Ronald T. Brown, Ph.D. author of The Courageous Life, is an organizational consultant with a special interest in coaching courageous and effective leaders.
Posted on November 25, 2008 by Ronald T. Brown, Ph.D.
"The ultimate freedom we have as human beings is the
power to select what we will allow our minds to dwell upon.
It is in our thoughts that the first movements
toward the renovation of the heart occur.
Thoughts are the place where we can and must begin to change."
** Dallas Willard, University of Southern California
Posted on November 07, 2008 by Ronald T. Brown, Ph.D.
”Playing it safe is probably the most unsafe thing to do in the world.”
You are risking a lot when you choose to play it safe - in choosing to stand still.
WHY??
If you do not choose to move forward, if you don't choose to take your foot off first base and move on - your opportunities for success will soon pass you by.
But the problem is your "comfort zone" will many times try to convince you to stay right where you are at - standing still, yet quite safe on first base. Your safe and content "comfort zone" will diligently work to prevent you from stepping out into the world - into all this life can offer... to not disturb your carefully constructed life, nice family, good income and adequate job. Why would you ever want to disrupt all that!
** Many times we are afraid to give up what is currently in our grasp to reach out toward something better - for what we already possess seems to be quite “satisfactory.” Thus we become afraid to give it up for only the “possible” chance of greater success (however that might look.) Afraid to take our foot off first base, we never feel the exhilaration of successfully stealing second.
In what way(s) do you need to take your foot off first base… in an attempt to steal second?
Posted on November 04, 2008 by Ronald T. Brown, Ph.D.
The following is a collection of insightful observations from leadership and management guru, Peter Drucker.
• The critical question is not “How can I achieve more?” but “How can I contribute more?”
• There is only one valid definition of business purpose: to create a customer. He alone will give you employment.
• Focus on your leaders. It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.
• Leadership is not rank. It is responsibility.
• An executive should be a realist; and no one is less realistic than the cynic.
• You cannot prevent a major catastrophe, but you can build an organization that is battle-ready, where people trust one another. In military training, the first rule is to instill soldiers with trust in their officers — because without trust, they won’t fight.
• Listening (the first competence of leadership) is not a skill, it is a discipline. All you have to do is keep your mouth shut.
• It is easy to look good in a boom.
• Luck never built a business. Prosperity and growth come only to the business that systematically finds and exploits its potential.
• The one person to distrust is the one who never makes a mistake. Either he is a phony, or he stays with the safe, the tried, and the trivial.
• There are keys to success in managing your leaders. First, put down on a piece of paper a “boss list,” a list of everyone to whom you are accountable. Next, go to each “boss” on the list and ask, “What do I do that helps you do your job?” And, “What am I doing that makes your job more difficult?”
• A decision is a commitment to action. No decision has, in fact, been made until carrying it out has become somebody’s responsibility.
• It’s much easier to sell the Brooklyn Bridge than to give it away. Nobody trusts you if you offer something for free.
• Until a business returns a profit that is greater than its cost of capital, it does not create wealth — it destroys it.
• Freedom is not fun. It is a responsible choice.
• One can’t manage change. One can only be ahead of it.
Posted on October 08, 2008 by Ronald T. Brown, Ph.D.
Success is not something that happens to you. It is something you pursue - and this pursuit starts in the morning when you get out of bed and continues through every moment of the day.
Success comes from your attitude, your posture, your diet, your use of time, the way you relate to others, the way you respond to challenges, the way you talk to yourself and others, and the priorities and values you choose to live by.
What can you do to be more successful?
Everything
. Everything you do affects the level of success you achieve, for success in one area of life cannot be isolated from your success in another area. It infuses the whole of you.
Each day there are thousands of opportunities for you to be successful. And a little progress each day will build on the progress made the day before, which has already been added to the progress made the day before that.
** So, is there something you can achieve in the next fifteen minutes to move you toward success?
Of course there is
. You can make a phone call to a client to follow up or keep in touch. You can learn something new by reading an article on the web or magazine. You can outline that new idea that’s been bouncing around in your head and get it down on paper. You can walk over to someone and say ‘THANK YOU’… Yes, you can make a difference in fifteen minutes. And then, you can do it again, and again and again.
Distractions may come along. Unanticipated challenges may block your path and throw you off course. Yet nothing can get you down unless you allow it to do so. People just like you have thrived despite overwhelming barriers – and you can do the same…
CHALLENGE
: Have your behaviors these past few hours moved you toward your personal definition of success?
Posted on September 29, 2008 by Ronald T. Brown, Ph.D.
Most Americans do not know what their strengths are. When you ask them, they look at you with a blank stare, or they respond in terms of subject knowledge, which is the wrong answer. - Peter Drucker
** Benjamin Franklin said wasted strengths were "sundials in the shade."
Dr. Howard Hendrix, a professor at Dallas Seminary gives a test to incoming seminary students. He hands each student a 3X5 card and says he is giving them a “simple test to see if they will succeed in ministry." He asks his students to list on one side of the card their 3 biggest personal weaknesses - which the students usually list quickly. Dr. Hendrix then asks his students to turn over the card and write their 3 greatest strengths. This time, many of the students just sit at their desks not knowing what to write.
Dr. Hendrix then teaches his students a profound truth, saying “though you will need to manage your weaknesses, if you do not have extreme clarity regarding your 3 biggest strengths – and then focus on and leverage those strengths – you will never make it in ministry.”
