Success Quotes Can Really Help You

8/8/2019 Success Quotes Can Really Help You

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Success Quotes Can Really Help MotivateYou

By: soofi-29

People like hearing about success and successful people. There issomething in the aura of a successful person that makes them attractive.Successful people are a constant source of inspiration to us, and we often tryto take a leaf out of their books to learn something from them, to absorbsome tips that will make your life a success.

Sometimes, this motivation can come from success quotes, which can ignitea spark within you and fuel the passion that will help you achieve the goalthat you've been wanting to for so long. Let's look at some of these successquotes in this article and try to analyze what inspiring message is beingconveyed them.

"I honestly think it is better to be a failure at something you love than to bea success at something you hate". - George Burns

This quote pits two values against each other – doing what you love anddoing what you hate. How many among us do not know the agony of beingstuck in a job that we hate because it pays our bills? However, George Burns,the comedian, actor, and writer believes that it is a higher virtue to pursuewhat you really love doing, even if you do fail at it in the beginning. He talksabout never sacrificing your passion for anything in the world, and if youstick to it, you are bound to achieve what you aspire for.

"Success consists of going from failure to failure without loss of enthusiasm".-Winston Churchill

The road to success is never smooth, and is fraught with all kinds of difficulties and even failure. However, what separates the men from the boysis the attitude of getting up and starting all over again without losing sight of the vision and without losing courage. Those who lose their eagerness andmotivation will never achieve success in life.

"It is not what we get. But who we become, what we contribute... that gives

meaning to our lives". - Anthony Robbins

Success is not about having loads of money or a line of cars parked in frontof your house. Being rich should not be confused with being successful. Thetrue measure of success is how valuable you were to the people or societyaround you and what impression you have left behind.

For more on inspirational quotesClick on our Walt Disney quotes page Victoris the operator and editor of settinggoals101.com, a comprehensive website

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that provides tools to help you set and successfully achieve your objectives.Settinggoals101 is your guide to more effective goal achievement.

Money is Not the Paramount Motivator

By: Edward Hill

Discovering the textbook employee who fits your criteria can beexhausting and costly. Guidance takes weeks or even months, followed by alearning curve for the practical application of what was taught. Finally, afteran exhaustive search you did it. You hired an “Ace”! Now what? How do youkeep your “Winner” around for a long time to come? Every company, little,medium and large has at one point or another lost an exceptionally dearemployee. Obviously additional money is a awesome motivator to maintaincrucial employees. On the other hand, in a recent poll, money is thesubsequent best motivation, the first being authentic acknowledged

achievment for a job well done. Let’s talk about the latter and how you canbe extra successful at recognizing your employees.Awards and recognition has been around since Adam named the stars above.It’s no secret people are motivated by achievement and naturally endeavorto gain positive recognition. Each industry is different and there are manydifferent ways to motivate and recognize employees. I would like to focus onthe top form of motivation, awards.1.) Awards and Recognition. An award is defined as a souvenir that is givento a person or a group of people to identify excellence. Awards can be aplethora of diverse things including trophies, certificates, commemorativeplaques, medals, badges, pins, or ribbons and personalized gifts to onlyname a few. An award may carry a monetary value or it can simply carry anemotional worth, like a new title or induction in an elite club or it could be apublic recognition of excellence, without some physical token or prize.Awards can be very effective motivators, nevertheless they can also be verycostly. You ought to exploit the success of the awards by following thesesteps.a.) Make a huge deal out of the presentation of the award. Hold an allpersonnel meeting, lease a banquet hall or at least have the event catered.The more sophisticated the better the effect of giving out an award.b.) Always give a detailed description of why the recipient won the award,how they went above and beyond what is expected. Give details how otheremployees can obtain an award. You are setting the bar to be achieved so

make sure you set it high.c.) The award itself must always be personalized. The significance isastronomically superior if the award has the recipients name on it. Keep inmind Dale Carnegie says a persons name is the sweetest utterance in anylanguage.d.) Stick with it. Generally employee recognition programs fizzle out after afew months. Continue with the program, keep setting the bar higher andhigher.

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In summery, key employees are hard to obtain, let alone keep them aroundfor a long period of time. Never underestimate the influence of recognition…cash never hurts either.

Coach Eddie Hill Award Masters Inc. 1-800-800-4808www.awardmastersinc.com Awards, trophies, plaques, corporate gifts andengraving

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Steve Jobs Biography

Steve Jobs has revolutionized the computer, hardware, software, animation andmusic industries. Steve Jobs’ insistence of innovating always has cost himmillions of dollars but has created a cult like following for his products.

"Innovation distinguishes between a leader and a follower." -SteveJobsSteve Jobs regularly makes most rosters of the rich and powerful. It issurprising for a guy who takes home an annual salary of U.S. $1. Thereasons why he is on all power lists are; Apple, Next, iPod and Pixar.Jobs is also known as the one man who could have upstaged BillGates. But Jobs was as excited about innovation as Bill Gates wasinterested in making money.

Steve Jobs was born in Green Bay, Wisconsin to Joanne Simpson

and an Egyptian Arab father. Paul and Clara Jobs of Mountain View,Santa Clara County, California then adopted him. The writer MonaSimpson is Jobs’ biological sister. In 1972, Jobs graduated fromHomestead High School in Cupertino, California and enrolled in ReedCollege in Portland, Oregon. One semester later he had dropped out.But instead of going back home he hung around college and took upthe study of philosophy and foreign cultures.

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Steve Jobs had a deep-seated interest in technology so he took up a job at Atari Inc. which was a leading manufacturer of video games.He struck a friendship with fellow designer Steve Wozniak andattended meetings of the "Homebrew Computer Club" with him.Wozniak and Jobs developed a system with a toy whistle available inthe Cap'n Crunch cereal box to make it possible to make free longdistance telephone calls. They called off the amateur venture after someone told them of the possible legal consequences.

After saving up some money Steve Jobs took of for India in thesearch of enlightenment with his friend Dan Kottke. Once he returnedhe convinced Wozniak to quit his job at Hewlett Packard and join himin his venture that concerned personal computers. They sold items

like a scientific calculator to raise the seed capital. There iscontroversy as to where did the name Apple originate. According toone belief Apple originates from a pleasant summer Jobs had spentas an orchard worker in Oregon. There is another school of thoughtthat says that the symbol of rainbow colored apple that has beenbitten into is a tribute to Alan Turing who was a homosexual and haddied after biting a cyanide laced apple.

In 1976, Jobs, then 21, and Wozniak, 26, founded Apple Computer

Co. in the Jobs family garage. The first personal computer was soldfor $666.66. By 1980, Apple had already released three improvedversions of the personal computer. It had a wildly successful IPO,which made both founders millionaires many times over. Steve Jobshad managed to rope in John Scully of Pepsi to head the marketingfunction in Apple.

A tiff with the Apple board and John Scully led to the resignation of Steve Jobs. As soon as he resigned he immersed himself in hisbrand new venture. Steve Jobs decided that he wanted to change the

hardware industry. The company was called NeXTStep and the newmachine was called NeXT Computer. He ploughed in more than U.S.$250 million into the company. The machine was a commercialwashout but it did help in object-oriented programming, PostScript,and magneto-optical devices. Tim Berners-Lee developed the originalWorld Wide Web system at CERN on a NeXT machine. Bitterlydisappointed with NeXTStep, Jobs accepted the offer that Apple



made him.

