Thursday, April 19, 2007
Time is an equal-opportunity employer. We all get 24 hours, 1,440 minutes, 86,400 seconds daily, and we must account for how we use them.
Pastor Adrian Rogers says: ‘The misuse of anything as precious as time should be a crime. If someone steals your car…you can acquire another. If they snatch your wallet…a few phone calls would salvage the majority of your concerns. But who can you tell when you lose your time?
How you spend your days is how you spend your life, so make sure every single minute counts.
David put it like this: ‘ Teach us to make the most of our time, so that we may grow in wisdom’ ( Psalm 90:12 NLT).
Time remains the most valuable resource that God has given all of us in equal measure. It must be wisely invested. Beloved, invest your time in worshipping God. Invest it in acquiring wisdom. Invest it in the service of humanity. Invest it in your family.
An Adage says that time wastes for no man. Make sure you start investing in your destiny today. Acquire Knowledge everyday. Take that sourse. Read books. Associate with those who have results.
Make sure you are very prudent with your time. Don't waste time because time would end up wasting you.
Wish you all the best and see you all @ the top!!!!
Yours to serve,
Tuesday, April 17, 2007
They entered the first department, a very big hall where so many angels (in their millions) were busy sorting letters. The man was surprised and asked in amusement, "what are they doing?"
Gabriel answered, "they are sorting letters of prayer requests according totheir categories, for people who are sick, seeking jobs, need deliverance etc for God's intervention." They moved on to the next department where they saw almost the same set-up but this time the angels were packing letters into boxes and sealing them.
Again the man asked what they were doing and Gabrielanswered, "they are sealing God's letters in reply to the request made by people on earth for good health, jobs, children, success etc."Lastly, they went to the last department where they saw only one man sitting and dozing, with nothing much to do.
This time the man was perplexed and asked slowly, "why is this man sitting here?"Gabriel turned and looked at the man, "this department is not at all busy,he is supposed to be receiving "thanks giving" from people on earth whowould have received their replies of blessings from God but none seems toremember where the blessings came from that's why this department has only one man to take care of all the duties, and he is never busy thus you see him dozing.
"The man's heart was moved, tears dropped from his eyes and he wished he could go back on earth to inform his brothers and sisters of what he saw.
* What did God do to you?
* How many answers have you received?
* How many obstacles have you overcome?
* How many wars did you find yourself a victor?
* Did you give thanks to the Lord?
Today you are alive, strong and healthy, you have a good job - did you thankGod??? If you want God to keep on answering to your requests, try giving thanks in any form each time you receive His blessings.
Read MALACHI 3 V 8 & 10, PSALMS 121 V 1-2.
Give thanks all the time. It pays to have a grateful heart
Thursday, April 5, 2007
A jobless man applied for the position of "office boy" at Microsoft. The HR manager interviewed him then watched him cleaning the floor as a test. "You are employed" he said. "Give me your e-mail address and I'll send you the application to fill in, as well as date when you may start".
The man replied "But I don't have a computer, neither an email." "I'm sorry", said the HR manager, "If you don't have an email, that means you do not exist. And who doesn't exist, cannot have the job." The man left with no hope at all. He didn't know what to do, with only $10 in his pocket. He then decided to go to the supermarket and buy a 10Kg tomato crate. He then sold the tomatoes in a door to door round. In less than two hours, he succeeded to double his capital. He repeated the operation three times, and returned home with $60. The man realized that he can survive by this way, and started to go everyday earlier, and return late. Thus, his money doubled or tripled everyday.
Shortly, he bought a cart, then a truck, then he had his own fleet of delivery vehicles. 5 years later, the man is one of the biggest food retailers in the US . He started to plan his family's future, and decided to have a life insurance. He called an insurance broker, and chose a protection plan. When the conversation was concluded, the broker asked him his email. The man replied, "I don't have an email ". The broker answered curiously, "You don't have an email, and yet have succeeded to build an empire.
Can you imagine what you could have been if you had an email?!!"
The man thought for a while and replied, " Yes, I'd be an office boy at Microsoft!"
Moral of the story M1- Internet /email is not the solution to your life.
