‘Secrets of Great Leaders’ (I)
‘Secrets of Great Leaders’ by Carol O’ Connor
Introduction: When things go sour, the leader is the only one who has to keep going — — always with the belief that there will be a happy ending, or at least presenting a show of this belief.
1. Base decisions on knowledge and data: First steps for any decision-maker are to understand why a decision is necessary; why the decision has to be made at this time; and what problem it must solve.
PESTELI is an acronym standing for seven external factors that can have a big impact on your decisions: politics, economics, social trends and forces, technology, environment, laws and government, and industry change.
By studying each factor’s potential influence on your business, you can future-proof decisions.
Economic: What would happen to your business if the national economy took either an upturn or a downturn? Is there anything you can do to be ready for this?
Industrial: Are there any shifts and changes in your industry that can affect your business? Do you follow industry trends so that you can prepare for change?
2. Follow your instinct: Your right brain is in charge of thinking so you can have easy access to instinct. The best use of break time when problem solving is to activate your right brain. This should involve music or physical activity like walking, running or sport of any kind.
4. Surround yourself with smart people: Smart people will endure all kinds of hardship if they believe they are learning, are respected and have an inspiring leader.
Balance your team with a mix of backgrounds, ages and personality types. This ensures variety when brainstorming for creative solutions. Avoid hiring clones of yourself that agree with you.
5. Keep promises and honour agreements: Before promising anything, make sure that you know what it will mean to the other person if you cannot deliver. This is more than managing expectations; it’s ensuring that you understand the degree of importance.
You can suggest alternatives to the promise; you can be tactful, but saying no is the more supportive action when the risk of failure to deliver is high.
Emotions run high with promises, and so it’s smart to clarify exactly what is being promised. A misunderstanding creates the same disappointment as a broken promise.
6. See the person, not the stereotype: There can’t be any harm in using stereotypes unless it breeds a mental habit of generalizing about a person, place or thing. Then it can gradually lead to a closed mind and rigid thinking.
Judging increases the danger of stereotyping. Understanding stops it and supports an open mind.
一. 台灣自2000年民進黨上台後, 全島的精力投入了政治鬥爭, 發展停滯; 香港在九七回歸後, 逐漸成為中美角力、陸台惡鬥的前哨戰場, 人們的精力轉到政治鬥爭上。
二. 在現實生活中, 政治只產生消耗, 不產生效益, 專注政治, 會令經濟發展急速放慢。
三. 上世紀七十年代, 蔣經國在台灣大搞十大建設, 台灣經濟在台美斷交後起飛, 就是一條心發展經濟的結果。
四. 如果香港還有過半數的人死咬著政治不放, 上了美國的賊船, 天天發夢希望明天可以推翻中共政權的話, 香港不會有運行。
五. 中國已經成為世界第二大經濟體, 中國人民對政府的信任度超過百分之九十五, 你期望她倒台?
Source: https://rusmuseumvrm.ru/reference/classifier/author/kustodiev_boris_mihaylovich/index.php?lang=en
Source: https://www.facebook.com/BorisKustodievArt/photos/a.144146889513768/195742507687539/?type=3
Source: https://www.mutualart.com/Artwork/A-SUMMER-S-DAY--CRIMEA/C99BF193CAE15974
Source: http://artchallenge.ru/gallery/en/16.html
