The 73 Best Lessons I’ve Learned for Leadership Success in Business and Life
By Robin Sharma, author of the international bestseller “The Leader Who Had No Title”
Hi There,
I’m skiing in South America but have also been doing a lot of thinking. I wanted to thank you for all your kind support of my work. So I have summarized the 73 best ideas/insights/lessons I’ve learned for winning in business and life below. I hope they help you. And I hope you’ll share them with others who will benefit from them. Again, thanks for supporting my mission to help people in organizations around the world Lead Without a Title. I’m grateful.
Robin
You can really Lead Without a Title.
Knowing what to do and not doing it is the same as not knowing what to do.
Give away what you most wish to receive.
The antidote to stagnation is innovation.
The conversations you are most resisting are the conversations you most need to be having.
Leadership is no longer about position – but passion. It’s no longer about image but impact. This is Leadership 2.0.
The bigger the dream, the more important to the team.
Visionaries see the “impossible” as the inevitable.
All great thinkers are initially ridiculed – and eventually revered.
The more you worry about being applauded by others and making money, the less you’ll focus on doing the great work that will generate applause. And make you money.
To double your net worth, double your self-worth. Because you will never exceed the height of your self-image.
The more messes you allow into your life, the more messes will become a normal (and acceptable) part of your life.
The secret to genius is not genetics but daily practice married with relentless perseverance.
The best leaders lift people up versus tear people down.
The most precious resource for businesspeople is not their time. It’s their energy. Manage it well.
The fears you run from run to you.
The most dangerous place is in your safety zone.
The more you go to your limits, the more your limits will expand.
Every moment in front of a customer is a gorgeous opportunity to live your values.
Be so good at what you do that no one else in the world can do what you do.
You’ll never go wrong in doing what is right.
It generally takes about 10 years to become an overnight sensation.
Never leave the site of a strong idea without doing something to execute around it.
A strong foundation at home sets you up for a strong foundation at work.
Never miss a moment to encourage someone you work with.
Saying “I’ll try” really means “I’m not really committed.”
The secret of passion is purpose.
Do a few things at mastery versus many things at mediocrity.
To have the rewards that very few have, do the things that very few people are willing to do.
Go where no one’s gone and leave a trail of excellence behind you.
Who you are becoming is more important than what you are accumulating.
Accept your teammates for what they are and inspire them to become all they can be.
To triple the growth of your organization, triple the growth of your people.
The best leaders are the most dedicated learners. Read great books daily. Investing in your self-development is the best investment you will ever make.
Other people’s opinions of you are none of your business.
Change is hardest at the beginning, messiest in the middle and best at the end.
Measure your success by your inner scorecard versus an outer one.
Understand the acute difference between the cost of something and the value of something.
Nothing fails like success. Because when you are at the top, it’s so easy to stop doing the very things that brought you to the top.
The best leaders blend courage with compassion.
The less you are like others, the less others will like you.
You’ll never go wrong in doing what’s right.
Excellence in one area is the beginning of excellence in every area.
The real reward for doing your best work is not the money you make but the leader you become.
Passion + production = performance.
The value of getting to your goals lives not in reaching the goal but what the talents/strengths/capabilities the journey reveals to you.
Stand for something. Or else you’ll fall for anything.
Say “thank you” when you’re grateful and “sorry” when you’re wrong.
Make the work you are doing today better than the work you did yesterday.
Small daily – seemingly insignificant – improvements and innovations lead to staggering achievements over time.
Peak performers replace depletion with inspiration on a daily basis.
Take care of your relationships and the sales/money will take care of itself.
You can’t be great if you don’t feel great. Make exceptional health your #1 priority.
Doing the difficult things that you’ve never done awakens the talents you never knew you had.
As we each express our natural genius, we all elevate our world.
Your daily schedule reflects your deepest values.
People do business with people who make them feel special.
All things being equal, the primary competitive advantage of your business will be your ability to grow Leaders Without Titles faster than your industry peers.
Treat people well on your way up and they’ll treat you well on your way down.
Success lies in a masterful consistency around a few fundamentals. It really is simple. Not easy. But simple.
The business (and person) who tries to be everything to everyone ends up being nothing to anyone.
One of the primary tactics for enduring winning is daily learning.
To have everything you want, help as many people as you can possibly find get everything they want.
Understand that a problem is only a problem if you choose to view it as a problem (vs. an opportunity).
Clarity precedes mastery. Craft clear and precise plans/goals/deliverables. And then block out all else.
The best in business spend far more time on learning than in leisure.
Lucky is where skill meets persistence.
The best Leaders Without a Title use their heads and listen to their hearts.
The things that are hardest to do are often the things that are the best to do.
Every single person in the world could be a genius at something, if they practiced it daily for at least ten years (as confirmed by the research of Anders Ericsson and others).
Daily exercise is an insurance policy against future illness. The best Leaders Without Titles are the fittest.
Education is the beginning of transformation. Dedicate yourself to daily learning via books/audios/seminars and coaching.
The quickest way to grow the sales of your business is to grow your people.
Robin Sharma is the bestselling author of “The Leader Who Had No Title: A Modern Fable on Real Success in Business and Life.” Buy it now
Friday, October 1, 2010
Sunday, July 18, 2010
Here’s How Salespeople Can Defeat Price Resistance Objections
Price resistance is the nemesis of most salespeople.
Our research shows that 72% of salespeople cave in when the buyer resists price.
This results in companies losing millions of profit dollars every year because their salespeople fail to defend their prices.
They discount when they should hold the line on prices.
There is a blend of emotional and tactical reasons why salespeople relent on price objections. How many of these ten reasons apply to you?
Emotional reasons why salespeople lose to price objections:
1. Fear. You fear losing the sale. Fear is a powerful motivator—more powerful than greed. Humans are hard-wired to detect danger and nothing signals danger more for a salesperson than the possibility of losing a sale.
2. Guilt. You feel guilty selling at that price. Other customers may be paying less and you feel guilty charging more to this customer. Wrap in some fear that the buyer will discover others pay less and your guilt is amplified by your fear.
3. Conviction. You do not believe that your product is better than the competition’s product. You lack the passion you need to defend your price. It’s difficult to convince others of your value when you suffer from a lack of confidence in your package.
4. Exhaustion. You are tired of the battle. You believe that it takes too much effort to hold the line on your prices. You feel that it is easier to discount than fight for your profit.