M2- If you don't have internet / email , and work hard, you can be a millionaire.
M3 If you received this message by email or you are reading this post, you are probably already an office boy/girl, and not any close to being a Billionaire. ..
Wish you guys all the best.
Wednesday, April 4, 2007
Chairman (Ret), Joint Chiefs of Staff
A Leadership Primer
Good leadership involves responsibility to the welfare of the group, which
means that some people will get angry at your actions and decisions. It's
inevitable, if you're honorable. Trying to get everyone to like you is a sign
of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the
people who need to be confronted, and you'll avoid offering differential
rewards based on differential performance because some people might
get upset. Ironically, by procrastinating on the difficult choices, by trying
not to get anyone mad, and by treating everyone equally "nicely" regardless
of their contributions, you'll simply ensure that the only people you'll wind
up angering are the most creative and productive people in the organization.
"The day soldiers stop bringing you their problems is the
day you have stopped leading them. They have either lost
confidence that you can help them or concluded that you
do not care. Either case is a failure of leadership."
If this were a litmus test, the majority of CEOs would fail. One, they build so
many barriers to upward communication that the very idea of someone lower
in the hierarchy looking up to the leader for help is ludicrous. Two, the
corporate culture they foster often defines asking for help as weakness or failure, so people cover up their gaps, and the organization suffers accordingly.
Real leaders make themselves accessible and available. They show concern
for the efforts and challenges faced by underlings, even as they demand high
standards. Accordingly, they are more likely to create an environment where
problem analysis replaces blame.
"Don't be buffaloed by experts and elites. Experts often
possess more data than judgment. Elites can become so
inbred that they produce hemophiliacs who bleed to death
as soon as they are nicked by the real world."
Small companies and start-ups don't have the time for analytically detached
experts. They don't have the money to subsidize lofty elites, either. The
president answers the phone and drives the truck when necessary; everyone
on the payroll visibly produces and contributes to bottom-line results or they're
history. But as companies get bigger, they often forget who "brought them to
the dance": things like all-hands involvement, egalitarianism, informality,
market intimacy, daring, risk, speed, agility. Policies that emanate from
ivory towers often have an adverse impact on the people out in the field
who are fighting the wars or bringing in the revenues. Real leaders are
vigilant, and combative, in the face of these trends.
"Don't be afraid to challenge the pros,
even in their own backyard."
Learn from the pros, observe them, seek them out as mentors and partners.
But remember that even the pros may have leveled out in terms of their
learning and skills. Sometimes even the pros can become complacent and
lazy. Leadership does not emerge from blind obedience to anyone. Xerox's
Barry Rand was right on target when he warned his people that if you have
a yes-man working for you, one of you is redundant. Good leadership
encourages everyone's evolution.
"Never neglect details. When everyone's mind is dulled
or distracted the leader must be doubly vigilant."
Strategy equals execution. All the great ideas and visions in the world are
worthless if they can't be implemented rapidly and efficiently. Good leaders
delegate and empower others liberally, but they pay attention to details, every
day. (Think about supreme athletic coaches like Jimmy Johnson, Pat Riley
and Tony La Russa). Bad ones, even those who fancy themselves as
progressive "visionaries," think they're somehow "above" operational details.
Paradoxically, good leaders understand something else: an obsessive routine
in carrying out the details begets conformity and complacency, which in turn
dulls everyone's mind. That is why even as they pay attention to details, they
continually encourage people to challenge the process. They implicitly
understand the sentiment of CEO leaders like Quad Graphic's Harry
Quadracchi, Oticon's Lars Kolind and the late Bill McGowan of MCI, who all independently asserted that the Job of a leader is not to be the chief organizer,
but the chief dis-organizer.
"You don't know what you can get away with until you try."
You know the expression, "it's easier to get forgiveness than permission." Well,
it's true. Good leaders don't wait for official blessing to try things out. They're
prudent, not reckless. But they also realize a fact of life in most organizations:
if you ask enough people for permission, you'll inevitably come up against
someone who believes his job is to say "no." So the moral is, don't ask. Less
effective middle managers endorsed the sentiment, "If I haven't explicitly been
told 'yes,' I can't do it," whereas the good ones believed, "If I haven't explicitly
been told 'no,' I can." There's a world of difference between these two points
"Keep looking below surface appearances.