Steve Jobs also started Pixar Inc., which has gone on to produceanimated movies such as Toy Story (1995); A Bug's Life (1998); ToyStory 2 (1999); Monsters, Inc. (2001); Finding Nemo (2003); and TheIncredibles (2004). This venture has made him one of the mostsought after men in Hollywood.

Post Pixar, Steve Jobs wanted another round of revolutionizing to do.This time it was the music industry. He introduced the iPod in 2003.Later he came up with iTunes, which was a digital jukebox. A millionand a half iPods later, the music industry still does not know whether this invention will save it or destroy it. Apple has a great advertisingtrack record and its ‘Rip, Mix, Burn’ campaign was another feather in

its cap. Now the industry uses a Mac to make the music and an iPodto store it.

Steve Jobs lives with his wife, Laurene Powell and their three childrenin Silicon Valley. He also has a daughter, Lisa Jobs from a previousrelationship. In 2004, there was a cancerous tumor in his pancreas,which was successfully operated upon.

'You've got to find what you

love,' Jobs says

This is the text of the Commencement address by Steve Jobs, CEO of

Apple Computer and of Pixar Animation Studios, delivered on June 12,

2005.

I am honored to be with you today at your commencement from one

of the finest universities in the world. I never graduated from college.Truth be told, this is the closest I've ever gotten to a collegegraduation. Today I want to tell you three stories from my life. That'sit. No big deal. Just three stories.

The first story is about connecting the dots.



I dropped out of Reed College after the first 6 months, but then stayedaround as a drop-in for another 18 months or so before I really quit.So why did I drop out?

It started before I was born. My biological mother was a young, unwed

college graduate student, and she decided to put me up for adoption.She felt very strongly that I should be adopted by college graduates,so everything was all set for me to be adopted at birth by a lawyer andhis wife. Except that when I popped out they decided at the lastminute that they really wanted a girl. So my parents, who were on awaiting list, got a call in the middle of the night asking: "We have anunexpected baby boy; do you want him?" They said: "Of course." Mybiological mother later found out that my mother had never graduatedfrom college and that my father had never graduated from highschool. She refused to sign the final adoption papers. She onlyrelented a few months later when my parents promised that I wouldsomeday go to college.

And 17 years later I did go to college. But I naively chose a collegethat was almost as expensive as Stanford, and all of my working-classparents' savings were being spent on my college tuition. After sixmonths, I couldn't see the value in it. I had no idea what I wanted todo with my life and no idea how college was going to help me figure itout. And here I was spending all of the money my parents had savedtheir entire life. So I decided to drop out and trust that it would allwork out OK. It was pretty scary at the time, but looking back it was

one of the best decisions I ever made. The minute I dropped out Icould stop taking the required classes that didn't interest me, andbegin dropping in on the ones that looked interesting.

It wasn't all romantic. I didn't have a dorm room, so I slept on thefloor in friends' rooms, I returned coke bottles for the 5¢ deposits tobuy food with, and I would walk the 7 miles across town every Sundaynight to get one good meal a week at the Hare Krishna temple. I lovedit. And much of what I stumbled into by following my curiosity andintuition turned out to be priceless later on. Let me give you oneexample:

Reed College at that time offered perhaps the best calligraphyinstruction in the country. Throughout the campus every poster, everylabel on every drawer, was beautifully hand calligraphed. Because Ihad dropped out and didn't have to take the normal classes, I decidedto take a calligraphy class to learn how to do this. I learned about serif and san serif typefaces, about varying the amount of space between



different letter combinations, about what makes great typographygreat. It was beautiful, historical, artistically subtle in a way thatscience can't capture, and I found it fascinating.

None of this had even a hope of any practical application in my life.

But ten years later, when we were designing the first Macintoshcomputer, it all came back to me. And we designed it all into the Mac.It was the first computer with beautiful typography. If I had neverdropped in on that single course in college, the Mac would have neverhad multiple typefaces or proportionally spaced fonts. And sinceWindows just copied the Mac, its likely that no personal computerwould have them. If I had never dropped out, I would have neverdropped in on this calligraphy class, and personal computers might nothave the wonderful typography that they do. Of course it wasimpossible to connect the dots looking forward when I was in college.But it was very, very clear looking backwards ten years later.

Again, you can't connect the dots looking forward; you can onlyconnect them looking backwards. So you have to trust that the dotswill somehow connect in your future. You have to trust in something —your gut, destiny, life, karma, whatever. This approach has never letme down, and it has made all the difference in my life.

My second story is about love and loss.

I was lucky — I found what I loved to do early in life. Woz and I

started Apple in my parents garage when I was 20. We worked hard,and in 10 years Apple had grown from just the two of us in a garageinto a $2 billion company with over 4000 employees. We had justreleased our finest creation — the Macintosh — a year earlier, and Ihad just turned 30. And then I got fired. How can you get fired from acompany you started? Well, as Apple grew we hired someone who Ithought was very talented to run the company with me, and for thefirst year or so things went well. But then our visions of the futurebegan to diverge and eventually we had a falling out. When we did,our Board of Directors sided with him. So at 30 I was out. And verypublicly out. What had been the focus of my entire adult life was gone,and it was devastating.

I really didn't know what to do for a few months. I felt that I had letthe previous generation of entrepreneurs down - that I had droppedthe baton as it was being passed to me. I met with David Packard andBob Noyce and tried to apologize for screwing up so badly. I was avery public failure, and I even thought about running away from the



valley. But something slowly began to dawn on me — I still loved whatI did. The turn of events at Apple had not changed that one bit. I hadbeen rejected, but I was still in love. And so I decided to start over.

I didn't see it then, but it turned out that getting fired from Apple was

the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginneragain, less sure about everything. It freed me to enter one of the mostcreative periods of my life.

During the next five years, I started a company named NeXT, anothercompany named Pixar, and fell in love with an amazing woman whowould become my wife. Pixar went on to create the worlds firstcomputer animated feature film, Toy Story , and is now the mostsuccessful animation studio in the world. In a remarkable turn of events, Apple bought NeXT, I returned to Apple, and the technologywe developed at NeXT is at the heart of Apple's current renaissance.And Laurene and I have a wonderful family together.

I'm pretty sure none of this would have happened if I hadn't been firedfrom Apple. It was awful tasting medicine, but I guess the patientneeded it. Sometimes life hits you in the head with a brick. Don't losefaith. I'm convinced that the only thing that kept me going was that Iloved what I did. You've got to find what you love. And that is as truefor your work as it is for your lovers. Your work is going to fill a largepart of your life, and the only way to be truly satisfied is to do what

you believe is great work. And the only way to do great work is to lovewhat you do. If you haven't found it yet, keep looking. Don't settle. Aswith all matters of the heart, you'll know when you find it. And, likeany great relationship, it just gets better and better as the years rollon. So keep looking until you find it. Don't settle.

My third story is about death.

When I was 17, I read a quote that went something like: "If you liveeach day as if it was your last, someday you'll most certainly be right."It made an impression on me, and since then, for the past 33 years, Ihave looked in the mirror every morning and asked myself: "If todaywere the last day of my life, would I want to do what I am about to dotoday?" And whenever the answer has been "No" for too many days ina row, I know I need to change something.

