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Leadership Inspirations – Endurance and Indecision
“Endurance is frequently a form of indecision.”
Princess Elizabeth Bibesco (1897 – 1945)
English writer
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How to Think like a Visionary
I was riding in an airplane a few years ago when Richard Branson, CEO of Virgin, plopped down in the seat next to mine. Imagine that! We talked for a while, and then Branson hurried off to visit a few of his friends on the other side of the plane. I should mention, by the way, that Branson had invited me on this particular outing – and it was in his brand new Boeing 747 (bound for the Virgin fleet). He wanted to show off his new toy.
In 30 years as a business journalist, I’ve met quite a few business visionaries: Steve Jobs of Apple, Fred Smith of FedEx, Intel’s Andy Grove, Motown’s Barry Gordy Jr., and many more.
What do they have in common? Business visionaries find ideas that the rest of us miss. They learn to picture things from different perspectives. They employ intuition. They know how to drum up support for their dreams.
So how can you think like a visionary? Here are some tips:
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About the Author
Erik Calonius, author of Ten Steps Ahead: What Separates Successful Business Visionaries from the Rest of Us, is a former reporter, editor and London-based foreign correspondent for The Wall Street Journal, a staff writer for Fortune magazine and Miami bureau chief for Newsweek. In addition to this work, he has authored several other well-regarded publications as well as works of fiction.
The 86400 Concept: Manage Purpose, Not Time
As a former time-management trainer, I have intimate knowledge of the folly of depending on lists, planners and other such tools. Ive tried many different kinds but found that something was missing in my strategy. It’s not that those tools are bad – far from it – but over time, I learned that they miss the mark. Organizers, calendars, and the latest apps all focus on managing time a finite entity. Hence, time management is a futile exercise in juggling a limited resource the 86,400 seconds we have in each day.
It is common for leaders in businesses, schools, churches and even households to get so busy mastering their schedules for efficiency that they greatly diminish the efficacy of their end product their purpose. This is the trap door of time management.
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About the Author
Lavaille Lavette has worked as a schoolteacher, school district administrator, speechwriter, international business development specialist, and radio host. She is co-founder of Every Child an Author, an organization on a mission to make every child in America a published author, one grade level at a time. As part of Lavaille’s 86400 Movement, Making a Difference, Being the Difference, she formed the 86400 Book Club for the homeless in partnership with The Bread of Life Ministry. The 86400 Book Clubs goal is to encourage men and women to read for enjoyment, enlightenment, and self-improvement.
Lavaille has served on the board of directors of the Greater Houston Convention and Visitors Bureau, Foxshire Foundation, the Just Help Foundation, and Aspiring Youth Foundation. Beyond her work in community engagement, nonprofit, and education spheres, she is also the creator and author of the childrens book series The Adventures of Roopster Roux. Lavaille’s previous book is with Grammy Award-winning singer Yolanda Adams, entitled Points of Power: Discover a Spirit-Filled Life of Joy and Purpose
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Alternative Selection Best Practice 3 – Reality Check
Just because the numbers look good doesn’t mean you should move forward with the initiative.
Leaders often face the dilemma of having numerous attractive initiative options to pursue when developing their strategic plans. Many of these options are provided by an eager and engaged workforce; individuals who diligently examine the proposed opportunity, associated costs, and make the strong case for pursuing these cost saving and/or profitable efforts. However, it is the responsibility of the leadership team to perform a reality check on these proposals in two ways. First, is a critical questioning of the numbers to ensure the real-world appropriateness of the assumptions used and the numbers presented. Second, is the assessment of whether the proposal can be executed considering the organization’s resources and capabilities.
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Leadership Inspirations – The True Nature of People
“Fortune does not change men; it unmasks them.”
Suzanne Curchod – Necker (1739 – 1794)
French-Swiss salonist and writer
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