Why leaders fail

Here i am very happy to share , why leaders are fail themself. here shared what i have absobed from article.

By Mark Sanborn, CSP, CPAE

Donald Trump, paragon of the real estate world, files for bankruptcy. Richard Nixon, 37th U.S. President, resigns the presidency over the Watergate scandal. Jennifer Capriati, rising tennis star, enters a rehabilitation center for drug addicts. Jim Bakker, renowned televangelist, is convicted of fraud.

In the recent past, we've witnessed the public downfall of leaders from almost every area of endeavor—business, politics, religion, and sports. One day they're on top of the heap, the next, the heap's on top of them.

Of course, we think that such catastrophic failure could never happen to us. We've worked hard to achieve our well-deserved positions of leadership—and we won't give them up for anything! The bad news is: the distance between beloved leader and despised failure is shorter than we think.

Ken Maupin, a practicing psychotherapist and colleague, has built his practice on working with high-performance personalities, including leaders in business, religion, and sports. Ken and I have often discussed why leaders fail. Our discussions have led to the following "warning signs" of impending failure.

WARNING SIGN #1: A Shift in Focus

This shift can occur in several ways. Often, leaders simply lose sight of what's important. The laser-like focus that catapulted them to the top disappears, and they become distracted by the trappings of leadership, such as wealth and notoriety.

Leaders are usually distinguished by their ability to "think big." But when their focus shifts, they suddenly start thinking small. They micro manage, they get caught up in details better left to others, they become consumed with the trivial and unimportant. And to make matters worse, this tendency can be exacerbated by an inclination toward perfectionism.

A more subtle leadership derailer is an obsession with "doing" rather than "becoming." The good work of leadership is usually a result of who the leader is. What the leader does then flows naturally from inner vision and character. It is possible for a leader to become too action oriented and, in the process, lose touch with the more important development of self.

What is your primary focus right now? If you can't write it on the back of your business card, then it's a sure bet that your leadership is suffering from a lack of clarity. Take the time necessary to get your focus back on what's important.

Further, would you describe your thinking as expansive or contractive? Of course, you always should be willing to do whatever it takes to get the job done, but try never to take on what others can do as well as you. In short, make sure that your focus is on leading rather than doing.

WARNING SIGN #2: Poor Communication

A lack of focus and its resulting disorientation typically lead to poor communication. Followers can't possibly understand a leader's intent when the leader him- or herself isn't sure what it is! And when leaders are unclear about their own purpose, they often hide their confusion and uncertainty in ambiguous communication.

Sometimes, leaders fall into the clairvoyance trap. In other words, they begin to believe that truly committed followers automatically sense their goals and know what they want without being told. Misunderstanding is seen by such managers as a lack of effort (or commitment) on the listener's part, rather than their own communication negligence.

"Say what you mean, and mean what you say" is timeless advice, but it must be preceded by knowing what you mean! An underlying clarity of purpose is the starting point for all effective communication. It's only when you're absolutely clear about what you want to convey that the hard work of communicating pays dividends.

WARNING SIGN #3: Risk Aversion

Third, leaders at risk often begin to be driven by a fear of failure rather than the desire to succeed. Past successes create pressure for leaders: "Will I be able to sustain outstanding performance?" "What will I do for an encore?" In fact, the longer a leader is successful, the higher his or her perceived cost of failure.

When driven by the fear of failure, leaders are unable to take reasonable risks. They want to do only the tried and proven; attempts at innovation—typically a key to their initial success—diminish and eventually disappear.

Which is more important to you: the attempt or the outcome? Are you still taking reasonable risks? Prudent leadership never takes reckless chances that risk the destruction of what has been achieved, but neither is it paralyzed by fear. Often the dance of leadership is two steps forward, one step back.

WARNING SIGN #4: Ethics Slip

A leader's credibility is the result of two aspects: what he or she does (competency) and who he or she is (character). A discrepancy between these two aspects creates an integrity problem.

The highest principle of leadership is integrity. When integrity ceases to be a leader's top priority, when a compromise of ethics is rationalized away as necessary for the "greater good," when achieving results becomes more important than the means to their achievement—that is the moment when a leader steps onto the slippery slop of failure.