** The reason we need to be crystal clear regarding our strengths is that our natural abilities and talents provide the means to effectively accomplish our dreams. Yes, weaknesses need to be managed, but it will be our strengths which will propel us, and then help us sustain the momentum needed to courageously advance toward our preferred future. ** Gallup writes, “The point is not that we should always forgo working on our weaknesses. The point is that we should see it for what it is: damage control, not development. And damage control will prevent failure, but it will never elevate us to excellence. We are to capitalize our strengths, while managing around our weaknesses”… and as a leader, help our followers to do the same.
Look inside yourself, try to identify your strongest threads, reinforce them with practice and learning, and then carve out a role that draws on these strengths every day. When you do, you will be more productive, more fulfilled, and more successful. Most people believe that their greatest improvement will come from overcoming their weaknesses. Years of research by The Gallup Organization and others say – NO!
So – questions to consider and act upon:
What are your top three or four strengths?
What can you do differently that will develop and leverage your strengths more intentionally?
Regarding those you lead, how can you better development and utilize their strengths?
Posted on September 07, 2008 by Ronald T. Brown, Ph.D.
Effective Leaders treat others the way they would like to be treated. They are individuals who have:
1. The ability to accept people as they presently are, not just as the leader would like them to be. Though effective leaders see the potential in their people – and encourage movement toward that potential – they are careful to also show love and acceptance now. Sometimes it is easier to see the future potential in someone than to show them acceptance today.
2. The capacity to approach relationships in terms of the present rather than the past. They do not allow past deficiencies skew an accurate assessment of the facts today.
3. The ability to give people they work with at least the same level of courtesy, and kind attention, that they extend to strangers and friendly acquaintances.
4. The ability to put their trust in others, especially when delegating a task that involves significant risk.
5. The ability, and inner confidence, to do without the constant approval and recognition of those around them.
Posted on August 28, 2008 by Ronald T. Brown, Ph.D.
“The size of your thinking, goals, attitude, and even your personality is greatly influenced by your environment.”
The number one obstacle to reaching a higher level of success is a lack of belief. Where one has a driving fear or doubt that an accomplishment can be attained.
Such a lack of belief is usually birthed, and nurtured, by an array of suppressive influences in our environment which continually work to keep our thinking (and lives) at a mediocre level. These suppressive forces can include the media, co-workers, our current job, one's ethnic culture, our living environment, and even our own comfort zone.
But sadly, many times the most negative force will arise from a select group of individuals, who you personally know, who are content to live a mediocre life - and who try to intimidate others into doing the same.
Remember: “People who tell you something cannot be done almost always are unsuccessful themselves - and are themselves usually always strictly average or mediocre in terms of accomplishment.” (Rev. Norman Vincent Peale) Nay-sayers are everywhere. They delight in sabotaging the positive progress of others to justify their own lack of effort and sloth. Effective leaders are careful to fight off these negative, suppressive influences by surrounding themselves with individuals who think progressively. Who confidently believe in themselves... and in others.
Spend your time with those who are already successful - and who firmly believe YOU can accomplish their same level of success… or even more!
Posted on August 24, 2008 by Ronald T. Brown, Ph.D.
In psychology, the “Big Five” personality traits are five broad dimensions of personality discovered through empirical research. Research has shown these traits predict those who will be good leaders, team players, and overall more successful.
These five factors are
: 1) “Openness” is a general appreciation for art, emotion, adventure, unusual ideas, imagination, curiosity, and variety of experience. People who are open to experience are intellectually curious, appreciative of art, and sensitive to beauty. They tend to be, compared to closed people, more creative and more aware of their feelings.
Sample Openness
:
• I am full of ideas.
• I am quick to understand things.
• I have a rich vocabulary.
• I have a vivid imagination.
• I have excellent ideas.
• I spend time reflecting on things.
• I use difficult words.
2) “Conscientiousness” is a tendency to show self-discipline, act dutifully, and aim for achievement. The trait shows a preference for planned rather than spontaneous behavior. Conscientiousness includes the factor known as Need for Achievement.
Sample Conscientiousness
:
• I am always prepared.
• I am exacting in my work.
• I follow a schedule.
• I get chores done right away.
• I like order.
• I pay attention to details.
3) “Extraversion” is characterized by positive emotions, surgency, and the tendency to seek out stimulation and the company of others. Extraverts enjoy being with people, and are often perceived as full of energy. They tend to be enthusiastic, action-oriented individuals. In groups they like to talk, assert themselves, and draw attention to themselves.
Sample Extraversion
:
• I am the life of the party.
• I don’t mind being the center of attention.
• I feel comfortable around people.
• I start conversations.
4) “Agreeableness” is a tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. Agreeable individuals value getting along with others. They are generally considerate, friendly, generous, helpful, and willing to compromise their interests with others. They believe people are basically honest, decent, and trustworthy.
Sample Agreeableness
:
• I am interested in people.
• I feel others’ emotions.
• I have a soft heart.
• I make people feel at ease.
• I sympathize with others’ feelings.
• I take time out for others.
5) “Emotional Stability” represents individuals who are not easily upset and are emotionally balanced. They tend to be calm, emotionally stable, and free from persistent negative feelings.
Samples
:
• I stay calm.
• I do not get irritated easily.
• I am not stressed out.
• I feel positive about my life.