Remembering that I'll be dead soon is the most important tool I'veever encountered to help me make the big choices in life. Because



almost everything — all external expectations, all pride, all fear of embarrassment or failure - these things just fall away in the face of death, leaving only what is truly important. Remembering that you aregoing to die is the best way I know to avoid the trap of thinking youhave something to lose. You are already naked. There is no reason not

to follow your heart.

About a year ago I was diagnosed with cancer. I had a scan at 7:30 inthe morning, and it clearly showed a tumor on my pancreas. I didn'teven know what a pancreas was. The doctors told me this was almostcertainly a type of cancer that is incurable, and that I should expect tolive no longer than three to six months. My doctor advised me to gohome and get my affairs in order, which is doctor's code for prepare todie. It means to try to tell your kids everything you thought you'dhave the next 10 years to tell them in just a few months. It means tomake sure everything is buttoned up so that it will be as easy aspossible for your family. It means to say your goodbyes.

I lived with that diagnosis all day. Later that evening I had a biopsy,where they stuck an endoscope down my throat, through my stomachand into my intestines, put a needle into my pancreas and got a fewcells from the tumor. I was sedated, but my wife, who was there, toldme that when they viewed the cells under a microscope the doctorsstarted crying because it turned out to be a very rare form of pancreatic cancer that is curable with surgery. I had the surgery andI'm fine now.

This was the closest I've been to facing death, and I hope its theclosest I get for a few more decades. Having lived through it, I cannow say this to you with a bit more certainty than when death was auseful but purely intellectual concept:

No one wants to die. Even people who want to go to heaven don'twant to die to get there. And yet death is the destination we all share.No one has ever escaped it. And that is as it should be, because Deathis very likely the single best invention of Life. It is Life's change agent.It clears out the old to make way for the new. Right now the new isyou, but someday not too long from now, you will gradually becomethe old and be cleared away. Sorry to be so dramatic, but it is quitetrue.

Your time is limited, so don't waste it living someone else's life. Don'tbe trapped by dogma — which is living with the results of otherpeople's thinking. Don't let the noise of others' opinions drown out



your own inner voice. And most important, have the courage to followyour heart and intuition. They somehow already know what you trulywant to become. Everything else is secondary.

When I was young, there was an amazing publication called The Whole

Earth Catalog, which was one of the bibles of my generation. It wascreated by a fellow named Stewart Brand not far from here in MenloPark, and he brought it to life with his poetic touch. This was in thelate 1960's, before personal computers and desktop publishing, so itwas all made with typewriters, scissors, and polaroid cameras. It wassort of like Google in paperback form, 35 years before Google camealong: it was idealistic, and overflowing with neat tools and greatnotions.

Stewart and his team put out several issues of The Whole Earth

Catalog, and then when it had run its course, they put out a finalissue. It was the mid-1970s, and I was your age. On the back cover of their final issue was a photograph of an early morning country road,the kind you might find yourself hitchhiking on if you were soadventurous. Beneath it were the words: "Stay Hungry. Stay Foolish."It was their farewell message as they signed off. Stay Hungry. StayFoolish. And I have always wished that for myself. And now, as yougraduate to begin anew, I wish that for you.

Stay Hungry. Stay Foolish.

Thank you all very much.

Posted on Wednesday, June 15, 2005 4:18:09 AM bySwordmaker

Thank you. I'm honored to be with you today for your commencement fromone of the finest universities in the world. Truth be told, I never graduatedfrom college and this is the closest I've ever gotten to a college graduation.

Today I want to tell you three stories from my life. That's it. No big deal. Justthree stories. The first story is about connecting the dots.

I dropped out of Reed College after the first six months but then stayedaround as a drop-in for another eighteen months or so before I really quit.So why did I drop out? It started before I was born. My biological mother wasa young, unwed graduate student, and she decided to put me up foradoption. She felt very strongly that I should be adopted by college

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graduates, so everything was all set for me to be adopted at birth by alawyer and his wife, except that when I popped out, they decided at the lastminute that they really wanted a girl. So my parents, who were on a waitinglist, got a call in the middle of the night asking, "We've got an unexpectedbaby boy. Do you want him?" They said, "Of course." My biological motherfound out later that my mother had never graduated from college and thatmy father had never graduated from high school. She refused to sign thefinal adoption papers. She only relented a few months later when my parentspromised that I would go to college.

This was the start in my life. And seventeen years later, I did go to college,but I naïvely chose a college that was almost as expensive as Stanford, andall of my working-class parents' savings were being spent on my collegetuition. After six months, I couldn't see the value in it. I had no idea what Iwanted to do with my life, and no idea of how college was going to help mefigure it out, and here I was, spending all the money my parents had savedtheir entire life. So I decided to drop out and trust that it would all work out

OK. It was pretty scary at the time, but looking back, it was one of the bestdecisions I ever made. The minute I dropped out, I could stop taking therequired classes that didn't interest me and begin dropping in on the onesthat looked far more interesting.

It wasn't all romantic. I didn't have a dorm room, so I slept on the floor infriends' rooms. I returned Coke bottles for the five-cent deposits to buy foodwith, and I would walk the seven miles across town every Sunday night toget one good meal a week at the Hare Krishna temple. I loved it. And muchof what I stumbled into by following my curiosity and intuition turned out tobe priceless later on. Let me give you one example.

Reed College at that time offered perhaps the best calligraphy instruction inthe country. Throughout the campus every poster, every label on everydrawer was beautifully hand-calligraphed. Because I had dropped out anddidn't have to take the normal classes, I decided to take a calligraphy classto learn how to do this. I learned about serif and sans-serif typefaces, aboutvarying the amount of space between different letter combinations, aboutwhat makes great typography great. It was beautiful, historical, artisticallysubtle in a way that science can't capture, and I found it fascinating.

None of this had even a hope of any practical application in my life. But tenyears later when we were designing the first Macintosh computer, it all cameback to me, and we designed it all into the Mac. It was the first computerwith beautiful typography. If I had never dropped in on that single course incollege, the Mac would have never had multiple typefaces or proportionallyspaced fonts, and since Windows just copied the Mac, it's likely that nopersonal computer would have them.



If I had never dropped out, I would have never dropped in on thatcalligraphy class and personals computers might not have the wonderfultypography that they do.

Of course it was impossible to connect the dots looking forward when I wasin college, but it was very, very clear looking backwards 10 years later.Again, you can't connect the dots looking forward. You can only connectthem looking backwards, so you have to trust that the dots will somehowconnect in your future. You have to trust in something--your gut, destiny,life, karma, whatever--because believing that the dots will connect down theroad will give you the confidence to follow your heart, even when it leads youoff the well-worn path, and that will make all the difference.