Often such leaders see their followers as pawns, a mere means to an end, thus confusing manipulation with leadership. These leaders lose empathy. They cease to be people "perceivers" and become people "pleasers," using popularity to ease the guilt of lapsed integrity.

It is imperative to your leadership that you constantly subject your life and work to the highest scrutiny. Are there areas of conflict between what you believe and how you behave? Has compromise crept into your operational tool kit? One way to find out is to ask the people you depend on if they ever feel used or taken for granted.

WARNING SIGN #5: Poor Self Management

Tragically, if a leader doesn't take care of him- or herself, no one else will. Unless a leader is blessed to be surrounded by more-sensitive-than-normal followers, nobody will pick up on the signs of fatigue and stress. Leaders are often perceived to be superhuman, running on unlimited energy.

While leadership is invigorating, it is also tiring. Leaders who fail to take care of their physical, psychological, emotional, and spiritual needs are headed for disaster. Think of having a gauge for each of these four areas of your life—and check them often! When a gauge reaches the "empty" point, make time for refreshment and replenishment. Clear your schedule and take care of yourself—it's absolutely vital to your leadership that you continue to grow and develop, a task that can be accomplished only when your tanks are full.

WARNING SIGN #6: Lost Love

The last warning sign of impending disaster that leaders need to heed is a move away from their first love and dream. Paradoxically, the hard work of leadership should be fulfilling and even fun. But when leaders lose sight of the dream that compelled them to accept the responsibility of leadership, they can find themselves working for causes that mean little to them. They must stick to what they love, what motivated them at the first, to maintain the fulfillment of leadership.

To make sure that you stay on the track of following your first love, frequently ask yourself these three questions: Why did I initially assume leadership? Have those reasons changed? Do I still want to lead?

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Heed the Signs

The warning signs in life—from stop lights to prescription labels—are there for our good. They protect us from disaster, and we would be foolish to ignore them. As you consider the six warning signs of leadership failure, don't be afraid to take an honest look at yourself. If any of the warnings ring true, take action today! The good news is: by paying attention to these signs and heeding their warnings, you can avoid disaster and sustain the kind of leadership that . is healthy and fulfilling for both yourself and your followers.

paul newman

Academy award, golden globe,Cannes award, and emmy award-winning american method actor and film director. Founder of new's own, a food company of which all profits and royalties donated to charity.

1.Every time i get a script it's a matter of trying to know what i could do with it. I see colors, imagery. It has to have a smell. it,s like falling in love. you can,t give reason why.

2. If you don't have enemies, you don't have character.

3. if you start thinking that the single ingredient that makes you successful,it really undermines your sense of your own value.

4.We are successful because we dont take ourselves too seriously.

5.there are three rules for running a business; fortunately, we don't know any of them.

------by Paul newman.

Peter Lynch

The Rise of the Fidelity Magellan Fund and popular investment books.

1.In this business if you are good, you are right six times out of ten. you are never going to be right nine times out of ten.

2.Go for a business that any idiot can run- because sooner or later, any idiot probably is going to run it.

Golden Rule of Your life

1. Dont consider other criticism
2. Dont give more importance for others words
3. Use others criticism for life development
4. if somebody hurt you say yourself , you don't have a power to upset me.
5. Do what you like to do.
6. work everyday towards yours dream.
7. Have courage to achieve your goal.

Principle of Leadership

ohn

Gardner, in his book On Leadership described Douglas MacArthur as a brilliant strategist, a farsighted administrator, and flamboyant to his fingertips. MacArthur developed a list of questions to guide him in his leadership duties. These principles can be applied to any leadership situation.



Do I heckle my subordinates or strengthen and encourage them?

Do I use moral courage in getting rid of subordinates who have proven themselves beyond doubt to be unfit?

Have I done all in my power by encouragement, incentive and spur to salvage the weak and erring?

Do I know by NAME and CHARACTER a maximum number of subordinates for whom I am responsible? Do I know them intimately?

Am I thoroughly familiar with the technique, necessities, objectives and administration of my job?

