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I believe that Purpose - not money, not status - is what people most want from work. Make no mistake: They want compensation; some want an ego-affirming title. Even more, though, they want their lives to mean something, they want their lives to have a reason. In the Middle Ages, [...]
Nikos Mourkogiannis
Rather than dragging it out into six years’ worth of leadership-advice-blogging, which would inevitably get picked up by Random House, who would publish a best-selling book series, which would lead to 225 days a year on the motivational speaker circuit and then spin-off to a consulting empire where he would teach thousands of people the secrets of How to Not Suck as a Leader, Bradley J. Moore sums up very succinctly the secrets of leadership in six bullet points.
Bradley J Moore writes, "I tend to get caught up in 'What’s Next.' The next big exciting deal or promotion or position or recognition. It’s like I can’t function without having some huge ambitious goal looming on the horizon, calling out to me, luring, pulling and compelling me towards some 'better' future." Now he's wondering what's excellent about that?
God has planted in human beings the impulse to explore and develop the potentials of the natural world; and beyond planting in us the impulse, God has granted us the right to do so, provided that we do it to the end that human beings may flourish — and that the “glory” of the Creator may be ever more fully revealed. [...]
Nicholas Wolterstorff
Vision and planning are first steps in business thinking and action planning. But Dan Wooldridge wonders if they should be when considered from a biblical perspective.
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Work is not something we do apart from God, as the secular worker would view it. Work is not something beneath God’s dignity or concern, as the Two–Story view believes. Nor is work a game that we play with non–Christians in order to accomplish a more important agenda, as the Mainstream advocate holds. [...]
Doug Sherman and William Hendricks
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"Having to be right shackles your mind.
People are culturally conditioned to have to be right. [...] having to be right becomes a barrier to learning and understanding. It keeps you from growing, for their is no growth without changing, correcting, and questioning yourself. John Naisbitt
People are culturally conditioned to have to be right. [...] having to be right becomes a barrier to learning and understanding. It keeps you from growing, for their is no growth without changing, correcting, and questioning yourself. John Naisbitt
Dan Wooldridge reflects on Blockbuster's looming bankruptcy and observes that it was the beliefs and assumptions of its leaders that made them unable to see the danger that they faced from Netflix.
Al Lunsford reflects on Apple Inc.'s success as the iPad launch approaches. Al shares the three keys to Apple's success.
What is the purpose of business? Bradley J. Moore looks to the future of capitalism.
You don't have to be Jack Welch and you don't have to be responsible for the well-being of a giant corporation to make your mark as a leader. Part II from Jim Hancock
Solomon West explores how Jesus framed his work through a potent and surprising mission statement (hint: it doesn't begin and end with a guy in the end zone waving a John 3:16 poster).
Whatever you're working on, at this stage of the game, why wouldn't you take it to the Internet?
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...the leader creates the combination of optimism and action that allows people to turn their confusion into meaning and find their way home.Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel
Strategy Bites Back - It Is Far More and Less, Than You Ever Imagined , (p. 71), Pearson Prentice Hall, 2005
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When you don't know what you believe, everything becomes an argument. Everything is debatable. But when you stand for something, decisions are obvious.
For example, Whole Foods stands for selling the highest quality natural and organic products available. They don't waste time deciding over and over again what's appropriate. No one asks, "Should we sell this product that has artificial flavors?" There's no debate. The answer is clear. That's why you can't buy a Coke or a Snickers there.Jason Fried & David Heinemeier Hansson
Rework , (p. 44), Crown Publishing Group, 2010
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...it's basic human behavior for many, if not most, people to deny reality, and embrace unreality, when the reality is more than they can bear. Business is no exception, despite the tendency of businesspeople to consider themselves uncommonly realistic. People get in the habit of finding ways to confirm their own thinking, which in time create barriers to seeing the realities that differ from those they're comfortable with.Larry Bossidy and Ram Charan
Confronting Reality - Doing What Matters to Get Things Right , (p. 232-233), Crown Business, 2004
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We must develop a compelling vision of later life, one that does not assume a trajectory of decline after fifty but recognizes this as a time of potential change, growth, and new learning, a time when our "courage gives us hope." Changes in life expectancy do not merely mean years added to the end, but an extension of the years of healthy and productive living.Sara Lawrence-Lightfoot
The Third Chapter - Passion, Risk, and Adventure in the 25 Years After 50 , (p. 144), Sarah Crichton Books, 2009
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