Leadership Shorts-Abraham Lincoln

Good to Great #4: Confronting the Brutal Facts

Leaders, Not Managers

Good to Great #6 A Culture of Discipline

Necessary Endings-Dr. Henry Cloud Simulcast Part 1

Do you know when to quit?

The 5th Quarter: Leadership born out of Tragedy

Good To Great #8: The Flywheel & The Doom Loop

Good To Great #7: Technology Accelerators

You are the only person in existence who can use your potential. It is an awesome responsibility.

You never know when a helping hand will change a person’s entire life.

You cannot make it as a wandering generality. You must become a meaningful specific.

Tact is the art of building a fire under people without making their blood boil.

An idea unrecorded is an idea often lost.

Expect the best. Prepare for the worst. Capitalize on what comes.

Quit counting time and start making time count.

Success is not a destination, it’s a journey – it’s the direction in which you are traveling.

One of the greatest disasters of our time is our universal acceptance of the word “tolerance” as a great virtue.

Everything that occurs teaches and prepares you for the next stage of life. Nothing is lost.

Inspect to make sure you get what you expect.

You measure success by how much good you do for others.

You need to consider your attitude as seriously as you would consider the largest purchase of your life

Top Performers anticipate change and embrace the opportunity to change.

Never make a promise without a plan

The real test in golf and in life is not in keeping it out of the rough, but in getting out after you are in.

Logic won’t change an emotion but action will.

Lack of direction, not lack of time, is the problem. We all have twenty-four hour days.

Faithfulness is an attitude; it speaks of the qualities of trust, reliability, and loyalty

]]> http://markjcundiff.wordpress.com/2011/09/13/leadership-shorts-zig-ziglar-2/feed/ 0 0.000000 0.000000 0.000000 0.000000 markjcundiff Zig 1 http://markjcundiff.wordpress.com/2011/09/11/remember/ http://markjcundiff.wordpress.com/2011/09/11/remember/#comments Sun, 11 Sep 2011 16:29:25 +0000 markjcundiff http://markjcundiff.wordpress.com/?p=1382 ]]>

Success is going from failure to failure without loss of enthusiasm.  

Nearly all men can stand adversity, but if you want to test a man’s character, give him power.

I don’t think much of a man who is not wiser today then he was yesterday.

A man watches his pear tree, day after day, impatient for the ripening of the fruit. Let him attempt to force the process, and he may spoil both the fruit and tree. But let him patiently wait, and the ripe pear, at length, falls into his lap.

If you would win a man to your cause first convince him that you are his sincere friend.

Nearly all men can stand adversity but if you want to test a man’s character give him power.

Most folks are about as happy as they make up their minds to be.

 

And in the end, it’s not the years in your life that count. It’s the life in your years.

Don’t worry when you are not recognized, but strive to be worthy of recognition.        

I have personally enjoyed and learned from this inspirational minute each day for the past several months. I encourage you to give it a try and start out your day with John Maxwell’s leadership lessons.

Click on this link to subscribe and begin getting this daily dose of leadership from John today: johnmaxwellteam.com

Here are some examples to whet your appetite:

Jeremie Kubicek
President & CEO, GiANT Impact
Follow on Twitter, Facebook or LinkedIn…

Jeremie Kubicek is currently President & CEO of GiANT Impact based in Atlanta, GA, co-founder of GiANT Partners and other GiANT entities, and the author of Leadership is Dead: How Influence is Reviving It (a Wall Street Journal and INC. Magazine bestseller). They own and operate brands and events such as Catalyst and the Chick-fil-A Leadercast.