Do I lose my temper at individuals?

Do I act in such a way as to make my subordinates WANT to follow me?

Do I delegate tasks that should be mine?

Do I arrogate everything to myself and delegate nothing?

Do I develop my subordinates by placing on each one as much responsibility as he can stand?

Am I interested in the personal welfare of each of my subordinates, as if he were a member of my family?

Have I the calmness of voice and manner to inspire confidence, or am I inclined to irascibility and excitability?

Am I a constant example to my subordinates in character, dress, deportment and courtesy?

Am I inclined to be nice to my superiors and mean to my subordinates?

Is my door open to my subordinates?

Do I think more of POSITION than JOB?

leadership now Do I correct a subordinate in front of others?

On becoming a manager

By John Baldoni

It might have seemed like a good idea. After all the team had gotten off to poor start by losing its first three games, the coach asked that a huge stump be installed in the players locker room. Under the slogan, “Keep on Chopping” the coach invited players to take turns whacking at the stump. During a team meeting for everyone except special teamers, the punter decided to try his hand at the stump by himself. Unfortunately, his foot got in the way. The coach admitted the ploy was a good one; the team had won one game. The punter was, however, sidelined for future games while his foot heals and the stump was removed. While this motivational stunt turned fiasco has more in common with the Darwin Awards than effective motivation, it is typical of the kind of thinking (or more accurately non thinking) that managers will employ to get their people focused and enthused. 1

Another manager, we’ll call him Jeff, did not resort to trickery when he tried to help his team. He put his heart and soul into the work. The only trouble was the work he devoted to himself to was not his, but everyone else’s. A gifted engineer, Jeff spent hours after work helping his employees with design and execution. So intent at trying to push the project forward, Jeff became the do it yourselfer on steroids. After a while, his employees grew frustrated at Jeff’s meddling and just sat back and let him go. Sadly, after six months of too many nights and weekends, Jeff’s team showed no signs of nearing completion. Jeff was replaced and the project went forward under a different manager, who shepherd the team and the project to a successful conclusion.

Common Mistake

Both the coach and the manager made a fundamental mistake; they both acted like players or employees rather than the person in charge. This is understandable since the coach had been an all star linebacker and the manager was an engineering whiz. But once they assumed the mantle of management they forgot the first rule of management: managers do not do, they enable. Management today is a process of providing the help and the resources to others to enable them to do their jobs. What the coach and manager did occurs all too often in all too many organizations worldwide. Managers think like employees instead of as managers. The results are worse than cuts and burnout, they are often the cause of lower production, weak performance, poor morale and career burnout. Often the heart of the problem lies with a manager not understanding his job. After all, he was promoted into management by doing whatever he was good at. The head coach was a former All Pro player and good defensive coordinator; the manager was gifted engineer with a talent for problem solving and creative thinking. Somewhere along the line neither received the development he needed to become a manager. This shortcoming occurs far too often. Men and women are trust into management positions for which they are ill prepared and the results can be disastrous.

There are so many managers that we take for granted what they do. But becoming a manager is a huge leap of faith. It requires a letting go of everything you have been doing in order to move into a role that requires you help others do what you have been doing. Instead of being an engineer, graphic artist, or reporter, you become a chief engineer, creative director, or editor. Those are important positions requiring management responsibilities. You have to think and do differently.

What Organizations Can Do

So what can organizations do to prepare their people? A great deal. Here are some key things to consider.

Develop. Grow your manager as you grow your employees. Managers are the linchpins of the organization. While they may be adept at their core competency, they need to learn the skills of management, such as planning, delegation, and evaluation. Keep them learning and they will pay for their salaries many, many times over. Forget them and they will cost their organizations many times their salary.

Educate. Send the manager to school. Most business schools have fine executive education programs. If those are not practical, check out the local community college. Many run programs for first time supervisors for an extremely reasonable fee. They are well worth it.

Train. While training and development (and even education) are used interchangeably, management training refers to the basics of the administrative discipline. Depending upon the field, the basics may include courses in accounting, database management, and inventory control as well as ethics and business law.