5. Courage. You give up too early. You lack the will to continue. Your fear is too overwhelming and you decide that it is less painful to cave in to your fear than fight for your profit. When buyers object to price, first they test your price; then, they test your resolve.
Tactical reasons why salespeople lose to price objections:
6. You fail to penetrate the account high enough to talk to the high-level decision maker who controls the purse strings. Research shows that 90% of salespeople do not penetrate at this level, mostly because high-level decision makers intimidate them, or salespeople fear alienating a lower level contact by going over their heads.
7. Your buyer is more prepared than you are for the price discussion. There are many legitimate reasons to lose a sale—wrong product, availability, and even price—but being out-prepared for the negotiation by the customer is not one of them.
8. You lack the know-how to hold the line on prices. You never learned how to fight this battle tactically. This generally means a lack of training.
9. You copy a price competitor’s price strategy. You cannot be an industry leader if you are a follower on price. You alone control your prices. The competition may cut their prices, but you cut your prices. Copying them means that you tacitly admit your product or service is no better than the competition’s.
10. You quit too early. For whatever reason, you stop selling before the buyer stops buying. Maybe it is a lack of resolve or knowledge of how to continue the battle. The sale is never over until you or the customer calls it off. Why would you quit if the buyer does not quit?
Do you see yourself in any of these reasons? If so, use this insight to improve your results.
Study. Prepare. Infuse yourself with passion about your product.
Be ready for price resistance. Anticipating that price may become an issue is not the same as soliciting a price objection.
You need not fear price resistance if you are prepared and believe in what you sell.
You need not feel guilty holding the line on price when you are convinced of your value.
You need not give up too early when you are prepared for the battle.
ShareThis
Our research shows that 72% of salespeople cave in when the buyer resists price.
This results in companies losing millions of profit dollars every year because their salespeople fail to defend their prices.
They discount when they should hold the line on prices.
There is a blend of emotional and tactical reasons why salespeople relent on price objections. How many of these ten reasons apply to you?
Emotional reasons why salespeople lose to price objections:
1. Fear. You fear losing the sale. Fear is a powerful motivator—more powerful than greed. Humans are hard-wired to detect danger and nothing signals danger more for a salesperson than the possibility of losing a sale.
2. Guilt. You feel guilty selling at that price. Other customers may be paying less and you feel guilty charging more to this customer. Wrap in some fear that the buyer will discover others pay less and your guilt is amplified by your fear.
3. Conviction. You do not believe that your product is better than the competition’s product. You lack the passion you need to defend your price. It’s difficult to convince others of your value when you suffer from a lack of confidence in your package.
4. Exhaustion. You are tired of the battle. You believe that it takes too much effort to hold the line on your prices. You feel that it is easier to discount than fight for your profit.
5. Courage. You give up too early. You lack the will to continue. Your fear is too overwhelming and you decide that it is less painful to cave in to your fear than fight for your profit. When buyers object to price, first they test your price; then, they test your resolve.
Tactical reasons why salespeople lose to price objections:
6. You fail to penetrate the account high enough to talk to the high-level decision maker who controls the purse strings. Research shows that 90% of salespeople do not penetrate at this level, mostly because high-level decision makers intimidate them, or salespeople fear alienating a lower level contact by going over their heads.
7. Your buyer is more prepared than you are for the price discussion. There are many legitimate reasons to lose a sale—wrong product, availability, and even price—but being out-prepared for the negotiation by the customer is not one of them.
8. You lack the know-how to hold the line on prices. You never learned how to fight this battle tactically. This generally means a lack of training.
9. You copy a price competitor’s price strategy. You cannot be an industry leader if you are a follower on price. You alone control your prices. The competition may cut their prices, but you cut your prices. Copying them means that you tacitly admit your product or service is no better than the competition’s.
10. You quit too early. For whatever reason, you stop selling before the buyer stops buying. Maybe it is a lack of resolve or knowledge of how to continue the battle. The sale is never over until you or the customer calls it off. Why would you quit if the buyer does not quit?
Do you see yourself in any of these reasons? If so, use this insight to improve your results.
Study. Prepare. Infuse yourself with passion about your product.
Be ready for price resistance. Anticipating that price may become an issue is not the same as soliciting a price objection.
You need not fear price resistance if you are prepared and believe in what you sell.
You need not feel guilty holding the line on price when you are convinced of your value.
You need not give up too early when you are prepared for the battle.
ShareThis
Wednesday, June 16, 2010
PATIENT LEADERSHIP
All Spring, I've been watching the trees in my backyard flourish. All of them have grown into lush masterpieces of nature and vivid beauty. All have matured and revealed precious blossoms to my family and I. All have provided us with shade, joy and protection. All but one.
This one tree stands apart. While the others were growing quickly a few months ago, this one had no leaves at all. It looked thin and frail. I wasn't even sure if it had made it through the Winter. I left it for dead. But then something very spectacular happened.
From nowhere, it started to yield stunningly beautiful little flowers on its almost instantly firm branches. It grew higher than every other tree around it. And it offered us more cover than its counterparts. This tree is now the best tree. The Lead Tree in my backyard.
Here's the leadership lesson: strong roots eventually yield great success.
I have a suspicion that while the naked eye suggested that the tree wasn't growing, in truth, it definitely was. But the expansion was below ground rather than above ground. And so I dismissed it.
While the other trees were reaching for the sky, this special tree was quietly working on its foundation, ensuring its roots were strong and its base was secure. And once done, it outperformed every tree around it.
Business and life has taught me so many lessons. And so has nature. And one of the best is that leadership takes time. You might think that other people and other organizations are so far ahead of you that you'll never catch up. But please be patient. Tend to your roots. Do exceptionally great work. Build deep relationships. Invent and innovate daily. And Lead Without a Title.
Nature is always fair. And eventually, like the special tree in my backyard, you will win.
Saturday, May 15, 2010
Q and As on Leading Without a Title
Q1. You advise the big players of this world on Leadership. What do you teach them first and foremost?
I advise them that the old model of leadership is dead. Look at Wall Street firms that have crumbled, organizations that have fallen and CEOs who were once revered, who have now lost face. The new model of leadership is all about Leading Without a Title. That doesn't mean that titles and positions no longer matter. It simply means that any business that really wants to win in a time of dramatic disruption needs to build the leadership capability of every employee, at all levels. This is Leadership 2.0. and organizations that don't make the leap will end up obsolete.
Q2. Could your teaching also apply to the bosses of small and medium-sized companies?