My second story is about love and loss. I was lucky. I found what I loved todo early in life. Woz and I started Apple in my parents' garage when I wastwenty. We worked hard and in ten years, Apple had grown from just the twoof us in a garage into a $2 billion company with over 4,000 employees. We'd

just released our finest creation, the Macintosh, a year earlier, and I'd justturned thirty, and then I got fired. How can you get fired from a companyyou started? Well, as Apple grew, we hired someone who I thought was verytalented to run the company with me, and for the first year or so, thingswent well. But then our visions of the future began to diverge, and eventuallywe had a falling out. When we did, our board of directors sided with him, andso at thirty, I was out, and very publicly out. What had been the focus of myentire adult life was gone, and it was devastating. I really didn't know whatto do for a few months. I felt that I had let the previous generation of entrepreneurs down, that I had dropped the baton as it was being passed tome. I met with David Packard and Bob Noyce and tried to apologize for

screwing up so badly. I was a very public failure and I even thought aboutrunning away from the Valley. But something slowly began to dawn on me. Istill loved what I did. The turn of events at Apple had not changed that onebit. I'd been rejected but I was still in love. And so I decided to start over.

I didn't see it then, but it turned out that getting fired from Apple was thebest thing that could have ever happened to me. The heaviness of beingsuccessful was replaced by the lightness of being a beginner again, less sureabout everything. It freed me to enter one of the most creative periods in mylife. During the next five years I started a company named NeXT, anothercompany named Pixar and fell in love with an amazing woman who wouldbecome my wife. Pixar went on to create the world's first computer-animated

feature film, "Toy Story," and is now the most successful animation studio inthe world.

In a remarkable turn of events, Apple bought NeXT and I returned to Appleand the technology we developed at NeXT is at the heart of Apple's currentrenaissance, and Lorene and I have a wonderful family together.



I'm pretty sure none of this would have happened if I hadn't been fired fromApple. It was awful-tasting medicine but I guess the patient needed it.Sometimes life's going to hit you in the head with a brick. Don't lose faith.I'm convinced that the only thing that kept me going was that I loved what Idid. You've got to find what you love, and that is as true for work as it is foryour lovers. Your work is going to fill a large part of your life, and the onlyway to be truly satisfied is to do what you believe is great work, and the onlyway to do great work is to love what you do. If you haven't found it yet, keeplooking, and don't settle. As with all matters of the heart, you'll know whenyou find it, and like any great relationship it just gets better and better asthe years roll on. So keep looking. Don't settle.

My third story is about death. When I was 17 I read a quote that wentsomething like "If you live each day as if it was your last, someday you'llmost certainly be right." It made an impression on me, and since then, forthe past 33 years, I have looked in the mirror every morning and askedmyself, "If today were the last day of my life, would I want to do what I am

about to do today?" And whenever the answer has been "no" for too manydays in a row, I know I need to change something. Remembering that I'll bedead soon is the most important thing I've ever encountered to help memake the big choices in life, because almost everything--all externalexpectations, all pride, all fear of embarrassment or failure--these things justfall away in the face of death, leaving only what is truly important.Remembering that you are going to die is the best way I know to avoid thetrap of thinking you have something to lose. You are already naked. There isno reason not to follow your heart.

About a year ago, I was diagnosed with cancer. I had a scan at 7:30 in the

morning and it clearly showed a tumor on my pancreas. I didn't even knowwhat a pancreas was. The doctors told me this was almost certainly a type of cancer that is incurable, and that I should expect to live no longer than threeto six months. My doctor advised me to go home and get my affairs in order,which is doctors' code for "prepare to die." It means to try and tell your kidseverything you thought you'd have the next ten years to tell them, in just afew months. It means to make sure that everything is buttoned up so that itwill be as easy as possible for your family. It means to say your goodbyes.

I lived with that diagnosis all day. Later that evening I had a biopsy wherethey stuck an endoscope down my throat, through my stomach into myintestines, put a needle into my pancreas and got a few cells from the tumor.

I was sedated but my wife, who was there, told me that when they viewedthe cells under a microscope, the doctor started crying, because it turned outto be a very rare form of pancreatic cancer that is curable with surgery. I hadthe surgery and, thankfully, I am fine now.

This was the closest I've been to facing death, and I hope it's the closest Iget for a few more decades. Having lived through it, I can now say this toyou with a bit more certainty than when death was a useful but purely



intellectual concept. No one wants to die, even people who want to go toHeaven don't want to die to get there, and yet, death is the destination weall share. No one has ever escaped it. And that is as it should be, becausedeath is very likely the single best invention of life. It's life's change agent; itclears out the old to make way for the new. right now, the new is you. Butsomeday, not too long from now, you will gradually become the old and becleared away. Sorry to be so dramatic, but it's quite true. Your time islimited, so don't waste it living someone else's life. Don't be trapped bydogma, which is living with the results of other people's thinking. Don't letthe noise of others' opinions drown out your own inner voice, heart andintuition. They somehow already know what you truly want to become.Everything else is secondary.

When I was young, there was an amazing publication called The Whole EarthCatalogue, which was one of the bibles of my generation. It was created by afellow named Stuart Brand not far from here in Menlo Park, and he brought itto life with his poetic touch. This was in the late Sixties, before personal

computers and desktop publishing, so it was all made with typewriters,scissors, and Polaroid cameras. it was sort of like Google in paperback formthirty-five years before Google came along. I was idealistic, overflowing withneat tools and great notions. Stuart and his team put out several issues of the The Whole Earth Catalogue, and then when it had run its course, theyput out a final issue. It was the mid-Seventies and I was your age. On theback cover of their final issue was a photograph of an early morning countryroad, the kind you might find yourself hitchhiking on if you were soadventurous. Beneath were the words, "Stay hungry, stay foolish." It wastheir farewell message as they signed off. "Stay hungry, stay foolish." And Ihave always wished that for myself, and now, as you graduate to begin

anew, I wish that for you. Stay hungry, stay foolish.

Thank you all, very much.

A lot of companies have chosen to downsize, and maybethat was the right thing for them. We chose a different path.Our belief was that if we kept putting great products in frontof customers, they would continue to open their wallets. Steve Jobs

Apple's market share is bigger than BMW's or Mercedes's orPorsche's in the automotive market. What's wrong withbeing BMW or Mercedes?

Steve Jobs

Be a yardstick of quality. Some people aren't used to an

http://www.brainyquote.com/quotes/quotes/s/stevejobs173471.html






environment where excellence is expected. Steve Jobs

Design is not just what it looks like and feels like. Design is

how it works.

Steve Jobs

I think we're having fun. I think our customers really like ourproducts. And we're always trying to do better. Steve Jobs

I want to put a ding in the universe. Steve Jobs

Innovation distinguishes between a leader and a follower. Steve Jobs

It is piracy, not overt online music stores, which is our maincompetitor. Steve Jobs

It took us three years to build the NeXT computer. If we'dgiven customers what they said they wanted, we'd havebuilt a computer they'd have been happy with a year afterwe spoke to them - not something they'd want now. Steve Jobs

Pretty much, Apple and Dell are the only ones in thisindustry making money. They make it by being Wal-Mart.We make it by innovation. Steve Jobs

Sometimes when you innovate, you make mistakes. It is

best to admit them quickly, and get on with improving yourother innovations. Steve Jobs

The people who are doing the work are the moving forcebehind the Macintosh. My job is to create a space for them,to clear out the rest of the organization and keep it at bay.





















Steve Jobs

To turn really interesting ideas and fledgling technologiesinto a company that can continue to innovate for years, it

requires a lot of disciplines.

Steve Jobs

Why join the navy if you can be a pirate?