Mentor. Many successful organizations, such as General Electric, 3M and the U.S. Army, have very success mentoring programs. Mentoring programs should begin before the manager assumes a supervisory position, but if not, as soon after as possible. The mentoring need not involve a senior leader; it could involve someone in another department one or two levels above the new manager. The point is to allow a relationship to develop. Just like CEOs like to club with fellow CEOs, fellow managers need to spend time with their peers, not simply discussing business issues, but also engaging in practical managerial topics about people and systems.

What Managers Must Do

New managers play an important role in the development process. They are the ones who will make the difference and therefore must assume chief responsibility for their careers. Some suggestions:

Think. There is a famous photograph of Thomas Watson, Sr., the legendary CEO of IBM, seated at his desk under a sign bearing a single word, “Think.” That Watson, an consummate salesperson and inherently a man of action not reflection, would embrace the concept of thinking is revelatory, but obvious upon reflection. Watson knew that no matter what your intention, no matter what your drive, you could only be as good as what you planned. 2 And if you want to plan, you need to think. Think ahead. And as a manager, think of the consequences of action (what will happen if I do this?) as well as inaction (what will happen if I do nothing?). That’s turning thinking into an action step and by extension a sound management practice.

Communicate. People need to know what they are supposed to do and what is expected of them. That is why managers must become relentless communicators who speak clearly, listen always, and learn from what they see and hear. Part of being an effective communicator is being seen as well as heard. Walk the halls. Eat in the company cafeteria. Good communicators also learn to ask questions as a means of finding out what is going on and also demonstrating that they care.

Administer. One of the least understood words in the management lexicon, administration combines the dexterity of a pianist with the deftness of a magician. Ministers from which the word derives are in the habit of managing the details of projects. The discipline inherent within management is the ability to get things done through a series of transactions.

Support. The role of a manager is akin to that of a coach. Managers cease to do the “actual work,” i.e., the accounting, the engineering, the purchasing, or whatever. They enable their people to do it. It requires great self discipline to stop doing something in which you have excelled in order to take on a support role. In other words, you stop playing the game and you stand on the sidelines. The difference is you are not a spectator; you are a coach, helping the others to play the game to their very best abilities.

Reflect. Managers are evaluated by their accomplishments. “What did you do today” is the mantra to which most managers adhere. So much so that they do not take the time to reflect on what they have done and how they got there. The former president of Saturn, Skip LeFauve, an engineer turned executive, suggested that managers make time for reflection by scheduling it on their calendars.

Reason To Lead

There is one element of management that we have not discussed: leadership. It’s been said often that manager administer, leaders inspire. This is true, but you cannot really be effective unless you do both. Managers must incorporate elements of leadership into their managerial practice. The most important of which is a sense of personal leadership; that is, the feeling that “I can make a positive difference.” From that mindset, or really character framework, springs the sense of leading others. Leadership itself is about doing what is right and good for individuals and the organization. It is about moving people forward to a better place. This does not mean that leaders are pie in the sky softies. Leaders, like managers, will make hard decisions about people issues: hiring, job assignments, promotions, and of course, terminations. They must also look over the horizon at what is coming next. But, most importantly, leaders lead from a people point of view, helping people do their work and in the process achieve their potential. You really cannot have effective leadership without effective management. And often the reverse is true. Managers should aspire to lead, and leaders should respect the discipline of management because ultimately leadership is about results. And that’s the same as management.
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Keep the Faith

Becoming a manager is, for many, a thankless job. But with the right preparation and the right mindset it can be fulfilling career option, one that leads to powerful self awareness as well as a greater gift, the ability to get things done through the efforts of others. All it takes is a willingness to learn and a commitment to growth and development. Oh, there’s one. more thing. Keep your people away from all sharp objects.

The focus of the Leadership

By Michael McKinney

American newspaper commentator Walter Lippmann defined leaders as "the custodians of a nation's ideals, the beliefs it cherishes, of its permanent hopes, of the faith which makes a nation out of a mere aggregation of individuals."

Custodians. The word means a keeper, a guardian, or a caretaker. It is a proactive word that implies action on the part of the bearer. Custodians hold something in trust on behalf of others. It is not a behavior motivated out of self-interest.

