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“No soul is desolate so long as there is a human being from whom it can feel trust and reverence.” D.H. Lawrence When I was a young man, “legacy” wasn’t part of my thought process. The word wasn’t discussed in our home but “reputation” was mentioned and reinforced often. Perhaps they’re the same. I didn’t know or understand what “legacy” meant, and frankly, I wasn’t the least bit interested what my legacy should or would be. I was too busy with other issues. Leave a legacy? It was the furthest thing from my mind. However, after the plane crash in 1970, my

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+ People are unreasonable, illogical and self-centered. But let God love them through you, anyway. + If you do your best, people may accuse you of ulterior motives. Do your best, anyway. + If you are successful, you may win false friends and true enemies. Succeed, anyway. + Honesty and frankness may make you vulnerable. Be honest and frank, anyway. + The good you do today may be forgotten tomorrow. Do good anyway. It will help you sleep at night. + People with the biggest dreams can be shot down by those with the smallest minds. Think big, anyway. +

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Shared Leadership

Posted by Mark Sorrels on January 01, 2000
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Category : Blog, Leadership, Shared Leadership

Within the world of business, sports and entertainment there have been many famous partnerships:  Sears and Roebuck, Lord and Taylor, Abbott and Costello, Burns and Allen, Elvis and Col. Parker, Ali and Dundee, Frazier and Futch.  Most of these partnerships found success because of a willingness to participate in shared leadership.   Leadership often makes us think of one great person who stands alone with all the answers and wisdom needed to move the organization or team forward.  Shared leadership however, recognizes that no one individual holds all the gifts and knowledge of leadership.  This type of leadership is not

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BLACK BELT LEADERSHIP Black Belt Leader as Visionary “The most important questions in life can never be answered by anyone except oneself.” – John Fowles, The Magus In the short statement below, Albert Einstein asks, “Is the universe a friendly place?” This is especially pertinent for those of us who aspire to become true Black Belt Leadership masters. Because how we interpret and respond to Einstein’s question will fundamentally influence our choices and actions as leaders in the future. —————————————————    “I think the most important question facing humanity is, ‘Is the universe a friendly place?’ This is the first and most

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THE BUY-IN: CRITICISM IS NOT PERSONAL Constructing a team begins with guiding individuals to discover their greatest potential. In order to this, individuals need to be coached so they can address their weaknesses. A team is dependent upon the strengths of each individual, and it is weakened when members are too weak to carry their loads. One of the most critical factors in coaching team members is to teach them that constructive criticism is not personal. It is a necessary piece toward building their talents. It is really an offering of assistance from the leaders who care enough to show

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Here are a few thoughts on team building through a breakthrough experience. The ancient Chinese sage, Confucius once said, “When we hear we forget.  When we see we remember.  But when we DO we understand.”  In my seminars I don’t want participants to simply hear about the concept of leadership, or see an example of breaking through.  I want them to actually experience it!  So the seminar finishes with the remarkable BREAKTHROUGH EXPERIENCE as every participant is given the opportunity to break through a one-inch thick wooden board karate-style! That’s right, a literally unforgettable breakthrough experience. As we prepare for the breakthrough, everyone writes

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What effect will your leadership have on others?  When you breathe for the last time, what will others say when reflecting upon you as a leader?  The following paragraph is taken from the book Understanding Your Role As A Leader.     Lou Saban coached football at the high school, collegiate, and  professional levels.  Under his leadership, the Buffalo Bills won their first championships.  Before its merger with the National Football League, the American Football League boasted teams from such cities as Boston, Oakland, Houston, Denver, Kansas City and Buffalo. In 1964 and again in 1965, the Bills were the champions of the American Football League.  Few

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When we make the decision to improve, we learn new things about the processes we are changing. Maybe we learn about new process capability, maybe new cost drivers, or maybe throughput rates or equipment delays that were improperly accounted for. In any case, there is now a decision that has to be made about targets that were set based on the old knowledge base. If targets are deemed immovable, the gains associated with related process changes are NOW AT RISK! Why? It’s not because the process can’t deliver the additional value – it’s because management may choose to NOT USE

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   BLACK BELT LEADERSHIP Black Belt Leader: Lessons Learned “He not busy being born is busy dying.”  — Bob Dylan       It was late in the day. I had been working with nine supervisors at a manufacturing plant outside of Chicago — first as a group in the morning and then with each person individually in the afternoon. I was exhausted and yet I had one more individual session to do. Marci had just taken a seat in front of me.       “How are you?” I asked.      “Fat and ugly,” she replied. Marci had a

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Changes Require Changing

Posted by Al Foxx on January 01, 2000
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Category : Acceptence, Blog, Change

Abrupt Changes Have you learned to use the power of acceptance to change your attitude? Can you change a negative attitude to positive so you keep dancing, even in the rain? Awakening from my coma to find my place in the world had completely changed due to my head injury and full blown physical disability required me to do some additional changing. Before the unexpected changes, I loved life. After the changes, I despised life. I hated it. Did I hate life, or did I fear Changes? In retrospect: Changing my mind I hated change because I feared change. I was afraid of facing

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