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Leaders, in fact, all people, seem to be racing faster and faster in their personal and professional lives, trying to keep up with an out of control pace of life, chasing, chasing, chasing. No one seems to have time to think.
Today's world is an ever-increasing frenzy of activity, filled schedules and volatility. How can a leader lead through such turmoil. Dan Wooldridge gives 6 practical tips on how to stop simply reacting, and to take time to think.
Reading articles on the rise in the Wholesale Price Index in the Los Angeles Times and New York Times today reminded me of the Proverb about the "prudent person." The first half of Proverbs 14:8 says, ...
Bernard Moon reflects on impatience, decisiveness and the unlikely business proposition of waiting on God.
Jeffrey Pfeffer and Robert I. Sutton: Hard Facts, Dangerous Half-Truths And Total Nonsense
Profiting From Evidence-Based Management
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Pfeffer and Sutton point out that executives often make decisions based on gut feel, what's worked in the past, recommendations from others, and conventional wisdom.
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So maybe we can't really — it seems impossible that I'm about to write this — maybe we can't just take everything we read at face value...
I mean, who sends you those crazy internet gossip emai [...]
Dan Wooldridge uncovers the true formula for decision making, in business and in life.
The problem was, How do we talk about the difficulty of letting go of things that don’t work in order to take hold of things we can only hope will work? The solution was a parable about a dog, a bone, half a pound of ground beef and a kind master. It’s called The Dog’s Dilemma.
Dan Wooldridge reflects on character and calling as marks of business leadership in a world of multiplying options.
Jim Hancock is caught between Bernard Moon's question, "Can You Wait On God?" and Harvard Business School professor James Haskett who wants to know, "Why Don't Managers Think More Deeply?"
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Aviation investigators have a euphemism: "controlled flight into terrain." What they mean is that a pilot took a perfectly functioning plane, in good conditions, and flew it into the ground, [...]
Executives sometimes do this, too. They, like the pilots, have warning signs that they're about to crash, but they do it anyway. Paul B. Carroll and Chunka Mui
Executives sometimes do this, too. They, like the pilots, have warning signs that they're about to crash, but they do it anyway. Paul B. Carroll and Chunka Mui
Research demonstrates that more options leads to more discontent. What is the antidote to discontentment in our consumerist world?
When he was 20, Bradley J. Moore wanted nothing more than to be a songwriter and have his songs recorded by major artists. This is the tale of one young man's brush with destiny and how he killed it. Part 01
When he was 20, Bradley J. Moore wanted nothing more than to be a songwriter and have his songs recorded by major artists. This is the tale of one young man's brush with destiny, how he killed it, and what he learned the hard way. Part 02
Micah's three–fold test applies to those of us whom God has placed in management roles today. These three statements of responsibility...do justice, love mercy, walk humbly with your God...are demands that working Christian managers should be using to measure each business decision they make, especially in the context of its impact on their employees. [...]
Randy Kilgore
Dan Wooldridge writes about emerging research that shows the adverse impact of more and more choices on our energy and self control.
David Fromkin: A Peace to End All Peace
The Fall of the Ottoman Empire and the Creation of the Modern Middle East
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Following WWI, the decisions and arrangements by the Allies imposed upon the region laid the foundation for the modern Middle East. Drawing lines on a blank map, the nations of Iraq, Israel, Jordon, and Lebanon were formed.
"Procrastination and vacillation are fatal to leadership. A sincere though mistaken decision is better than no decision. Indeed, no decision is a decision - a decision that the present situation is acceptable. In most decisions the difficulty is not in knowing what we ought to do, but in summoning the moral purpose to come to a decision about it. This resolution process was no problem to Paul."
J. Oswald Sanders
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