A custodian then, is an individual who upholds what is best for all people even if it may not be in their own interest to do so. A custodial role must be approached as a temporary role, preserving something greater than the self—principles of enduring and lasting value. This is an attitude of mind that focuses on the task at hand and not on what the leader may gain from the position. It implies a caring and concerned relationship between leaders and followers; individuals motivated by their constituents' best interests.

This idea seems at odds with what we see happening around us today. In all too many arenas, we see many of our leaders holding nothing in trust for those they purport to serve but advancing only their own ideals and hopes.Today, it is often difficult to tell if our leaders are serving themselves or us. And it is all too common to find leaders simply helping themselves to privilege and power. Mismanagement, deceit, greed, and frying-pan-into-the-fire problem solving all beg the question, "Where are our leaders leading?" "To whom can we look to for the direction we need?" Is Lippmann's statement merely an idealistic, unrealizable dream?

Choosing Service Over Self-interest

Throughout time, leaders who have exhibited the proper kind of custodianship—leaders who have sought service over self-interest—have been held in high regard. We gladly look to them for direction and guidance in times of indecision, turmoil and trouble.

One such custodian stood out in the Fifth century BC. The Roman army was surrounded. The country was in need of a leader who would seize the moment and turn the situation defeat into victory. They called upon a man who was out plowing his field, a farmer. He came. He saw. He conquered. He went home. Cincinnatus gained fame for his selfless devotion to his country. This half-legendary hero of the Roman Republic gave his all in a time of crisis and then gave up the reins of power when the task was done and went back to his plow.

In more modern times, America's first President, George Washington, considered "the Father of his Country," provides a paramount example of this same kind of custodial leadership that Lippmann espoused.

Washington was an aristocratic gentleman farmer of distinctive character. When called upon to defend the interests of a fledgling nation as Commander in Chief of the Revolutionary Army during the American War of Independence, he rose to the challenge and persevered against all odds. Then, after eight and a half years of being the most powerful man in America, he resigned his commission and returned to his agricultural pursuits.

Not surprisingly, he became the reluctant, yet automatic and unanimous choice for the first president of the United States. He served two terms. His final and perhaps greatest act of service to his country was that like Cincinnatus, who he had often been compared to by his contemporaries, he stopped serving and retired back to his Mount Vernon estate in Virginia.

Washington is remembered for his strength of character and discipline, his loyal patriotism, his principled leadership and selfless devotion to public duty. He held in trust for the American people the very values and beliefs that made their nation possible without regard for his own gain.

In reality, true leadership is and has always been a selfless action. It involves taking yourself out of the picture and considering the needs of others. It is a way of thinking that takes other people into account even when your own needs are pressing. It asks what is right or best in the wider interest. Few would doubt the need for more leaders like Cincinnatus and George Washington today. Leaders who will complete the job they were asked to do without regard for themselves; leaders who will lead and not merely register the popular will of the people. Yet it would be difficult to build a consensus as to how a leader might do that; how a leader might be a custodian of or hold in trust a nation's or a groups values and beliefs.

How might we answer this question in a world that has seemingly grown unmanageable? Today our world is faced with serious, even life-threatening problems of a global nature. Where will we find the wisdom necessary that might be applied to modern civilization's most pressing dilemmas?

Leadership Is Everyone's Business

Clearly, leadership is an issue that affects all of us. Not only are we impacted by it, but also, we are all called upon to exercise it. Whether we are called upon to be involved in leading government or business, guiding young minds, leading a family, standing for what is right, or organizing a dinner, a carpool, or a household, everyone has a leadership role to play. We are each thrust into many different leadership roles again and again, throughout our lives. We are each called upon to be custodians of what is right and good, lasting and of value, for those in our care.

Surprisingly, this idea of custodianship even runs through the writings of the Renaissance writer often thought to be one of the most cynical yet most observant political thinkers of all time, Niccolò Machiavelli. Machiavelli insisted that leadership was virtuous only if the good of the community was sought out and achieved above all else. A good leader, in other words, was a steward of the community.