Absolutely. The game changing idea that the #1 competitive advantage in this time of radical change is building leaders at all levels not only applies to our FORTUNE 500 clients like Microsoft, GE and NIKE but to any business in the marketplace today. In my book "The Leader Who Had No Title" I distill exactly what the best businesspeople and organizations are doing that most don't. These tactics include daily innovation, creating a base of fanatical followers who are your customers, building a Leadership Culture and the importance of transparency.
Q3. What characterizes a leader?
There isn't just one thing that makes an exceptional leader - just like there isn't just one thing that made Mozart exceptional or Picasso great. The best leaders have a bias towards innovation, are ruthlessly focused on just a few things, have remarkable capacity to attract superb talent, have strong resilience in the face of turbulence and are often radically optimistic (while being wildly practical).
Q4. Is management a kind of vocation?
Management is obsolete. Any company that is serious about winning (or even staying alive) should stop thinking about management and start obsessing about leadership - especially the imperative of every employee Leading Without a Title. Just imagine a company where every single employee worked like Roger Federer plays tennis. That's what the whole Lead Without a Title philosophy is about.
Q5. Can we learn what it is necessary to become a good leader?
Absolutely. Exceptional leadership isn't born - it's built. The best leaders have trained and practiced their craft. That's good news for anyone in business today: all that stands between you and world-class is learning the science of leadership and then practicing it every day to mastery.
Q6. Did the economic crisis change the expectations of companies towards leaders?
Of course. Given the behaviors of so many once-respected leaders, stakeholders are now demanding only the highest standards of performance, transparency and ethics of their leaders. In The Leader Who Had No Title, I write: "it could take you 20 years to build a great reputation and 20 seconds to lose it - in one act of bad judgment."
Q7. Which are, according to you, the new important criteria for a Leader?
1. Leave our egos at the front door and do brilliant work - that adds remarkable value for your customers.
2. Build a phenomenally great team. A mediocre team results in a mediocre company.
3. Innovate and disrupt the way you think and perform daily in hot pursuit of something even better.
4. Build deep relationships.
5. Be authentic and transparent. Winning companies show they are the real deal and live their brand.
I advise them that the old model of leadership is dead. Look at Wall Street firms that have crumbled, organizations that have fallen and CEOs who were once revered, who have now lost face. The new model of leadership is all about Leading Without a Title. That doesn't mean that titles and positions no longer matter. It simply means that any business that really wants to win in a time of dramatic disruption needs to build the leadership capability of every employee, at all levels. This is Leadership 2.0. and organizations that don't make the leap will end up obsolete.
Q2. Could your teaching also apply to the bosses of small and medium-sized companies?
Absolutely. The game changing idea that the #1 competitive advantage in this time of radical change is building leaders at all levels not only applies to our FORTUNE 500 clients like Microsoft, GE and NIKE but to any business in the marketplace today. In my book "The Leader Who Had No Title" I distill exactly what the best businesspeople and organizations are doing that most don't. These tactics include daily innovation, creating a base of fanatical followers who are your customers, building a Leadership Culture and the importance of transparency.
Q3. What characterizes a leader?
There isn't just one thing that makes an exceptional leader - just like there isn't just one thing that made Mozart exceptional or Picasso great. The best leaders have a bias towards innovation, are ruthlessly focused on just a few things, have remarkable capacity to attract superb talent, have strong resilience in the face of turbulence and are often radically optimistic (while being wildly practical).
Q4. Is management a kind of vocation?
Management is obsolete. Any company that is serious about winning (or even staying alive) should stop thinking about management and start obsessing about leadership - especially the imperative of every employee Leading Without a Title. Just imagine a company where every single employee worked like Roger Federer plays tennis. That's what the whole Lead Without a Title philosophy is about.
Q5. Can we learn what it is necessary to become a good leader?
Absolutely. Exceptional leadership isn't born - it's built. The best leaders have trained and practiced their craft. That's good news for anyone in business today: all that stands between you and world-class is learning the science of leadership and then practicing it every day to mastery.
Q6. Did the economic crisis change the expectations of companies towards leaders?
Of course. Given the behaviors of so many once-respected leaders, stakeholders are now demanding only the highest standards of performance, transparency and ethics of their leaders. In The Leader Who Had No Title, I write: "it could take you 20 years to build a great reputation and 20 seconds to lose it - in one act of bad judgment."
Q7. Which are, according to you, the new important criteria for a Leader?
1. Leave our egos at the front door and do brilliant work - that adds remarkable value for your customers.
2. Build a phenomenally great team. A mediocre team results in a mediocre company.
3. Innovate and disrupt the way you think and perform daily in hot pursuit of something even better.
4. Build deep relationships.
5. Be authentic and transparent. Winning companies show they are the real deal and live their brand.
Tuesday, April 20, 2010
The Deeper Your Relationships, The Stronger Your Leadership
Leadership is a people sport. The best of the best understand that people do business with people they like. People do business with people they trust, and people do business with those who make them feel special. Please remember this simple, yet transformational, idea: When you take care of the relationship, the money will take care of itself.
In my new book, The Leader Who Had No Title: A Modern Fable on Real Success in Business and in Life (Simon and Schuster), I share a process to build world-class relationships with your teammates and clients that will cause you to have spectacularly strong bonds so that you receive unbeatable results. And it all starts with understanding that the deeper your relationships, the stronger your leadership. People just won’t follow/support/help people they don’t like/trust/respect.
Here are six powerful moves you can make to be the best relationship builder in every room you happen to be in:
1. Give Away What You Most Want. Want more respect from those you work with or from the customers you are fortunate enough to serve? Give them all more respect. Want more appreciation? Give more appreciation away. Hope to have more loyalty? Be exceptionally loyal (in a world where loyalty is a lost art). The best way to influence other people is through the awesome power of your best example. Give away all that you most wish to receive. People will love you for it.
2. Leverage the Power of Circulation. “The business of business is people,” said Herb Kelleher, founder of Southwest Airlines. Yes, we have more technology than ever before and we can access the world’s information with a single Google search, but I think it’s also true that we’ve never been less emotionally connected with people. I’m not talking about being wired through e-mail or cell phones. I’m speaking of real human connections, the kind that cause people to believe in you—and go to the wall to help you win. There is extraordinary power in circulating. Just being out there, having lunch with your teammates and breaking bread with your customers is important. When people get to know you, they’ll be first in line to do some serious business with you.
