I believe that the habit of constant reading of good books and scholarly periodicals and magazines in many disciplines is vital to give a larger perspective and to constantly sense the interdependent nature of life.
I am senting many books for endorsement purposes, which enables me to stay relevant in my own field, and I have people that help me decide which ones I should read and endorse.
I don't read blogs but occasionally people tell me about what they contain, and I do take questions that come from blogs.
I find most meetings are a waste of time, because they are so ill-prepared and there's little opportunity for true synergy in producing better solutions than what anyone originally thought of. So I work hard to only attend those meetings that have strategic importance and miss all kinds of other seemingly urgent meetings.
I keep my phone number unlisted and rely on my associates to handle all voice mail, e-mail, faxes.
Remember, technology is a great servant, but a terrible master.
I am fortunate to have a very helpful team that enables me to spend time doing things that are important but not necessarily urgent. People who have no such team need to also make these larger decisions so that they can cheerfully say No to that which is urgent but not important.
I see myself living by correct principles and accomplishing worthy purposes. One of my favorite quotes is, "The greatest battles of life are fought out every day in the silent chambers of one's own soul." (David O. McKay).
I win the private victory when I have made my mind up and commit to live by correct principles and to serve worthy purposes.
Listen to your conscience regarding something that you simply know you should do, then start small on it - make a promise and keep it. Then move forward and make a little larger promise and keep it. Eventually you'll discover that your sense of honor will become greater than your moods, and that will give you a level of confidence and excitement that you can move to other areas where you feel you need to make improvements or give service.
Belief is another word for paradigm. It's a synonymous. Your belief of the way things are. Values are the way things should be, it's a paradigm of the way things should be. Beliefs are the paradigms of the way things are.
When I started teaching I realized that I had never had such a level of satisfaction and such a feeling of fulfillment and sense of contribution. Just like that. But, usually it's more cumulative, slow, evolutionary and less revolutionary.
Peace of counscious is greater than peace of mind. Peace of mind is more externally oriented. Peace of consciousness is when you know you have been honest in all your business dealings.
The more people train their counsciousness, the more sensitivie they are to it. It's like you had your own voice coming to you.
I love interaction with audiences. If were my choice, I would spend most of my time interacting with audiences. Walking around and asking them to challenge me.
I try to exercise regularly every day, if I can. It renews you and it gives you more balance in your life. This is a key leverage point.
Trust is a competency. It's something you can get good at. It's a strength you personally, and your team and your company can master. Being good at it will elevate every other strength you have.
One thing about trust is that everyone's for it.
Executives need to understand the economic benefits of trust dividend, especially when the behavior is real, not artificially or superficially created as PR to manipulate trust.
When the trust is high, you get the trust dividend. Investors invest in brands people trust. Consumers buy more from companies they trust, they spend more with companies they trust, they recommend companies they trust, and they give companies they trust the benefit of the doubt when things go wrong.
Brands need to reinvent themselves from time to time to stay relevant.
Sometimes poor behavior is simply bad execution of good intent.
Strategy is important, but trust is the hidden variable. On paper you can have clarity around your objectives, but in a low-trust environment, your strategy won't be executed.
Trust is a function of both character and competence. Of course you can't trust someone who lacks integrity, but if someone is honest but they can't perform, you're not going to trust them either. You won't trust them to get the job done.
Unfortunately, too many executives believe the myths about trust. Myths like how trust is soft and is merely a social virtue. The reality is that trust is hard-edged and is an economic driver.
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