When we are called upon to lead, what kind of custodian we will be depends greatly on what we understand a custodian to be, on how we think about other people, and on how we determine what is right and worth holding in trust.

The word custodian as we are applying it here is the same as the word steward that we find in the pages of the Bible and used throughout history. A custodian or steward performs the task of watching over that which is placed in their trust by the one who owns it or for those who will benefit by it. It is a service performed for others. It is not about ownership or control. It is not a technique. It is who the leader is. It is an attitude—a state of being—a way of looking at the world. But it is not the passive, hands-off leadership that some have attributed to this way of thinking. It is a component of leadership that leaders were not intended to function without.

In the context of what Mr. Lippmann is talking about, it means not only maintaining the vision of and faith in those ideals, beliefs and hopes but, living those values as a model and example for others to follow. It means raising the sights and holding the focus of those we lead such that they are empowered to reach their potentials. It means enabling people by getting the roadblocks out of their way and often out of their thinking. To do this, of course, the leader must grasp the larger picture at all times and hold the course for the benefit of all.

Understanding Servant Leadership

In the widening chasm between what we want and expect from our leaders and what we are getting, it seems only natural to take a hard look at leadership itself. And many do. Finding the leadership we see around us lacking, our traditional views of leadership might seem to be archaic. Out of what can only be frustration, we often find many traditional ideas tossed out for new and myopic ideas of what leadership is all about. Due to real and perceived problems with what we have seen leaders doing, the faults of the old views seem sufficient to float the new. The self-serving nature of many of the leaders we have looked to in the past, have led some to call for more passive, follower-driven leadership.

One such version has called for replacing leadership with a concept called "stewardship." Although this might look at first blush to be what Mr. Lippmann was referring to, it is not. Neither does it refer to the biblical concept. Stewardship cannot replace leadership because indeed it is an integral part of it.

This nouveau-stewardship, as we will refer to it here, has as a guiding principle, the belief that others have the knowledge and the answers within themselves. As such, there is no need to manage other adults. No need to teach others how to think, behave or conduct themselves. While this sounds very appealing, democratic, liberating and almost mystically primal, it is naïve. We know from experience that people do not always act in their own best interest.
The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.
— Max DePree

All of this might sound arrogant to an age that has placed in higher esteem personal knowledge over external guidance. As the structures and institutions that have traditionally provided us with external guidance are dissolving—the family, schools and religion—the desire to believe that we are our own best source of wisdom and will act in our own best interest, is strong. Theoretically, it would seem to make sense. Practically, it has never worked in any sustainable way. Human studies have shown that we all take our cues not from the realities of the environment, but from our own biases, desires, perceptions, and distractions. A function of leadership then, should be to help followers create a more accurate and constructive view of reality by painting the larger picture.

What Is Stewardship?

The nouveau-stewardship model is based on a myth that leadership—where direction, vision and guidance comes from the top of an organization—creates a dependency on the part of the followers and removes personal responsibility and satisfaction. But does it really?

When the concept of nouveau-stewardship is presented, it most often claims to have roots in the Bible. Perhaps so. But then proponents of this nouveau-stewardship go off on a tangent that the Bible never intended. When the concept of stewardship is first presented in the Bible, in Genesis 1 and 2, Adam was instructed to "dress and keep" the physical creation God had made. Not a passive hands-off approach. Adam was to apply God's Laws and thinking to the physical realm he created. Adam was expected to do something. In living with it, he was to make changes in accordance with higher laws and thinking other than his own.

In the same way, when we are given any other leadership responsibility, we are responsible for maintaining a set of standards that is line with higher laws. Again, we are not to impose our own thinking, wants and desires on those we lead, but to apply those standards that are the best for the whole as authored by God. Naturally, this is implemented with respect for and two-way communication with those the leaders serve.

True leadership, not to be confused with dictatorship, does not take away an individual's freedom, choice, accountability, or responsibility. Just as the leader is to be serving and taking into account the ideas and needs of those they lead, those following that lead are to be doing the same thing. In doing so, they, along with the leader, practice self-restraint, develop character, integrate discipline, and practice love and respect for other people. This creates a kind of self-leadership at all levels of the group. It promotes a self-leadership environment where all are empowered and working toward the good of the whole because it is in the best interest of all.