3. Treat People Like VIPs. By now, you know my main focus as an author and consultant is helping people in organizations “Lead Without a Title.” In these turbulent times we work in, the single best move an organization can make is to develop the leadership talent of every single person at every possible level. Now, anyone can lead, whether they’re the receptionist or the vice president of sales. And one of the defining behaviors of leadership without a title is leaving everyone you meet better than you found them. Be one of those rare people who inspire others to step into their best and raise the game at which they play—regardless of your rank. And treat everyone you know like they are royalty. Common sense? Yes. Common practice? No.
4. Listen Like a Genius. Listening involves more than waiting until the speaker has stopped speaking. Yet, in our hyper-fast world, few people in business have dedicated themselves to being a “wow” of a listener. Here’s the thing: When you become brilliant at listening, people feel that you care about them. When they feel you care about them, they begin to care about you. And when people care about you, your success becomes a part of how they define their success.
5. Say “Please” and “Thank You.” “Manners are the lubricating oil of an organization,” said management guru Peter Drucker. “Please” means “I respect you,” and “Thank you” means “I appreciate you.” To grow your relationships and lead the field, manage your manners so people see that you strongly value them.
6. Focus on Value Generation (versus Ego Gratification). Former President Harry Truman said, “You can accomplish anything in life, provided that you do not mind who gets the credit.” Leave your ego at the door every morning, and just do some truly great work. Few things will make you feel better than a job brilliantly done. And the more you focus on adding value to as many people as possible, the more all those ego pursuits, like a bigger title, more money and greater acclaim, will show up for you in the best of ways. And that would be a good thing.
In my new book, The Leader Who Had No Title: A Modern Fable on Real Success in Business and in Life (Simon and Schuster), I share a process to build world-class relationships with your teammates and clients that will cause you to have spectacularly strong bonds so that you receive unbeatable results. And it all starts with understanding that the deeper your relationships, the stronger your leadership. People just won’t follow/support/help people they don’t like/trust/respect.
Here are six powerful moves you can make to be the best relationship builder in every room you happen to be in:
1. Give Away What You Most Want. Want more respect from those you work with or from the customers you are fortunate enough to serve? Give them all more respect. Want more appreciation? Give more appreciation away. Hope to have more loyalty? Be exceptionally loyal (in a world where loyalty is a lost art). The best way to influence other people is through the awesome power of your best example. Give away all that you most wish to receive. People will love you for it.
2. Leverage the Power of Circulation. “The business of business is people,” said Herb Kelleher, founder of Southwest Airlines. Yes, we have more technology than ever before and we can access the world’s information with a single Google search, but I think it’s also true that we’ve never been less emotionally connected with people. I’m not talking about being wired through e-mail or cell phones. I’m speaking of real human connections, the kind that cause people to believe in you—and go to the wall to help you win. There is extraordinary power in circulating. Just being out there, having lunch with your teammates and breaking bread with your customers is important. When people get to know you, they’ll be first in line to do some serious business with you.
3. Treat People Like VIPs. By now, you know my main focus as an author and consultant is helping people in organizations “Lead Without a Title.” In these turbulent times we work in, the single best move an organization can make is to develop the leadership talent of every single person at every possible level. Now, anyone can lead, whether they’re the receptionist or the vice president of sales. And one of the defining behaviors of leadership without a title is leaving everyone you meet better than you found them. Be one of those rare people who inspire others to step into their best and raise the game at which they play—regardless of your rank. And treat everyone you know like they are royalty. Common sense? Yes. Common practice? No.
4. Listen Like a Genius. Listening involves more than waiting until the speaker has stopped speaking. Yet, in our hyper-fast world, few people in business have dedicated themselves to being a “wow” of a listener. Here’s the thing: When you become brilliant at listening, people feel that you care about them. When they feel you care about them, they begin to care about you. And when people care about you, your success becomes a part of how they define their success.
5. Say “Please” and “Thank You.” “Manners are the lubricating oil of an organization,” said management guru Peter Drucker. “Please” means “I respect you,” and “Thank you” means “I appreciate you.” To grow your relationships and lead the field, manage your manners so people see that you strongly value them.
6. Focus on Value Generation (versus Ego Gratification). Former President Harry Truman said, “You can accomplish anything in life, provided that you do not mind who gets the credit.” Leave your ego at the door every morning, and just do some truly great work. Few things will make you feel better than a job brilliantly done. And the more you focus on adding value to as many people as possible, the more all those ego pursuits, like a bigger title, more money and greater acclaim, will show up for you in the best of ways. And that would be a good thing.
Friday, April 16, 2010
Leadership Traits
One of the most important contributions psychology has made to the field of business has been in determining the key traits of acknowledged leaders. Psychological tests have been used to determine what characteristics are most commonly noted among successful leaders. This list of characteristics can be used for developmental purposes to help managers gain insight and develop their leadership skills.
The increasing rate of change in the business environment is a major factor in this emphasis on leadership. Whereas in the past, managers were expected to maintain the status quo in order to move ahead, new forces in the marketplace have made it necessary to expand this narrow focus. The new leaders of tomorrow are visionary. They are both learners and teachers. Not only do they foresee paradigm changes in society, but they also have a strong sense of ethics and work to build integrity in their organizations.
Raymond Cattell, a pioneer in the field of personality assessment, developed the Leadership Potential equation in 1954. This equation, which was based on a study of military leaders, is used today to determine the traits which characterize an effective leader. The traits of an effective leader include the following:
Emotional stability. Good leaders must be able to tolerate frustration and stress. Overall, they must be well-adjusted and have the psychological maturity to deal with anything they are required to face.
Dominance. Leaders are often times competitive and decisive and usually enjoy overcoming obstacles. Overall, they are assertive in their thinking style as well as their attitude in dealing with others.
Enthusiasm. Leaders are usually seen as active, expressive, and energetic. They are often very optimistic and open to change. Overall, they are generally quick and alert and tend to be uninhibited.
Conscientiousness. Leaders are often dominated by a sense of duty and tend to be very exacting in character. They usually have a very high standard of excellence and an inward desire to do one's best. They also have a need for order and tend to be very self-disciplined.
Social boldness. Leaders tend to be spontaneous risk-takers. They are usually socially aggressive and generally thick-skinned. Overall, they are responsive to others and tend to be high in emotional stamina.
Tough-mindedness. Good leaders are practical, logical, and to-the-point. They tend to be low in sentimental attachments and comfortable with criticism. They are usually insensitive to hardship and overall, are very poised.