Steve Jobs

You can't just ask customers what they want and then try togive that to them. By the time you get it built, they'll wantsomething new. Steve Jobs

Quotes on Leadership

Quotes on leadership can be a great motivating factor. They inspire and light afire within you, making you aspire for greatness.

There is nothing like a good leadership quote to ignite us and make apositive impact on our life. These quotes on leadership may just beone or two lines long but they seem to contain an endless ocean of knowledge within themselves.

Each quote is self contained and can lend itself beautifully todiscussion and debate. You can learn more from a single quote thanyou could if you spent several hours in a classroom, pouring over textbooks. It may sound strange to you but these quotes have thepotential of changing your life. If not that they will at least set youmoving in a new direction.

"Don't tell people how to do things, tell them what to do and let themsurprise you with their results." – George S. Patton

That’s the mark of a true leader. He has no wish to forever stand infront of a line and lead his team to a goal. A leader wants his team tobe self-sufficient and confident in their own capabilities.

He goes beyond instructing; he guides, instills confidence, trusts histeam implicitly to get the job done well; and then, he takes a step











back and observes. This kind of trust and independence willchallenge the team to exceed the expectations of their leader. And inmany cases, they do!

"Management is doing things right; leadership is doing the rightthings." Peter F. Drucker

Quotes on leadership like these do more than just inspire you. Theygive you a new perspective on things. They set you thinking aboutdifferent angles of a problem or situation that you may, by yourself,have never considered.

Look at the quote above. It may be one simple line, but you areintrigued by it, and now you may be thinking of the differences

between a manager and a leader. In fact, you may even bewondering what category you fall into. A simple play of words anddoors seemed to have opened up to a whole new world of thoughtand ideas.

"The very essence of leadership is that you have to have vision. Youcan't blow an uncertain trumpet." - Theodore M. Hesburgh

A lot in leadership has to do with seeing a goal that may not be visible

to one and all. And once you have seen it, you need to have theconviction that you will achieve it.

A true leader is successful when he is able to formulate goals andobjectives for himself and his team. If you are certain about the goalyou wish to achieve, you will also have the vision to plancontingencies for the problems you may face on your quest.

"I not only use all the brains that I have, but all that I can borrow." -Woodrow Wilson

Successful leaders believe in augmenting their skills with that of theothers. By himself, he may not have the skills or knowledge to dosomething. However, by working in tandem with other people, he notonly gets new work done, but also ends up supplementing his ownknowledge and information.



Quotes on leadership are the proverbial words of wisdom. They giveyou new direction, provide a strategy, supply a new line of thought,and positively motivate you to achieve something. If used at the righttime in the right way, you will be able to make great impact on your audience or team.If You Liked This Article We Also Recommend Reading Leadership Quotes

Victor Ghebre is the editor of Settinggoals101.com where you getpractical tips and information on goal setting, motivation, leadershipand more.

Management Gurus From The East

This article is designed to introduce relatively unknown management gurus, and

their ideas, to managers and professionals in all sectors, but is aimed particularlyat providing reading suggestions for those who are studying managementdevelopment courses or professional qualifications, by distance learning or in theclassroom, in order to develop their careers.

It highlights the sources of inspiration and guidance that are availablefrom management and leadership gurus born in the East, who haveindividually and collectively made as great a contribution as the morewell-known, more commercially promoted, American gurus. Many of the Western gurus have based their theories and models on theoriginal ideas of the leading thinkers from India, China, Eastern

Europe, and Central Asia. Also, as we shall see here, some of the so-called Western gurus were in fact from Central or Eastern Asia or thePacific Basin. This article gives an insight into just a few of thisinfluential group of original thinkers.

Mistakenly considered by many to be one of the American gurus,Ansoff was in fact born in Russia but moved to the USA with hisfamily when he was 18. There he studied and later obtained a PhD inMathematics, worked for the Rand Corporation and then theLockheed Aircraft Corporation, before moving into academia in the

USA and Europe. Ansoff is best known for establishing strategy as amanagement discipline, and for laying the foundations of modernstrategic planning techniques. His approach was, in his time,criticized for being too focused on analytical and planning techniques,but is now highly regarded as appropriate for the fast-changing,complex business world of today.

http://www.settinggoals101.com/leadership-quotations.html

http://www.settinggoals101.com/leadership-quotations.html



Hu-Chan is an international management consultant, executivecoach, speaker, and leadership development educator. Specializingin coaching in cross-cultural leadership, she has become a leader herself in the new discipline of executive coaching. Through her individual and team coaching activities, Ms Hu-Chan has influencedthe strategies of major corporations and public sector bodies, in Northand South America, Australia, and Asia.

Born in India, Ghoshal forged a reputation as a brilliant thinker whilststudying at MIT and Harvard, and then teaching at MIT, INSEAD, andthe London Business School. In partnership with Christopher Bartlettof Harvard he first came to prominence as a leading thinker oninternational strategy and then developed this further to stress theimportance of innovation and the empowerment of people as the key

to creating a moral and value-creating organisation. Ghoshal wasconsidered to be one of the leading thinkers in the field of howbusiness must focus on relationship building and innovation, rather than operational efficiencies, to be successful. Revered in India,Europe, and the United States, Ghoshal played a major role inshaping the behavior of the first tranche of today’s global companies.

His own name would not be recognized by hardly any member of thegeneral public, his company IKEA is a name recognized by most.

Kamprad is also known in the world of academia and business ashaving established a model for successful entrepreneurship. He tookhis personal values, developed from the harsh upbringing in hisnative Smaland in Sweden, and turned these into a set of conceptsthat laid down how he wanted his company to be managed and howhe wanted his workers to behave. Called A Furniture Dealer’sTestament, it is a list of simple but powerful statements that can beapplied to most entrepreneurial projects.

Kartajaya is the founder of Indonesia’s leading consulting firm, and

past president of the World Marketing Association. His thinking onmarketing management is now incorporated into most masters levelmarketing courses. Kartajaya has worked in writing partnership withPhilip Kottler, one of the most respected marketing gurus, focusing onthe application of marketing concepts and principles in the Asianmarkets. One of his major lines of thinking is that to stay as themarket leader, the organisation must act as if it is not the leader, and



must constantly challenge for the lead, even though they havetemporarily technically achieved that.

Best known for his innovative work in speech recognition technologyfor Microsoft and establishing Google's document management andresearch center in Beijing, Lee has been an influential figure in theadvancement of China's position in science and technology. He haswritten on the benefits of combining the ancient wisdoms and cultureof the East with the established management and leadershipapproaches of the West, and the advantages to organizations inbuilding a culture of learning, personal empowerment anddevelopment of their people. He argues that both of theseapproaches will create balance in the organisation, in line with theMiddle Way, one of the principles of the teachings of Confucius.

Interestingly, he also talks about the importance of viewing failure asa positive learning experience, a concept that is still alien to manyelements of Western society including the business world.

Also known as William Ding, Lei is the founder and head of Netease.com, the Chinese portal that focuses on on-line gaming andpc to phone messaging. Lei, still in his 30s, is one of the new wave of young Asian entrepreneurs who are leading the development of internet based businesses. His ideas on how to manage in the

internet environment are fast becoming the template which mostorganizations in this field are adopting.