Daniel Goldman, author of Emotional Intelligence, refers to this kind of concern for others feelings, ideas and opinions, as empathy. But, he cautions in a Harvard Business Review article, that "empathy doesn't mean a kind of 'I'm okay, you're okay' mushiness. For a leader, that is, it doesn't mean adopting other people's emotions as one's own and trying to please everybody. That would be a nightmare—it would make action impossible. Rather empathy means thoughtfully considering employees' feelings—in the process of making intelligent decisions." In other words, true stewardship or custodianship means taking others' ideas and feelings into account while holding in trust—keeping as boundaries or guardrails—the groups ideal's, beliefs and hopes. Ironically, an attitude of service keeps the leader aware of other's needs while in turn enabling them to become better leaders.

The nouveau-stewardship model sounds right on the surface, but it plays out more like a defense mechanism than a constructive method to get leadership thinking back on track. As Mr. Lippmann correctly defines, leadership is truly about choosing service over self-interest. Leadership properly performed is not a consensus-building exercise but an exercise in outgoing concern for others including defining and setting boundaries as needed.

Leadership's Firm Foundation

What is critical to the leadership process and its success, is where those values come from that determine those boundaries. They can't come from a single individual. Nor can they come from the collective whole. Where do we get the ideals, the beliefs and the permanent hopes that Mr. Lippmann wrote of, that define the boundaries—those guides that mold and shape us?

George Washington believed that those values and boundaries came from God. In his first Inaugural Address he asserted that "we ought to be no less persuaded that the propitious smiles of Heaven can never be expected on a nation that disregards the eternal rules of order and right which Heaven itself has ordained."

Again, our boundaries must come from something outside of ourselves. That something is God. An effective leader has an agenda designed to produce results, but is guided by a core of values that come from outside and not from within. This process is maintained by means of the leader's integrity or custodianship of those values.

Stressing the need for integrity to an outside core of values in the performance of proper leadership, John Adair, Visiting Professor of Leadership Studies at the University of Surrey and Exeter in England, states, "Although it is impossible to prove it, I believe that holding firmly to sovereign values outside yourself grows a wholeness of personality and moral strength of character. The person of integrity will always be tested. The first real test comes when the demands of the truth or good appears to conflict with your self-interest or prospects. Which do you choose?"

Perhaps it is time to apply those "eternal rules of order and right", those values, to the leadership roles we must perform and lives we do lead. Everyday activities are opportunities to demonstrate and illustrate the values and beliefs for which we must be custodians. Thus, the element of empowerment is introduced into our lives. Every person becomes in some sense a leader.
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The Being that created us and knows what is best for us, is the source of the values we must demonstrate. In His Word he teaches us how to serve, how to look after each other, how to esteem others higher than ourselves, how to teach—in other words, how to lead. It is where we will find the guidelines we seek to steer .a course through this complex age.

Ratan Tata

Being chairman of the Tata Group , India's largest conglomerate established by earlier generations of his family & developing the world 's cheapest car. His few words,


1.Being a restless person- and perhaps more critical than i ought to be- i thought that we all really needed to change, to move with the times and try to engage with the changes around us.

2.I think rick is necessary part of business philosophy, you can be risk-averse and take no risk, in which case you will have a certain trajectory in terms of your growth. or you can, while being prudent, take greater risk in order to grow faster.

3.A brand can establish itsef in the minds of its customer only if it can successfully gain their loyalty and trust.

4. A man on two wheeler with a child standing in front, his wife sitting behind, add to that the roads- a family in potential danger, i hope to make a contribution to making life safer for them.

5. The CEO has to be compassionate, fair, self-critical and humble, and yet have the tremendous drive it takes to make his company the best there is, An ideal CEO is not found everywhere. one way to do this is to benchmark him against his targets and against the best performers in his industry,and hope that does not demoralise him, but, rather, that it makes him strive to do better.