Self-assurance. Self-confidence and resiliency are common traits among leaders. They tend to be free of guilt and have little or no need for approval. They are generally secure and free from guilt and are usually unaffected by prior mistakes or failures.
Compulsiveness. Leaders were found to be controlled and very precise in their social interactions. Overall, they were very protective of their integrity and reputation and consequently tended to be socially aware and careful, abundant in foresight, and very careful when making decisions or determining specific actions.
Beyond these basic traits, leaders of today must also possess traits which will help them motivate others and lead them in new directions. Leaders of the future must be able to envision the future and convince others that their vision is worth following. To do this, they must have the following personality traits:
High energy. Long hours and some travel are usually a prerequisite for leadership positions, especially as your company grows. Remaining alert and staying focused are two of the greatest obstacles you will have to face as a leader.
Intuitiveness. Rapid changes in the world today combined with information overload result in an inability to "know" everything. In other words, reasoning and logic will not get you through all situations. In fact, more and more leaders are learning to the value of using their intuition and trusting their own instincts when making decisions.
Maturity. To be a good leader, personal power and recognition must be secondary to the development of your employees. In other words, maturity is based on recognizing that more can be accomplished by empowering others than can be by ruling others.
Team orientation. Business leaders today put a strong emphasis on team work. Instead of promoting an adult/child relationship with their employees, leaders create an adult/adult relationship which fosters team cohesiveness.
Empathy. Being able to put yourself in the other person's shoes is a key trait of leaders. Without empathy, you can't build trust. And without trust, you will never be able to get the best effort from your employees.
Charisma. People usually perceive leaders as larger than life. Charisma plays a large part in this perception. Leaders who have charisma are able to arouse strong emotions in their employees by defining a vision which unites and captivates them. Using this vision, leaders motivate employees to reach toward a future goal by tying the goal to substantial personal rewards and values.
Personal traits play a major role in determining who will and who will not be comfortable leading others. However, it is important to remember that people are forever learning and changing. Leaders are rarely (if ever) born. Circumstances and persistence are major components in the developmental process of any leader. If your goal is to become a leader, work on developing those areas from the list above that you are weak in. For instance, if you have all of the basic traits, but do not consider yourself very much of a people person, take classes or read books on empathy. Get feedback from others on how they see you and what they think you can do to develop those traits. There are many leadership training programs around. Contact your local business school to find one near you.
The increasing rate of change in the business environment is a major factor in this emphasis on leadership. Whereas in the past, managers were expected to maintain the status quo in order to move ahead, new forces in the marketplace have made it necessary to expand this narrow focus. The new leaders of tomorrow are visionary. They are both learners and teachers. Not only do they foresee paradigm changes in society, but they also have a strong sense of ethics and work to build integrity in their organizations.
Raymond Cattell, a pioneer in the field of personality assessment, developed the Leadership Potential equation in 1954. This equation, which was based on a study of military leaders, is used today to determine the traits which characterize an effective leader. The traits of an effective leader include the following:
Emotional stability. Good leaders must be able to tolerate frustration and stress. Overall, they must be well-adjusted and have the psychological maturity to deal with anything they are required to face.
Dominance. Leaders are often times competitive and decisive and usually enjoy overcoming obstacles. Overall, they are assertive in their thinking style as well as their attitude in dealing with others.
Enthusiasm. Leaders are usually seen as active, expressive, and energetic. They are often very optimistic and open to change. Overall, they are generally quick and alert and tend to be uninhibited.
Conscientiousness. Leaders are often dominated by a sense of duty and tend to be very exacting in character. They usually have a very high standard of excellence and an inward desire to do one's best. They also have a need for order and tend to be very self-disciplined.
Social boldness. Leaders tend to be spontaneous risk-takers. They are usually socially aggressive and generally thick-skinned. Overall, they are responsive to others and tend to be high in emotional stamina.
Tough-mindedness. Good leaders are practical, logical, and to-the-point. They tend to be low in sentimental attachments and comfortable with criticism. They are usually insensitive to hardship and overall, are very poised.
Self-assurance. Self-confidence and resiliency are common traits among leaders. They tend to be free of guilt and have little or no need for approval. They are generally secure and free from guilt and are usually unaffected by prior mistakes or failures.
Compulsiveness. Leaders were found to be controlled and very precise in their social interactions. Overall, they were very protective of their integrity and reputation and consequently tended to be socially aware and careful, abundant in foresight, and very careful when making decisions or determining specific actions.
Beyond these basic traits, leaders of today must also possess traits which will help them motivate others and lead them in new directions. Leaders of the future must be able to envision the future and convince others that their vision is worth following. To do this, they must have the following personality traits:
High energy. Long hours and some travel are usually a prerequisite for leadership positions, especially as your company grows. Remaining alert and staying focused are two of the greatest obstacles you will have to face as a leader.
Intuitiveness. Rapid changes in the world today combined with information overload result in an inability to "know" everything. In other words, reasoning and logic will not get you through all situations. In fact, more and more leaders are learning to the value of using their intuition and trusting their own instincts when making decisions.
Maturity. To be a good leader, personal power and recognition must be secondary to the development of your employees. In other words, maturity is based on recognizing that more can be accomplished by empowering others than can be by ruling others.
Team orientation. Business leaders today put a strong emphasis on team work. Instead of promoting an adult/child relationship with their employees, leaders create an adult/adult relationship which fosters team cohesiveness.
Empathy. Being able to put yourself in the other person's shoes is a key trait of leaders. Without empathy, you can't build trust. And without trust, you will never be able to get the best effort from your employees.
Charisma. People usually perceive leaders as larger than life. Charisma plays a large part in this perception. Leaders who have charisma are able to arouse strong emotions in their employees by defining a vision which unites and captivates them. Using this vision, leaders motivate employees to reach toward a future goal by tying the goal to substantial personal rewards and values.
Personal traits play a major role in determining who will and who will not be comfortable leading others. However, it is important to remember that people are forever learning and changing. Leaders are rarely (if ever) born. Circumstances and persistence are major components in the developmental process of any leader. If your goal is to become a leader, work on developing those areas from the list above that you are weak in. For instance, if you have all of the basic traits, but do not consider yourself very much of a people person, take classes or read books on empathy. Get feedback from others on how they see you and what they think you can do to develop those traits. There are many leadership training programs around. Contact your local business school to find one near you.
Thursday, April 1, 2010
Deadly Sins of Negative Thinking
Life could be so much better for many people, if they would just spot their negative thinking habits and replace them with positive ones.
