not just a business skill.
The book starts about negotiation the way Shiv Khera started his book "You can sell" about the art of selling.
Here's one line for the lessons from the openings of the books: Everyone is selling and everyone negotiates.
The first important lesson from the book was: the outcome of negotiation for the negotiator depends on his or her strengths on three of the below dimensions:
Information: The other side seems to know more about you and your needs than you know about them and their needs
Time: The other side doesn't seem to be under the same kind of organizational pressure, time constraints, and restrictive deadlines as you feel you're under.
Power: The other side always seems to have more power and authority than you think you have.
The second chapter makes the point that everything is negotiable - even the prices in one-price stores.
Then near the chapter end, it argues "but should you really negotiate?"
And the answer to that question comes from three questions specifically about you, that you should answer for yourself:
(1) Am I comfortable negotiating in this particular situation?
(2) Will negotiating meet my needs?
(3) Is the expenditure of energy and time on my part worth the benefits that I can receive as a result of this encounter?
That's all for now!
Happy Reading!
BE THE MODEL
# I read a while ago that Gandhi was once approached by a follower who asked the great man the secret to changing those around him. Gandhi thought for a moment and then replied, "you must be the change". And that's really the secret to fostering character and integrity within your teams. You need to be the change you desire.
# Don't expect others to become anything more than you are willing to become yourself.
# You need to be the model your followers will emulate. People do what people see.
# Seneca captured this when he observed, "I will govern my life and thoughts as if the whole world were to see the one and read the other."
# "Visionary leaders become their own best ambassadors. They become shining examples of what they expect their people to be."
# Don't push your people to work harder with fewer resources while you take an extra afternoon off to play golf. Don't cut employee benefits while you, at the same time, refurbish your office. Don't tell your people to buy into your vision of the future while you quietly plan your exit strategy. People are not stupid. They can tell whether you are honorable or not.
# Live your leadership. Become one of those few leaders who has the character to go from knowing what's right to doing what's right to being what's right. Remember what Socrates said, "The first key to greatness is to be in reality what we appear to be".
# Integrity is doing what you say and saying what you do.
# Leadership builds on the principle of integrity, not "ends-justify-the-means" philosophy.
# Visionary leaders care less about appearing right than doing right.
# The leader with integrity will never let his lips betray his heart and will always let his principles guide his actions.
# So what are these principles that someone can a great leader stands for?
There are the Gandhian factors: Honesty, Industry, Patience, Perseverance, Loyalty, Courage and Humility.
# Principles are to people what roots are to trees. Without roots, trees fall when they are thrashed by the winds. Without principles, people fall when they are shaken by the gales of existence."
— 19th Century Spanish Philosopher Carlos Reyles
According to Indian mythology, all people on earth were once gods.
However, they began to abuse their power so the supreme god, Brahma, decided he would take this gift away from them and hide the godhead in a place where they would never find it.
One advisor suggested it be buried deep within the ground, but Brahma didn't like that idea. 'Mankind will one day dig deep enough to find it,' he said.
Another advisor suggested it be hidden in the deepest part of the ocean.
'No,' said Brahma, 'one day mankind will dive deep enough to discover it.'
Yet another advisor suggested the godhead be placed on the highest peak of the highest mountain, but Brahma replied, 'No, mankind will eventually find a way to climb to the top and take it.'
After silently thinking about it, the supreme god finally found the ideal resting place for that greatest of all gifts.
'Here's the answer: Let's hide it within man himself. He will never think to look there."
"Great story," I offered sincerely.
Moral of the story:
All people have more energy and ability within them than they could ever imagine.
Your job, as a leader, is to uncover this truth for the benefit of your people.
...It made me think about the story of the lighthouse-keeper that my grandfather used to tell me.
The lighthouse-keeper had only a limited amount of oil to keep his beacon lit so that passing ships could avoid the rocky shore.
One night, the elderly man who lived close by needed to borrow some oil to light his home, so the lighthouse-keeper gave him some.
Another night, a traveler begged for some oil to light his lamp so he could continue his journey.
The lighthouse-keeper also complied with this request and gave him the oil he needed.
The next night, the lighthouse-keeper was awakened by a mother banging on his door. She prayed for some oil so that she could illuminate her home and feed her family. Again he agreed.
Soon all his oil was gone and his beacon went out.
Many ships ran aground and many lives were lost because the lighthouse-keeper forgot to focus on his priority.
He neglected his primary duty and paid a high price.
Once a young student traveled many miles to find a famous spiritual master.
When he finally met this man, he told him that his main goal in life was to be the wisest man in the land. This is why he needed the best teacher.
Seeing the young boy's enthusiasm, the master agreed to share his knowledge with him and took him under his wing.
'How long will it take before I find enlightenment?' the boy immediately asked.
'At least five years,' replied the master.
'That is too long,' said the boy.
'I cannot wait five years! What if I study twice as hard as the rest of your students?'
'Ten years,' came the response.
'Ten years! Well, then how about if I studied day and night, with every ounce of my mental concentration? Then how long would it take for me to become the wise man that I've always dreamed of becoming?'
'Fifteen years,' replied the master.
The boy grew very frustrated.
'How come every time I tell you I will work harder to reach my goal, you tell me it will take longer?'
'The answer is clear,' said the teacher. 'With one eye focused on the reward, there is only one eye left to focus on your purpose.'”
#1 The ultimate test of the visionary leader is to dignify and honor the lives of those he leads by allowing them to manifest their highest potential through the work they do.
#2 The greatest privilege of leadership is the chance to elevate lives.
#3 "The unhappiness, unrest and unrest in the world today are caused by people living far below their capacity."
— Abraham Maslow
#4 "One of the hallmarks of visionary leadership lies in the translation of positive intentions into tangible results."
#5 The Law of Diminishing Intent
The longer you wait to implement a new idea or strategy, the less enthusiasm you will have for it.
#6 "Whatever you can do and dream you can do, begin it. Boldness has genius, power and magic."
— German Philosopher Johann von Goethe
#7 "Common sense is anything but common."
— Voltaire
"Great followership begins the day your people sense you truly have their best interests in mind."
How do visionary leaders show their followers that they really do have their best interests in mind?
Answer: Through "Principle of Alignment": Your compelling cause, your vision, your mission should be aligned with the interests of the people under your leadership.
# "Truth precedes trust."
# Great leadership precedes great followership.
# "Leadership precedes followership."
# "People who feel superb about themselves generate superb results."
# "When you, as a leader, dedicate yourself to liberating rather than stifling the talents of the people under your leadership, you will reap quantum results in terms of loyalty, productivity, creativity and devotion to your compelling cause."
From the book "Leadership Wisdom From The Monk Who Sold His Ferrari" by Robin SharmaCH5: The ritual of a compelling future focus (Part 2)
Role: Responsibility
Leader: To tell the "Why?"
Manager: To tell the "How?"
Team member: To do the "What?"
On HopeOrison Swett Marden:
"There is no medicine like hope, no incentive so great, and no tonic so powerful as expectation for something better tomorrow."
On Not Focusing on Rewards
"Do not focus on rewards, focus on purpose. With one eye focused on the reward, there is only one eye left to focus on your purpose."
On Contribution
"You need to concentrate on contribution. Giving begins the receiving process, that's the irony."
"A little bit of fragrance always clings to the hand that gives you roses."
