"Giving up reinforces a sense of incompetence. Going on gives
you a commitment to success." George Weinberg
According to Fortune magazine, "Today's standard of leadership - influencing human behavior in an environment of uncertainty - is dauntingly difficult to teach." Ronald Heifetz of Harvard's Kennedy school of government, says that "instead of telling people what to do, real leaders focus on helping people find their own way through 'adaptive challenges'" - that is, "problems without readily apparent solutions". Jim Collins, author of Built to Last, reports that companies that succeed long-term stick passionately to a set of values and create systems that get employees to act in accord with those values. Says he: "Companies that take an architectural approach, putting in mechanisms to produce the right kind of behavior, don't need to look outside for leaders."
The buzz-word of today is taking the hard stuff of leadership and making it soft. This procedure is followed by Hewlett-Packard, Fuji Xerox of Japan, General Electric, McKinsey and Pepsi Co. It's true, "you've got to be before you can do and do before you can have." The right kind of people make right decisions and set good examples, which other people emulate. For many companies this will involve leaving "comfort zones," but those companies who stick to this concept over a period of time are rewarded with capable, character-based leadership.
The benefits are enormous because virtually all companies make their people more effective between eight in the morning and five in the afternoon. However, the truism, "What you do off the job determines how far you go on the job," goes into effect at this point, and those companies which teach the character qualities understand this because they know that a person's personal and family life will have a direct bearing on their productivity in their business life.
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