Negative thinking, in all its many-splendored forms, has a way of creeping into conversations and our thinking without our noticing them. The key to success, in my humble opinion, is learning to spot these thoughts and squash them like little bugs. Then replace them with positive ones. You’ll notice a huge difference in everything you do.
Let’s take a look at 10 common ways that negative thinking emerges — get good at spotting these patterns, and practice replacing them with positive thinking patterns. It has made all the difference in the world for me.
10 Deadly Sins of Negative Thinking
1. I will be happy once I have _____ (or once I earn X).
Problem: If you think you can’t be happy until you reach a certain point, or until you reach a certain income, or have a certain type of house or car or computer setup, you’ll never be happy. That elusive goal is always just out of reach. Once we reach those goals, we are not satisfied — we want more.
Solution: Learn to be happy with what you have, where you are, and who you are, right at this moment. Happiness doesn’t have to be some state that we want to get to eventually — it can be found right now. Learn to count your blessings, and see the positive in your situation. This might sound simplistic, but it works.
2. I wish I were as ____ as (a celebrity, friend, co-worker).
Problem: We’ll never be as pretty, as talented, as rich, as sculpted, as cool, as everyone else. There will always be someone better, if you look hard enough. Therefore, if we compare ourselves to others like this, we will always pale, and will always fail, and will always feel bad about ourselves. This is no way to be happy.
Solution: Stop comparing yourself to others, and look instead at yourself — what are your strengths, your accomplishments, your successes, however small? What do you love about yourself? Learn to love who you are, right now, not who you want to become. There is good in each of us, love in each of us, and a wonderful human spirit in every one of us.
3. Seeing others becoming successful makes me jealous and resentful.
Problem: First, this assumes that only a small number of people can be successful. In truth, many, many people can be successful — in different ways.
Solution: Learn to admire the success of others, and learn from it, and be happy for them, by empathizing with them and understanding what it must be like to be them. And then turn away from them, and look at yourself — you can be successful too, in whatever you choose to do. And even more, you already are successful. Look not at those above you in the social ladder, but those below you — there are always millions of people worse off than you, people who couldn’t even read this article or afford a computer. In that light, you are a huge success.
4. I am a miserable failure — I can’t seem to do anything right.
Problem: Everyone is a failure, if you look at it in certain ways. Everyone has failed, many times, at different things. I have certainly failed so many times I cannot count them — and I continue to fail, daily. However, looking at your failures as failures only makes you feel bad about yourself. By thinking in this way, we will have a negative self-image and never move on from here.
Solution: See your successes and ignore your failures. Look back on your life, in the last month, or year, or 5 years. And try to remember your successes. If you have trouble with this, start documenting them — keep a success journal, either in a notebook or online. Document your success each day, or each week. When you look back at what you’ve accomplished, over a year, you will be amazed. It’s an incredibly positive feeling.
5. I’m going to beat so-and-so no matter what — I’m better than him. And there’s no way I’ll help him succeed — he might beat me.
Problem: Competitiveness assumes that there is a small amount of gold to be had, and I need to get it before he does. It makes us into greedy, back-stabbing, hurtful people. We try to claw our way over people to get to success, because of our competitive feelings. For example, if a blogger wants to have more subscribers than another blogger, he may never link to or mention that other blogger. However, who is to say that my subscribers can’t also be yours? People can read and subscribe to more than one blog.
Solution: Learn to see success as something that can be shared, and learn that if we help each other out, we can each have a better chance to be successful. Two people working towards a common goal are better than two people trying to beat each other up to get to that goal. There is more than enough success to go around. Learn to think in terms of abundance rather than scarcity.
6. Dammit! Why do these bad things always happen to me?
Problem: Bad things happen to everybody. If we dwell on them, they will frustrate us and bring us down.
Solution: See bad things as a part of the ebb and flow of life. Suffering is a part of the human condition — but it passes. All pain goes away, eventually. Meanwhile, don’t let it hold you back. Don’t dwell on bad things, but look forward towards something good in your future. And learn to take the bad things in stride, and learn from them. Bad things are actually opportunities to grow and learn and get stronger, in disguise.
7. You can’t do anything right! Why can’t you be like ____ ?
Problem: This can be said to your child or your subordinate or your sibling. The problem? Comparing two people, first of all, is always a fallacy. People are different, with different ways of doing things, different strengths and weaknesses, different human characteristics. If we were all the same, we’d be robots. Second, saying negative things like this to another person never helps the situation. It might make you feel better, and more powerful, but in truth, it hurts your relationship, it will actually make you feel negative, and it will certainly make the other person feel negative and more likely to continue negative behavior. Everyone loses.
Solution: Take the mistakes or bad behavior of others as an opportunity to teach. Show them how to do something. Second, praise them for their positive behavior, and encourage their success. Last, and most important, love them for who they are, and celebrate their differences.
8. Your work sucks. It’s super lame. You are a moron and I hope you never reproduce.
Problem: I’ve actually gotten this comment before. It feels wonderful. However, let’s look at it not from the perspective of the person receiving this kind of comment but from the perspective of the person giving it. How does saying something negative like this help you? I guess it might feel good to vent if you feel like your time has been wasted. But really, how much of your time has been wasted? A few minutes? And whose fault is that? The bloggers or yours? In truth, making negative comments just keeps you in a negative mindset. It’s also not a good way to make friends.
Solution: Learn to offer constructive solutions, first of all. Instead of telling someone their blog sucks, or that a post is lame, offer some specific suggestions for improvement. Help them get better. If you are going to take the time to make a comment, make it worth your time. Second, learn to interact with people in a more positive way — it makes others feel good and it makes you feel better about yourself. And you can make some great friends this way. That’s a good thing.
9. Insulting People Back
Problem: If someone insults you or angers you in some way, insulting them back and continuing your anger only transfers their problem to you. This person was probably having a bad day (or a bad year) and took it out on you for some reason. If you reciprocate, you are now having a bad day too. His problem has become yours. Not only that, but the cycle of insults can get worse and worse until it results in violence or other negative consequences — for both of you.
Solution: Let the insults or negative comments of others slide off you like Teflon. Don’t let their problem become yours. In fact, try to understand their problem more — why would someone say something like that? What problems are they going through? Having a little empathy for someone not only makes you understand that their comment is not about you, but it can make you feel and act in a positive manner towards them — and make you feel better about yourself in the process.