- BY Ratan Tata

Rick wagoner

Being the chairman and CEO of general motors and Board of dean's advisors of the harvard business school, i will share his few thoughts.

1.All this improvement is great, but all that does is get us in the game to play for improvement that we need in the future, so that we can be aggressive in the marketplace.

2.History shows you dont knpw what the future brings.

3,The big and fast beat the small and the fast.

By Rick Wagoner

Robert kiyosaki

His Rich dad, poor Dad series of motivational boks and other material. he has written several books on leadership. i shared a few words from his books.

1. The size of your success is measured by the strength of your desire; The size of your dream; and how you handle disappointment along the way.

2.Don't work for money; make it work for you. savers are loser

3. There are three very important money skills that everyone should possess, how to earn money, how to manage it and how to invest it.

4.Remember, your mind is greatest asset, so be careful what you put into it.

5.Face your fears and doubts, and new world open to you

6.If you want to go somewhere, it is best to find someone who has already been there.

7.Your future is created by what you do today, not tomorrow.

8.Do today what you want for your tomorrows. today is the word for winners and tomorrow is the word for losers

9.Remember to dream big, think long term, underachieve on a daily basis, and take baby steps. that is the key to long term success.

10.Great opportunities are not seen with your eyes. they are seen with your mind.

11.Many entrepreneurs fail to grow because they lack leadership skills. and rather than look in the mirror, they find it easier to blame others. blame is short for be lame, and you can't be an effective leader if you are lame.

12.The only difference between a rich person and poor person is how they use their times. the poor, the unsuccessful, the unhappy, the unhealthy are the ones who use the word tomorrow the most.

- by Robert kiyosaki

Four great ideas to become great in business

I am very happy to share some great ideas,it will also help your organization to bounce back from bad economy , this four great ideas very helped for me. could you too


1. Adversity Breeds Opportunity.

Now is not the time to play small. Hunt for opportunities rather than investing your energy (and the energy of your team) on problems. Now is the time to innovate faster, deliver even more value, grow your customer base and get operations to their NLE (Next Level Excellence).

2. Play The Long Game

Whether this down cycle lasts 1 year or 10, it will end. And the companies left standing will be the companies that have prepared superbly for the future. Stay close to your vision during these turbulent times. Get back to the core values upon which your enterprise was built. Refocus on your core competencies. And make the time to dream.

3. Grow Relationships.

Easy to go for the fast buck now. But leadership isn't about doing what's easy - it's about doing what's right. And right always wins. Underpromise and overdeliver. Go out and meet your customers. Listen to how they are feeling. Be there for them. They'll never forget your support and loyalty. And they'll reward you with theirs.

4. Three to Thrive

Everyone needs to be a part of the solution. Ask each of your employees/teammates to come up with 3 specific things they can do in their work to cut costs and grow revenues. This will not only give them the opportunity to feel heard. You'll generate some remarkable ideas.
- Robinsharma

Words makes man

1.The imagination is how things get done. you have to cultivate creativity.
2.Poverty and lack of knowledge must be challenged.
3.If something doesn't work, then you know what not to do.
4. whatever they can imagine themselves, they can accomplish
5.Everything you need to know is about success is inside of you , because i believe it is inside of all. that is , all human beings have potentials for infinite success.
6.Everybody has a great idea , but very few are successful without true focus.

- Russell simmons( african american entrepreneur)

video

-Vince mcMahon (Chairman of WWF )

Great words

1. You need to surround yourself with quality human beings that are intelligent and have a vision.
-Vince mcMahon (Chairman of WWF )

2.Only you can judge your life. you have to live up to your own expectations.
--Vince mcMahon (Chairman of WWF )

3.If you want to become successful over a long period , you have to have some idea why you were born and what life is about. i don't know how anybody can function without thinking that through
--Vince mcMahon (Chairman of WWF )

4.the greatest of all sins is pride
-Tom monaghan( CEO of Dominos Pizza)

5.I belive everyone on earth has a certain goal/dreamin life. I also belive anyone can acive this if they set their minds to it
- Tom monaghan( CEO of Dominos Pizza)


Regards
Dhanasekar
Leadership guru

10 minute sucess video