Mayo spent his early academic life in his native Australia, where heforged a reputation as a leading thinker in the areas of logic, ethics,and psychology. In his forties he moved to America where heeventually taught at Harvard as a professor of industrial research.Mayo is now acclaimed as the father of the Human Relations schoolof management, being the first major voice advocating a move awayfrom the scientific management approach towards a more humanistic

one. He is also credited with being the first to recognise that flexible,responsive, learning organizations were likely to be more successfulin an increasingly fast-changing business world.

Morita left the security of his family’s sake business to start a smallelectronics company so that he could continue what had been untilthen his amateur enthusiast interest in electronics. He formed a



company called Tokyo Tshsushin Kyogu, later to be changed toSony. Pursuing a policy of risk, innovation, creativity, and intuition,Morita built Sony into one of the modern world’s industrial giants. Itwas Morita, through the success of Sony, who put Japaneseinnovation into the world’s consciousness. At the same time, Moritahas contributed enormously to the world of management andleadership, through the lessons learned from the success of Sony.

One of Japan’s most respected management gurus, Nonaka is theDean of the School of Knowledge Science at the Japan AdvancedInstitute of Science and Technology. Developing earlier thinking byDrucker and others, his ideas on knowledge-creation and innovationgenerating processes in organizations has helped to consolidate theestablishment of Knowledge Management as our newest major

management discipline. Few organizations have embraced everyaspect of Nonaka’s vision, but those that have are reaping hugebenefits from building the active management of knowledge into their strategies and structures.

Ohmae has pioneered modern approaches to strategic management,focusing on the role of the strategist, the three key players of organisation, customer, and competition, and how to gain strategicadvantage. His background is diverse, covering gaining a PhD in

Nuclear Engineering, leading the Tokyo branch of McKinseyConsulting, acting as an advisor to the Japanese Prime Minister, andbeing an accomplished clarinet player. Ohmae’s ideas have had amajor impact on the way in which leading managers think and behavetoday. His emphasis on strategists needing to be intuitive, innovative,and creative are now the norm, and are required reading for managers and leaders in industry and in politics.

Taguchi’s importance is in his development of the QualityManagement approach introduced into Japan by Deming and Juran,

and pushing the quality control activity backwards into the supplier and design stages, so establishing one of the foundation stones of what we practice as Quality Assurance. He also proposed a moreholistic approach to quality improvement, and in doing so made amajor contribution to what eventually became known as Kaizen, or Continuous Improvement.



Now recognized as the source of much of today’s leadership andstrategic management thinking, Sun Tzu was a military general inChina at the time of Confucius. His writings, known as The Art Of War (Sun Tzu Ping Fa) are a compilation of his reflections on thestrategies and leadership behavior that underlie success in war.Translated into to relate to today’s business world, Sun Tzu’sthoughts on strategy, information and intelligence, tactics, competitionand competitiveness, communication, and leadership andmanagement, have enormous relevance and are followed by some of our most successful leaders.

There are many worthy management and leadership figures. Someare giants of business, some are academics, some come from theworld of battle and war. In the West we tend to turn towards the

European and North American gurus, perhaps because many of themalso become expert in the art of self-promotion, perhaps because our natural tendency is to look to our own. However, there have been, arenow, and will be, equally valuable contributions from other parts of the world. Here we have looked at some from the East. They aregreat thinkers who we can learn much from. We should not ignorethem.

Leadership Stories

Becoming a Motivational Leader

Create a Big Vision

To become a motivational leader, you start with motivating yourself. Youmotivate yourself with a big vision, and as you move progressively toward itsrealization, you motivate and enthuse others to work with you to fulfil thatvision.

Set High Standards

You exhibit absolute honesty and integrity with everyone in everything youdo. You are the kind of person others admire and respect and want to be like.You set a standard that others aspire to. You live in truth with yourself andothers so that they feel confident giving you their support and theircommitment.



Face Your Fears

You demonstrate courage in everything you do by facing doubts anduncertainties and moving forward regardless. You put up a good front evenwhen you feel anxious about the outcome. You don't burden others with yourfears and misgivings. You keep them to yourself. You constantly pushyourself out of your comfort zone and in the direction of your goals. And nomatter how bleak the situation might appear, you keep on keeping on with asmile.

Be Realistic About Your Situation

You are intensely realistic. You refuse to engage in mental games or self-delusion. You encourage others to be realistic and objective about theirsituations as well. You encourage them to realize and appreciate that there isa price to pay for everything they want. They have weaknesses that they willhave to overcome, and they have standards that they will have to meet, if

they want to survive and thrive in a competitive market.

Accept Responsibility

You accept complete responsibility for results. You refuse to make excuses orblame others or hold grudges against people who you feel may have wrongedyou. You say, 'If it's to be, it's up to me.' You repeat over and over thewords, 'I am responsible. I am responsible. I am responsible.'

Take Vigorous Action

Finally, you take action. You know that all mental preparation and characterbuilding is merely a prelude to action. It's not what you say but what you dothat counts. The mark of the true leader is that he or she leads the action.He or she is willing to go first. He or she sets the example and acts as therole model. He or she does what he or she expects others to do.

Strive For Excellence

You become a motivational leader by motivating yourself. And you motivateyourself by striving toward excellence, by committing yourself to becomingeverything you are capable of becoming. You motivate yourself by throwingyour whole heart into doing your job in an excellent fashion. You motivateyourself and others by continually looking for ways to help others to improvetheir lives and achieve their goals. You become a motivational leader bybecoming the kind of person others want to get behind and support in everyway.

Your main job is to take complete control of your personal evolution andbecome a leader in every area of your life. You could ask for nothing more,and you should settle for nothing less.



Action Exercises

Here are two things you can do immediately to put these ideas into action.

First, see yourself as an outstanding person, parent, co-worker and leader ineverything you do. Pattern your behaviour after the very best people youknow. Set high standards and refuse to compromise them.

Second, be clear about your goals and priorities and then take actioncontinually forward. Develop a sense of urgency. Keep moving forward andyou'll automatically keep yourself and others motivated.

Written by Brian Tracy

Leadership Stories

Truth and Trust: They Go Together

We've lost trust. How do I regain the trust of my employees after six roundsof layoffs? How does my organization regain the trust of the community afterwe dumped toxic waste and covered it up? How does my management teamregain trust of each other after a nasty political battle?

Do you trust me? Good. The truth is, you can't regain trust. Period. Youdoubt? Think hard about the times you've been betrayed. Did the villain ever

find their way back into your heart? If you're like the thousands I've asked,the answer is never. Trust can be gained once and lost once. Once lost, it'slost forever.

So let's ask how we can keep trust from the start. It's really quite easy; if you want to be trusted, simply be trustworthy. The pressures will be great toact otherwise, and if you succumb, well, you'll lose trust and you'll never getit back.

Tell the truth

I've heard countless discussions about how customers, suppliers, employees,shareholders, or communities can't be told the truth. Maybe we believe thatthey can't handle the truth, or that the truth will make us look bad, or maybewe don't want to take responsibility for the consequences. So we 'position'our statement. We 'frame it' carefully. We 'massage it.' We use careful 'spin.'In other words, we lie.

