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| November 10, 2005 |
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| Stephen Gale has begun peeling the layers of the intention onion. He is spot on - intention alone is usually benign. In 1937, Napoleon Hill published Think and Grow Rich. Hill was commissioned by Andrew Carnegie to interview the world's most successful people in an attempt to learn the common ingredients of success. The most common ingredient, overwhelmingly so, was intention. But not just passive desire. Rather, ACTIVE intention... a practice of intention. Everyone has intentions. But only a small minority truly believe they have the power to change the conditions in their life and the course of events. For instance, almost everyone I have met has a desire to to something different in his or her life. A corporate executive wants to start a non-profit. A plumber wants to be a corporate executive. A short order cook wants to become a renowned chef. Etc. Etc. But they just sit there passively with this intention, wondering if it might become a reality someday. The small minority recognize that desire alone is not enough. It has to be ignited by an active practice. They wake up every morning and describe in writing and aloud, with great specificity, their intentions. They review their writings throughout the day and before they go to sleep at night. They meditate on it. They pray for it. These affirmations begin to cause an energetic shift in themselves and in their environments. They start to notice doors opening and they start exploring what lies beyond. Conditions start aligning with their intentions and their intentions start shaping reality. Their desires are fulfilled while the great minority quietly wish away in their minds. |
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| November 4, 2005 |
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| One cannot effectively lead without a tremendous amount of courage. Sounds obvious, and yet I am continually amazed at the number of people who call themselves leaders who simply cannot do two things every leader must do. First, they can't make a decision while there is still risk in it. Get me more facts. Get me more support from my board. Get me enough so that I can't NOT make this decision. Give me slam dunks...I just don't like to fire from outside. Second, they can't make the tough interpersonal call. They can't fire someone that ought to be fired. They can't call a long-time partner and cancel a partnership that ought to be canceled. They can't tell their board members bad news that they deserve to hear. I have worked with many leaders of billion dollar companies who could have had 50 billion dollar companies but for their inability to take risks and have the tough conversation. If their inability to do these things is just because they are soft-hearted, then we might debate whether they should be in leadership positions. Generally, though, their inability stems from fear. Fear of failing. Fear of not being liked. And what is fear? Merely a fiction created by the mind. There is not one shred of anything real in it. If we are present, if we are emotionally clear, fear doesn't exist. We take risks and we make the tough calls. |
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Jack Welch. Oprah Winfrey. Dalai Lama. Martin Luther King, Jr. Phil Jackson. The best leaders are - or were - extraordinarily self-defined. They know what they believe in. They know what they don't believe in. They know what they want. They know what they don't want. They know where they are going. And they communicate it with clarity, conviction, and consistency. But what enables them to be self-defined? First, they are grounded in the present, unfettered by regrets and worries. Second, they think, emote, and act with clarity because they are either unscarred by the past or have blown out the negative energies of their scars. Finally, they take complete responsibility for their lives and circumstances. They became the captains of their own ships and, not surprisingly, their cast of shipmates grew...and grew...and grew.
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| November 3, 2005 |
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| Interesting that most leadership authorities usually don't mention focus as a key trait of successful leaders. Probably because it is so obvious. And yet venture capital and private equity investors point to lack of focus as one of the main reasons that companies fail. In fact, it is a primary reason for the failure of any organization. Why is it so elusive in practice? I think it boils down to the lack of presence. The inability to ground oneself in reality. When truly grounded, the leader knows, feels, precisely what business he or she is in, knows exactly who his or her customers or constituents are, and how best to serve them. When the leader is not grounded in the present, in reality, then he or she starts to operate out of fear. "Maybe I am making a mistake, so let me diversify my efforts," which is really just a dilution of effort. Intention is also a key element underlying focus. Intend to commit. Intend to focus. And you will focus. And you will succeed. |
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