Don't shrink from doing so (just) because you
might not like what you find."
"If it ain't broke, don't fix it" is the slogan of the complacent, the arrogant or the
scared. It's an excuse for inaction, a call to non-arms. It's a mind-set that assumes (or hopes) that today's realities will continue tomorrow in a tidy, linear
and predictable fashion. Pure fantasy. In this sort of culture, you won't find
people who pro-actively take steps to solve problems as they emerge. Here's
a little tip: don't invest in these companies.
"Organization doesn't really accomplish anything. Plans
don't accomplish anything, either. Theories of management
don't much matter. Endeavors succeed or fail because of
the people involved. Only by attracting the best people will
you accomplish great deeds
In a brain-based economy, your best assets are people. We've heard this
expression so often that it's become trite. But how many leaders really "walk
the talk" with this stuff? Too often, people are assumed to be empty chess
pieces to be moved around by grand viziers, which may explain why so many
top managers immerse their calendar time in deal making, restructuring and
the latest management fad. How many immerse themselves in the goal of
creating an environment where the best, the brightest, the most creative are
attracted, retained and, most importantly, unleashed?
"Organization charts and fancy titles count for next to nothing."
Organization charts are frozen, anachronistic photos in a work place that ought
to be as dynamic as the external environment around you. If people really
followed organization charts, companies would collapse. In well-run
organizations, titles are also pretty meaningless. At best, they advertise
some authority, an official status conferring the ability to give orders and
induce obedience. But titles mean little in terms of real power, which is the
capacity to influence and inspire. Have you ever noticed that people will
personally commit to certain individuals who on paper (or on the organization
chart) possess little authority, but instead possess pizzazz, drive, expertise, and genuine caring for teammates and products? On the flip side, non-leaders
in management may be formally anointed with all the perks and frills
associated with high positions, but they have little influence on others, apart
from their ability to extract minimal compliance to minimal standards.
"Never let your ego get so close to your position that
when your position goes, your ego goes with it."
Too often, change is stifled by people who cling to familiar turfs and job
descriptions. One reason that even large organizations wither is that
managers won't challenge old, comfortable ways of doing things. But
real leaders understand that, nowadays, every one of our jobs is becoming
obsolete. The proper response is to obsolete our activities before someone
else does. Effective leaders create a climate where people’s worth is
determined by their willingness to learn new skills and grab new
responsibilities, thus perpetually reinventing their jobs. The most
important question in performance evaluation becomes not, "How well
did you perform your job since the last time we met?" but, "How much
did you change it?"
"Fit no stereotypes. Don't chase the latest management
fads. The situation dictates which approach best
accomplishes the team's mission."
Flitting from fad to fad creates team confusion, reduces the leader's credibility,
and drains organizational coffers. Blindly following a particular fad generates
rigidity in thought and action. Sometimes speed to market is more important
than total quality. Sometimes an unapologetic directive is more appropriate
than participatory discussion. Some situations require the leader to hover
closely; others require long, loose leashes. Leaders honor their core values,
but they are flexible in how they execute them. They understand that
management techniques are not magic mantras but simply tools to be
reached for at the right times.
"Perpetual optimism is a force multiplier."
The ripple effect of a leader's enthusiasm and optimism is awesome. So is the
impact of cynicism and pessimism. Leaders who whine and blame engender those same behaviors among their colleagues. I am not talking about stoically accepting organizational stupidity and performance incompetence with a "what,
me worry?" smile. I am talking about a gung-ho attitude that says "we can
change things here, we can achieve awesome goals, we can be the best."
Spare me the grim litany of the "realist," give me the unrealistic aspirations
of the optimist any day.
"Powell's Rules for Picking People:”
Look for intelligence and judgment, and most critically,
a capacity to anticipate, to see around corners. Also
look for loyalty, integrity, a high energy drive, a balanced
ego, and the drive to get things done.
How often do our recruitment and hiring processes tap into these attributes?