10. I don’t think I can do this — I don’t have enough discipline. Maybe some other time.
Problem: If you don’t think you can do something, you probably won’t. Especially for the big stuff. Discipline has nothing to do with it — motivation and focus has everything to do with it. And if you put stuff off for “some other time”, you’ll never get it done. Negative thinking like this inhibits us from accomplishing anything.
Solution: Turn your thinking around: you can do this! You don’t need discipline. Find ways to make yourself a success at your goal. If you fail, learn from your mistakes, and try again. Instead of putting a goal off for later, start now. And focus on one goal at a time, putting all of your energy into it, and getting as much help from others as you can. You can really move mountains if you start with positive thinking.
Negative thinking, in all its many-splendored forms, has a way of creeping into conversations and our thinking without our noticing them. The key to success, in my humble opinion, is learning to spot these thoughts and squash them like little bugs. Then replace them with positive ones. You’ll notice a huge difference in everything you do.
Let’s take a look at 10 common ways that negative thinking emerges — get good at spotting these patterns, and practice replacing them with positive thinking patterns. It has made all the difference in the world for me.
10 Deadly Sins of Negative Thinking
1. I will be happy once I have _____ (or once I earn X).
Problem: If you think you can’t be happy until you reach a certain point, or until you reach a certain income, or have a certain type of house or car or computer setup, you’ll never be happy. That elusive goal is always just out of reach. Once we reach those goals, we are not satisfied — we want more.
Solution: Learn to be happy with what you have, where you are, and who you are, right at this moment. Happiness doesn’t have to be some state that we want to get to eventually — it can be found right now. Learn to count your blessings, and see the positive in your situation. This might sound simplistic, but it works.
2. I wish I were as ____ as (a celebrity, friend, co-worker).
Problem: We’ll never be as pretty, as talented, as rich, as sculpted, as cool, as everyone else. There will always be someone better, if you look hard enough. Therefore, if we compare ourselves to others like this, we will always pale, and will always fail, and will always feel bad about ourselves. This is no way to be happy.
Solution: Stop comparing yourself to others, and look instead at yourself — what are your strengths, your accomplishments, your successes, however small? What do you love about yourself? Learn to love who you are, right now, not who you want to become. There is good in each of us, love in each of us, and a wonderful human spirit in every one of us.
3. Seeing others becoming successful makes me jealous and resentful.
Problem: First, this assumes that only a small number of people can be successful. In truth, many, many people can be successful — in different ways.
Solution: Learn to admire the success of others, and learn from it, and be happy for them, by empathizing with them and understanding what it must be like to be them. And then turn away from them, and look at yourself — you can be successful too, in whatever you choose to do. And even more, you already are successful. Look not at those above you in the social ladder, but those below you — there are always millions of people worse off than you, people who couldn’t even read this article or afford a computer. In that light, you are a huge success.
4. I am a miserable failure — I can’t seem to do anything right.
Problem: Everyone is a failure, if you look at it in certain ways. Everyone has failed, many times, at different things. I have certainly failed so many times I cannot count them — and I continue to fail, daily. However, looking at your failures as failures only makes you feel bad about yourself. By thinking in this way, we will have a negative self-image and never move on from here.
Solution: See your successes and ignore your failures. Look back on your life, in the last month, or year, or 5 years. And try to remember your successes. If you have trouble with this, start documenting them — keep a success journal, either in a notebook or online. Document your success each day, or each week. When you look back at what you’ve accomplished, over a year, you will be amazed. It’s an incredibly positive feeling.
5. I’m going to beat so-and-so no matter what — I’m better than him. And there’s no way I’ll help him succeed — he might beat me.
Problem: Competitiveness assumes that there is a small amount of gold to be had, and I need to get it before he does. It makes us into greedy, back-stabbing, hurtful people. We try to claw our way over people to get to success, because of our competitive feelings. For example, if a blogger wants to have more subscribers than another blogger, he may never link to or mention that other blogger. However, who is to say that my subscribers can’t also be yours? People can read and subscribe to more than one blog.
Solution: Learn to see success as something that can be shared, and learn that if we help each other out, we can each have a better chance to be successful. Two people working towards a common goal are better than two people trying to beat each other up to get to that goal. There is more than enough success to go around. Learn to think in terms of abundance rather than scarcity.
6. Dammit! Why do these bad things always happen to me?
Problem: Bad things happen to everybody. If we dwell on them, they will frustrate us and bring us down.
Solution: See bad things as a part of the ebb and flow of life. Suffering is a part of the human condition — but it passes. All pain goes away, eventually. Meanwhile, don’t let it hold you back. Don’t dwell on bad things, but look forward towards something good in your future. And learn to take the bad things in stride, and learn from them. Bad things are actually opportunities to grow and learn and get stronger, in disguise.
7. You can’t do anything right! Why can’t you be like ____ ?
Problem: This can be said to your child or your subordinate or your sibling. The problem? Comparing two people, first of all, is always a fallacy. People are different, with different ways of doing things, different strengths and weaknesses, different human characteristics. If we were all the same, we’d be robots. Second, saying negative things like this to another person never helps the situation. It might make you feel better, and more powerful, but in truth, it hurts your relationship, it will actually make you feel negative, and it will certainly make the other person feel negative and more likely to continue negative behavior. Everyone loses.
Solution: Take the mistakes or bad behavior of others as an opportunity to teach. Show them how to do something. Second, praise them for their positive behavior, and encourage their success. Last, and most important, love them for who they are, and celebrate their differences.
8. Your work sucks. It’s super lame. You are a moron and I hope you never reproduce.
Problem: I’ve actually gotten this comment before. It feels wonderful. However, let’s look at it not from the perspective of the person receiving this kind of comment but from the perspective of the person giving it. How does saying something negative like this help you? I guess it might feel good to vent if you feel like your time has been wasted. But really, how much of your time has been wasted? A few minutes? And whose fault is that? The bloggers or yours? In truth, making negative comments just keeps you in a negative mindset. It’s also not a good way to make friends.
Solution: Learn to offer constructive solutions, first of all. Instead of telling someone their blog sucks, or that a post is lame, offer some specific suggestions for improvement. Help them get better. If you are going to take the time to make a comment, make it worth your time. Second, learn to interact with people in a more positive way — it makes others feel good and it makes you feel better about yourself. And you can make some great friends this way. That’s a good thing.
9. Insulting People Back
Problem: If someone insults you or angers you in some way, insulting them back and continuing your anger only transfers their problem to you. This person was probably having a bad day (or a bad year) and took it out on you for some reason. If you reciprocate, you are now having a bad day too. His problem has become yours. Not only that, but the cycle of insults can get worse and worse until it results in violence or other negative consequences — for both of you.