• An empowering leader trains, mentors, and apprentices someone to help him or her grow.
• To be a positive influence and a leader worth following, you must deal with your own insecurities and fears before you can empower others.
• The combination of character and high competence leads to the outflow of trust and credibility.
• Overpowering leadership suppresses people and prevents them from performing with enthusiasm and creativity.
• To empower is to enable someone else to accomplish something. It is a transfer of authority.
• To lead in the modern world, you have to focus on what the world wants and needs instead of what makes you comfortable.
• Empowering leaders tend to be very self-aware. Their intent is to use their skills to serve and benefit others.
• Influence is the most potent and underutilized professional resource on the planet.
• The greatest strategy for business, success and personal fulfillment is not based upon getting all you can. Instead it is centered upon giving all you can.
• To have true influence, you must embrace a lifestyle of giving for the benefit of others.
•  To empower is a positive act of service for the benefit of others, and it should be the goal of every leader.
• To have true influence, you have to move beyond the transactional approach to life and into the relational.
• To believe is to eliminate the fear of missed expectations.
• The eyes and heart are interrelated. What the eyes are fixed on reveals what the heart was already set on.
• Wisdom is far better than knowledge. Wisdom is good for both they who speak it and those who hear it.

Seth Godin’s New York Times best-selling book, The Dip: A Little Book That Teaches You When To Quit (And When to Stick), explores the topic of quitting.

For most of my life I have been taught over and over again through many different venues that quitting is a bad thing. Seth explores the question of whether or not quitting is actually a bad thing all the time.

This topic has been explored before in other great books. Jim Collins tells us that all of us should have a ‘stop doing list’ in his best-selling book, Good to Great. Henry Cloud’s book, Necessary Endings, discusses this topic in great detail as well.

Seth’s approach is to challenge us to think of life in terms of whether or not we are in a ‘Dip” or in a  ’Cul-de-Sac’. The main thesis of this book is that Seth suggest the truly successful people and organizations are the ones who know when to quit, what to quit and are not afraid to quit at such times.

“Strategic quitting is the secret of successful organizations” 

Take aways:

2 Situations that lead people to quit:

1. The Dip: this is the long, difficult period that lies between the beginning of something new and eventually finally mastering it. This period of time is when that initial excitement you had about taking on something new wears off before you have accomplished the success you dreamed of at the outset. Many times this period of time is extremely challenging and many times it seems quite reasonable to quit, but this is the time when you should actually stick it out, persevere and bust through the walls in order to reach your destination.  Seth states that, ‘almost everything in life worth doing is controlled by the Dip.’
2. Cul-de-Sac: Seth uses the picture of being stuck in a Cul-de-Sac to illustrate that period of time when we have committed ourselves to a path only to discover that the situation has stagnated to the point that there is no real potential for growth and success. Cul-de-Sacs never get better no matter how hard you work. Seth suggest that success lies in recognizing when you are stuck in a Cul-de-Sac and then having the courage and resolve to call it quits. He teaches us that Cul-de-Sacs drain our energy and resources away from attacking a worthwhile Dip that can lead us to our desired result of a successful outcome.

]]> http://markjcundiff.wordpress.com/2011/08/31/do-you-know-when-to-quit/feed/ 2 0.000000 0.000000 0.000000 0.000000 markjcundiff The Dip http://markjcundiff.wordpress.com/2011/08/30/leadership-shorts-6/ http://markjcundiff.wordpress.com/2011/08/30/leadership-shorts-6/#comments Wed, 31 Aug 2011 02:31:37 +0000 markjcundiff http://markjcundiff.wordpress.com/?p=1330 ]]> “We make a living by what we get, but we make a life by what we give.”

Winston Churchill 

“An empowering leader trains, mentors, and apprentices someone to help him or her grow.”      

Jeremie Kubicek

“The happiness of a man in this life does not consist of the absence but in the mastery of his passions.”      

Alfred Lord Tennyson

“Our greatest danger in life is in permitting the urgent things to crowd out the important.”      

Charles E. Hummel

“A great leader never sets himself above his followers except in carrying responsibilities.”      

Jules Ormont

“It’s a funny thing about life; if you refuse to accept anything but the best you very often get it.”      

W. Somerset Maughn

• The manager administers, the leader innovates.
• The manager is a copy, the leader is an original.
• The manager maintains, the leader develops.
• The manager focuses on systems and structures, the leader focuses on people.
• The manager relies on control; the leader inspires trust.
• The manager has  a short-range view; the leader has a long-range perspective.
• The manager asks how and when, the leader asks what and why.
• The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
• The manager imitates; the leader originates.
• The manager accepts the status quo; the leader challenges it.
• The manager is the classic good soldier; the leader is his or her own person.
• The manager does things right; the leader does the right thing.