Little white lies can work - they help life run smoothly. But bigger lies



compound. We end up committing beyond our own moral comfort. Thisaction is recognized in a social psychology principle called 'commitment andconsistency.' That is, once we have taken a position, we are motivated byvarious pressures to behave consistently with that position, even if it iseventually proven wrong. Our ethical standards slip a bit more each time wehold on to our original stand. Pretty soon, our relationship with the truth isarms-length at best. (For more on commitment and consistency, see thewonderful book Influence: The Psychology of Persuasion, by Robert Cialdini.)

When people find out you've been lying to them, they know your words can'tbe trusted. If it's your spouse, they may give you a second chance. If it'syour community, they may tell you they're giving you a second chance, butdon't count on it. Of course, there can be genuine reasons you can't tell thetruth. Sometimes you're legally bound to remain silent. Sometimes you'renegotiating and can't reveal your position. In those cases consider saying, 'Ican't discuss that.' People won't like it, but they won't feel betrayed when theoutcome is revealed.

Keep promises

Keeping promises is an especially powerful form of telling the truth. If yousay you'll do something, do it. If you promise you'll show up, be there. If yousay you'll deliver high quality, don't skimp. We all know business people whoeagerly promise anything to a customer or colleague rather than face theirdisappointment. They rarely remember what was promised, which is just aswell because they couldn't have delivered. Over time, their credibility dropsso far that no one in their company believes a word they say.

Your marketing material makes promises, by the way. As a response to thelow-carb craze, some cereal companies made 'low-sugar' cereals. Read thelabel carefully and you'll discover they have as many carbs as high-sugarcereals. If you're targeting health-conscious consumers, don't promise themhealth and then deliver junk food. Keep your promises and you'll keep trust.

Their interests before yours

One powerful way to sustain trust is to put the interests of others ahead of your own. When people know you're looking out for them, they'll believe inyour intentions even when you have hard news to deliver or need them toput in heroic efforts.

In the book Good to Great, Jim Collins introduces the 'Level 5 leader' whoputs the needs of the organization ahead of his or her own ego. Such leadersreally inspire us to give our all because they demonstrate by example thatwith personal sacrifice we can achieve greater success as a group. Puttingothers first means knowing their goals and concerns, and helping them. Is acolleague a passionate baseball fan? Give them your Red Sox tickets someafternoon, for no reason at all. Is that the game where the Red Sox win the



World Series? Even better! You'll suffer real pain at giving up your tickets.Public sacrifice, if it's real and visible, builds huge credibility when it's in theservice of others. And the sacrifice must be real. Reducing your bonus from$2 million to $1.75 million just doesn't count.

Behave ethically

At its core, people trust you when they know you're safe to deal with. Theyobserve how you treat them and others. Do the right thing in all yourdealings and people will get it. They'll know you're trustworthy. If you get areputation for taking advantage of others, however, even people whom youhave treated well can start to doubt. One CEO wrote articles trumpeting hisethical behaviour. Employees knew otherwise; they'd seen him cheatdistributors and shirk on his commitments to his partners. So the more theCEO crowed, the more the grapevine passed anonymous notes highlightinghis lies.

Changing players to gain trust

Trust isn't one-way, of course - trust happens between two people, orbetween a person and an organization. You can trust a person whiledistrusting their organization. I love my trusted bank manager; she fixes myproblems even when I feel like the bank is hell-bent on alienating me atevery opportunity. (They charge how much for a bounced cheque?) You cantrust an organization while distrusting its people. Think politics. We can trustour country's integrity even when individual politicians make our stomachscrawl.

In business, one bad manager rarely destroys trust in the entire company.But several bad managers, armed with policies that clearly treat people asdisposable implements, can destroy trust in an entire organization. At thatpoint, bringing in a new management team that takes clear, visible actionmight have a chance of rebuilding trust. These actions will be hamperedbecause employees have learned to distrust the organization as a whole. Butat least the new leaders will have a chance to gain one-on-one trust andtranslate that into the organizational changes needed to build trustthroughout.

Is this really necessary?

I must confess that this article has been hard to write. 'Do the right thing,treat people with respect and don't lie.' Do these things really need to be saidto adults? Apparently so. As business people, we're not trustworthy. TheJune 2002 Conference Board Commissions on Public Trust and PrivateEnterprise Report found that somewhere between 37 percent and 76 percentof employees 'observed misconduct they believe could result in significantloss of public trust if it were to become known.' Of course, the employees arethe public, so public trust is losing on an ongoing basis.



It's up to us to fix the situation. We need to regain the public's trust, whichmeans we need to regain our trust in each other. And it will only happen if we become the most trustworthy people we can become.

Your action challenge this week

Pay attention to how often you tell the truth, how often you make decisionsas if other people (customers, employees, suppliers) don't matter, and howoften you put the well-being of others ahead of your own. Then ask yourself:Am I someone I would trust?

Author - Stever Robbins

Stever Robbins helps businesses and executives gain the traction that leadsto breakaway momentum. Co-founder of FTP Software and member of eightother start-up teams over 30 years, Robbins has deep operational knowledge

of how traction happens, spanning people, process, and product.

Leadership Stories

Manager versus Leader

The manager administers; the leader innovates.

The manager is a copy; the leader is an original.

The manager maintains; the leader develops.

The manager focuses on systems and structure; the leader focuses onpeople.

The manager relies on control; the leader inspires trust.

The manager has a short-range view; the leader has a long-rangeperspective.

The managers asks how and when; the leader asks what and why.

Managers have their eyes on the bottom line; leaders have their eyes on thehorizon.

The manager imitates; the leader originates.

The manager accepts the status quo; the leader challenges it.



The manager is the classic good soldier; the leader is his own person.

The manager does things right; the leader does the right thing.

Warren Bennis

Leadership Stories

'Leadership and Management - Chalk and Cheese'

'There is a difference between leadership and management. Leadership is of the spirit, compounded of personality and vision; its practice is an art.

Management is of the mind, a matter of accurate calculation - its practice isa science. Managers are necessary; leaders are essential.'

Field Marshall Lord Slim, when Governor-General of Australia

Leadership and management are as different as chalk and cheese. My viewshave formed over many years as a UK healthcare manager and, particularly,as a result of my research on leadership from the perspective of familydoctors (1997-1998).

Good managers do not necessarily make good leaders, and good leaders donot necessarily make good managers. Each has a distinct role. Leadershipqualities are far less tangible and measurable whilst most management

processes can be measured. Perhaps this is best summed up by WarrenBennis:

'Managers do things right . . . leaders do the right things.'

There is clearly something about effective leaders that makes them stand outfrom the crowd. I find it impossible to identify and quantify that elusivequality. When I look back through my own career, I have had superiors whoare clearly leaders and those who are clearly managers. From my experiencewith my own past bosses, I have noted that . . .

Leaders:

1) Have high levels of integrity

2) Are focused on the bigger picture

3) Are not comfortable with "intense detail"



4) Make me (their direct reports) feel part of their vision

5) Do not punish mistakes - but, rather, see mistakes as learningopportunities

6) Challenge the status quo

7) Are not afraid of being unpopular

Managers:

1) Are process driven

2) Are comfortable with detail

3) Are more interested in the bottom line than the wider vision

4) Want to measure everything

5) Are not comfortable challenging the corporate view

I think the difference is around the words 'hard' and 'soft.' My experience of effective managers is they tend to be very good at the hard stuff. They areconcerned with measurable outcomes - sometime obsessed with process atall costs. They appear to be driven by the need to prove their effectiveness insome tangible way. But leaders, on the other hand, are also interested in thesoft stuff - the immeasurable, the anecdote, the story.