More often than not, we ignore them in favor of length of resume, degrees and
prior titles. A string of job descriptions a recruit held yesterday seem to be
more important than who one is today, what they can contribute tomorrow, or
how well their values mesh with those of the organization. You can train a
bright, willing novice in the fundamentals of your business fairly readily, but
it's a lot harder to train someone to have integrity, judgment, energy, balance,
and the drive to get things done. Good leaders stack the deck in their favor
right in the recruitment phase.
"Great leaders are almost always great simplifiers,
who can cut through argument, debate and doubt,
to offer a solution everybody can understand."
Effective leaders understand the KISS principle, Keep It Simple, Stupid. They
articulate vivid, over-arching goals and values, which they use to drive daily
behaviors and choices among competing alternatives. Their visions and
priorities are lean and compelling, not cluttered and buzzword-laden. Their
decisions are crisp and clear, not tentative and ambiguous. They convey an
unwavering firmness and consistency in their actions, aligned with the picture
of the future they paint. The result: clarity of purpose, credibility of leadership,
and integrity in organization.
Part I: "Use the formula P=40 to 70, in which P stands
for the probability of success and the numbers indicate
the percentage of information acquired.”
Part II: "Once the information is in the 40 to 70 range,
go with your gut."
Don't take action if you have only enough information to give you less than a
40 percent chance of being right, but don't wait until you have enough facts to
be 100 percent sure, because by then it is almost always too late. Today,
excessive delays in the name of information-gathering breeds "analysis paralysis." Procrastination in the name of reducing risk actually increases risk.
"The commander in the field is always right and the
rear echelon is wrong, unless proved otherwise."
Too often, the reverse defines corporate culture. This is one of the main
reasons why leaders like Ken Iverson of Nucor Steel, Percy Barnevik of Asea
Brown Boveri, and Richard Branson of Virgin have kept their corporate staffs
to a bare-bones minimum - how about fewer than 100 central corporate
staffers for global $30 billion-plus ABB? Or around 25 and 3 for multi-billion Nucor and Virgin, respectively? Shift the power and the financial accountability
to the folks who are bringing in the beans, not the ones who are counting
or analyzing them.
"Have fun in your command. Don't always run at
a breakneck pace. Take leave when you've earned it:
Spend time with your families.
Corollary: surround yourself with people who take their
work seriously, but not themselves, those who work
hard and play hard."
Herb Kelleher of Southwest Air and Anita Roddick of The Body Shop would
agree: seek people who have some balance in their lives, who are fun to hang
out with, who like to laugh (at themselves, too) and who have some non-job
priorities which they approach with the same passion that they do their work.
Spare me the grim workaholic or the pompous pretentious "professional;”
I'll help them find jobs with my competitor.
"Command is lonely."
Harry Truman was right. Whether you're a CEO or the temporary head of a
project team, the buck stops here. You can encourage participative
management and bottom-up employee involvement, but ultimately the
essence of leadership is the willingness to make the tough, unambiguous
choices that will have an impact on the fate of the organization. I've seen
too many non-leaders flinch from this responsibility. Even as you create
an informal, open, collaborative corporate culture, prepare to be lonely.
“Leadership is the art of accomplishing
more than the science of management
says is possible.”
Tuesday, April 3, 2007
1. The value of time.
2. The success of perseverance.
3. The pleasure of working.
4. The dignity of simplicity
5. The worth of character
6. The power of kindness.
7. The influence of example.
8. The obligation of duty.
9. The wisdom of economy.
10. The virtue of patience.
11. The improvement of talent.
12. The joy of originating.
2. Eat only when you are hungry
3.Don’t eat while watching television. Focus on the meal and watch television after your meal.
4. Eat healthy snacks between meals and eat smaller meals.
5.Choose a smaller plate. A small plate makes the amount of food appear larger but a large plate makes the most reasonable amount of food appear small.
6.Stop eating when you are full. Avoid getting stuffed.
7.Eat slowly and chew thoroughly. Don’t rush the meal.
8.Develop an appetite for a variety of foods. Don’t stick to one food.
9. Eat a lot of vegetables and fruits.
10. Make your last meal of the day a light one. Finish eating your last meal of the day before 7.00 p.m ( This is a hard one, but the benefits are enormous)