Solution: Let the insults or negative comments of others slide off you like Teflon. Don’t let their problem become yours. In fact, try to understand their problem more — why would someone say something like that? What problems are they going through? Having a little empathy for someone not only makes you understand that their comment is not about you, but it can make you feel and act in a positive manner towards them — and make you feel better about yourself in the process.
10. I don’t think I can do this — I don’t have enough discipline. Maybe some other time.
Problem: If you don’t think you can do something, you probably won’t. Especially for the big stuff. Discipline has nothing to do with it — motivation and focus has everything to do with it. And if you put stuff off for “some other time”, you’ll never get it done. Negative thinking like this inhibits us from accomplishing anything.
Solution: Turn your thinking around: you can do this! You don’t need discipline. Find ways to make yourself a success at your goal. If you fail, learn from your mistakes, and try again. Instead of putting a goal off for later, start now. And focus on one goal at a time, putting all of your energy into it, and getting as much help from others as you can. You can really move mountains if you start with positive thinking.
Saturday, March 27, 2010
The four riders of conflict
Business has become a human venture. Mastering communication is essential for leadership success. However, despite our best effort to speak clearly we often end up off-side in our conversations. In the complex anatomy of communication there are four simple yet powerful conversation stoppers. I call them the Four Riders of Conflict: Always. Never. Everything. Nothing.
Always and Never are absolute conclusions built on the past or assumptions about the future. Nobody likes to hear absolutes. Why? Because they simply aren’t true. "You’re always late for work" or “results never improve” swings the door wide open for heated debate and justification. The debate prevents us from having a productive conversation about the real problem. Everything and Nothing operate in the same way. These two words lack validity, robbing us of our leadership credibility.
Leaders host productive conversations. Train your brain to drop the Four Riders of Conflict. Use laser like accuracy. Be specific. Precision is a defining characteristic of great leadership.
Always and Never are absolute conclusions built on the past or assumptions about the future. Nobody likes to hear absolutes. Why? Because they simply aren’t true. "You’re always late for work" or “results never improve” swings the door wide open for heated debate and justification. The debate prevents us from having a productive conversation about the real problem. Everything and Nothing operate in the same way. These two words lack validity, robbing us of our leadership credibility.
Leaders host productive conversations. Train your brain to drop the Four Riders of Conflict. Use laser like accuracy. Be specific. Precision is a defining characteristic of great leadership.
Friday, March 12, 2010
Your Opportunity for Impact
When hardship hits most people instinctively react with “what will happen to me? My family? My stock?” Our first instinct is to pull in, protect, and preserve our domains. It’s human nature. However, if we act only upon this line of thinking we end up following fear down an extremely narrow street, setting limitations on our lives.
In the new world we live in, the leaders who put people before profit will have the greatest impact. Those who believe in caring for the people first will win. Life has a very fair accounting system. Your return equals your investment. As much as it flies in the face of instinct, the difficult times are the exact times to be generous. Be generous with your time. Give away your gifts. Be philanthropic with your attention. Now is the time to pay it forward – to reinvest those acts of kindness done for you back into the social accounting system.
Here’s your opportunity for impact:
1. Look around, who needs a hand? It might be a teammate, peer or a customer. Show some real leadership.
2. What action can you take immediately to influence their situation? What would make a difference? A coffee and a heart to heart talk. The afternoon off. A hand written note. Tickets to tonight’s game. Money in their parking meter.
3. Remember small acts carry deep meaning. Paying it forward only needs to cost you creativity and good will. The monetary value is not the point.
Paying it forward is an invaluable investment hiding in plain sight. Look for your daily opportunity for impact.
In the new world we live in, the leaders who put people before profit will have the greatest impact. Those who believe in caring for the people first will win. Life has a very fair accounting system. Your return equals your investment. As much as it flies in the face of instinct, the difficult times are the exact times to be generous. Be generous with your time. Give away your gifts. Be philanthropic with your attention. Now is the time to pay it forward – to reinvest those acts of kindness done for you back into the social accounting system.
Here’s your opportunity for impact:
1. Look around, who needs a hand? It might be a teammate, peer or a customer. Show some real leadership.
2. What action can you take immediately to influence their situation? What would make a difference? A coffee and a heart to heart talk. The afternoon off. A hand written note. Tickets to tonight’s game. Money in their parking meter.
3. Remember small acts carry deep meaning. Paying it forward only needs to cost you creativity and good will. The monetary value is not the point.
Paying it forward is an invaluable investment hiding in plain sight. Look for your daily opportunity for impact.
Saturday, February 20, 2010
Saturday, January 30, 2010
“We did not come to fear the future. We came here to shape it.”
--President Barack Obama, closing out his speech to the American people on healthcare reform and the need for change.
In his speech this week, President Obama was effective in presenting the facts and making a compelling case for healthcare reform. His appeal was bi-partisan in nature and was an attempt to repair the increasingly polarized political climate in Washington and throughout the country. He hopes to set aside party loyalties and post-election bitterness to do what is right for the country.
By Dhanasekar
Sunday, January 24, 2010
Leadership Habits for 2010.
1. get fit like a pro athlete
2.Lift people up verses tearing people down.
3.Believe in your dreams
4.Measure your success, not by your net worth but yourself worth.
5 Take an intelligent risk every 24 hours no-try no-win
6.remember that business is all about relationship and human connections.
7.Be willing to fail it is the price of greatness
8 Run your own race
9.Rather than doing many things at mediocrity do just a few things -but a mastery
10.Remember that the more you go to your limits, the more your limits will expand.
11.see everything that happens to you as opportunity to grow.
12.Use excellent words
13. Don't complain, gossip, be negative.
14.Laugh more , smile more.
BY
Dhanasekar
2.Lift people up verses tearing people down.
3.Believe in your dreams
4.Measure your success, not by your net worth but yourself worth.
5 Take an intelligent risk every 24 hours no-try no-win
6.remember that business is all about relationship and human connections.
7.Be willing to fail it is the price of greatness
8 Run your own race
9.Rather than doing many things at mediocrity do just a few things -but a mastery
10.Remember that the more you go to your limits, the more your limits will expand.
11.see everything that happens to you as opportunity to grow.
12.Use excellent words
13. Don't complain, gossip, be negative.
14.Laugh more , smile more.
BY
Dhanasekar
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