One downfall of focusing only on the hard stuff can be seen in the followingexample.

One day, a manager was very stressed and volunteered up information to acolleague that he was worried about the annual staff appraisals he ' had todo ' for his department. A few days later, the pair met again and themanager was now relaxed. He explained that he had completed all of theappraisals - he had taken out appraisal files, ticked boxes, and updated themwithout speaking to members of his staff. As far as he was concerned, he'ddone what was expected if him - he had ' done his appraisals, ' literally fillingin forms and ticking boxes.

Effective leaders, in my experience, are generally not as interested in thedetail of process but, rather, they need to be assured there is a process.Paradoxically, oftentimes, the effective leader will be interested in somethings that may appear trivial to ' non-leaders. ' For example, many of ushave worked in organisations that proclaim:

'We value our staff'



'We are an equal opportunities employer'

'We value diversity'

Picture a wet, cold, and dark winter morning - a 6 a.m. early morning shift

for a cleaner who parks his or her car in the staff parking lot 200 yards fromthe staff entrance. As he/she fights her way through the cold wind and rainto the building entrance, the cleaner notices the empty car park spacesreserved for Directors, Consultants, and Chief Executive, positionedimmediately outside the main entrance. The cleaner cannot help him/herself from thinking that the company's mission statement somehow just doesn'tring true.

The effective leader will be interested in the feelings of that cleaner. Quiteoften, the leader will solve the problem. But even if the leader cannot solvethe problem, the fact that the leader is interested at all will spread aroundthe organisation quicker than the speed of light. Small things are important -

leadership is not only about the big picture.

In my experience, good leaders surround themselves with people who buyinto their vision. And leaders always seem to be striving for improvementand, though not a 'change junkie,' good leaders constantly question thestatus quo. We can learn a great deal about management and leadership -particularly about leaders' unquenchable thirst for improvement - by studyingsport.

It is interesting that in the first media interview with Alex Ferguson, leader of Manchester United, after United won the Premiership Trophy for the eighth

time in eleven years, Ferguson was full of references to 'how we need toimprove this team for next season.' Ferguson is formally called the 'Manager'of Manchester United; however, to me, he is clearly the ' leader ' of theteam. I suspect he is not interested in the intricate processes involved inrunning one of the biggest sporting organisations in the world. But at thesame time there are legendary tales of his detailed knowledge of what goeson in and around the club. It is also interesting that he has achieved hiscurrent high standing without formal management training - aside from 'TheUniversity of Life.'

Another famous football 'Manager' was Bill Shankly of Liverpool FootballClub. Shankly spoke the immortal words 'Always change a winning team' - aninteresting variation of the better-known saying 'Never change a winningteam.' Again, Shankly was a leader with an impressive list of achievements -yet his formal management training was probably nil.

Both of these leaders possess an ability to inspire others to sign up to theirvision, which separates the leaders from the managers. Somehow theseleaders inspire followers who will go the extra mile. I suggest it is not - in



their case - an academic understanding of the science of management orleadership. It is probably some personal characteristic that is not tangible.

Finally, I would suggest that leaders are generally born - not made. I doubtthat people can learn how to be a leader from reading, studying, or listeningto lectures. There is something that makes leaders stand out from the rest of us. Leadership training is worthwhile - it is possible to teach leadershiptechniques, and leadership competencies are becoming more widely used inmanagement academia. I suspect that what emerges through the 'leadershipdevelopment' process will be good managers who become good leaders. Butthe outstanding, natural leader will not need that training. Some of thegreatest leaders in history never received training in the art of leadership - itcame to them naturally and we should celebrate that mystical quality - evenif we cannot measure it.

At the same time, let us remember that leaders are in the minority and mostof us mere mortals are very effective foot soldiers (and we should celebrate

this!). Many would argue that wars are won by foot soldiers - not colonels.There is no question that managers and leaders are both important - bothplay crucial roles in organisations. But likewise, it is important toacknowledge that good managers and good leaders are not one and thesame.

'Leaders say this is where we are going' and 'Managers say this ishow we are going to get there'

Written by Trevor Gay

Trevor Gay, MA Management (Healthcare) is an independent leadership andmanagement coach, trainer, consultant and author with a self confessed

obsession for simplicity and liberating front line staff. Trevor's career fromage 16 was spent in National Health Service management until he decided toleave the NHS in 2004. He now enjoys the independence to express his views

and reflect on what he has learned both from his 30 years' practicalexperience as a manager and his academic study of leadership and

management.

The Qualities of Skilful Leadership

by Jim Rohn

If you want to be a leader who attracts quality people, the key is to becomea person of quality yourself. Leadership is the ability to attract someone tothe gifts, skills, and opportunities you offer as an owner, as a manager, as aparent. I call leadership the great challenge of life. What's important inleadership is refining your skills. All great leaders keep working onthemselves until they become effective. Here are some specifics:



Learn to be strong but not rude

It is an extra step you must take to become a powerful, capable leader with awide range of reach. Some people mistake rudeness for strength. It's noteven a good substitute.

Learn to be kind but not weak

We must not mistake kindness for weakness. Kindness isn't weak. Kindnessis a certain type of strength. We must be kind enough to tell somebody thetruth. We must be kind enough and considerate enough to lay it on the line.We must be kind enough to tell it like it is and not deal in delusion.

Learn to be bold but not a bully

It takes boldness to win the day. To build your influence, you've got to walkin front of your group. You've got to be willing to take the first arrow, tackle

the first problem, and discover the first sign of trouble.

You've got to learn to be humble, but not timid

You can't get to the high life by being timid. Some people mistake timidityfor humility. Humility is almost a God-like word. A sense of awe. A sense of wonder. An awareness of the human soul and spirit. An understanding thatthere is something unique about the human drama versus the rest of life.Humility is a grasp of the distance between us and the stars, yet having thefeeling that we're part of the stars. So humility is a virtue; but timidity is adisease. Timidity is an affliction. It can be cured, but it is a problem.

Be proud but not arrogant

It takes pride to win the day. It takes pride to build your ambition. It takespride in community. It takes pride in cause, in accomplishment. But the keyto becoming a good leader is being proud without being arrogant. In fact Ibelieve the worst kind of arrogance is arrogance from ignorance. It's whenyou don't know that you don't know. Now that kind of arrogance isintolerable. If someone is smart and arrogant, we can tolerate that. But if someone is ignorant and arrogant, that's just too much to take.

Develop humour without folly

That's important for a leader. In leadership, we learn that it's okay to bewitty, but not silly. It's okay to be fun, but not foolish.

Lastly, deal in realities. Deal in truth. Save yourself the agony. Just acceptlife like it is. Life is unique. Some people call it tragic, but I'd like to think it'sunique. The whole drama of life is unique. It's fascinating. And I've found



that the skills that work well for one leader may not work at all for another.But the fundamental skills of leadership can be adapted to work well for justabout everyone: at work, in the community, and at home

Success Quotes Can Really Help You

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