"I see so many silver-spoon guys, and I don't think the mental toughness is always there. I've dealt with adversity. I've dealt with disappointment. I've dealt with not being picked and not being one of the guys. When I see adversity now, I look forward to it. When I see opportunity, I make the most of it."
Rules he follows: 1) Behave yourself, play the game, be on time, and keep your mouth shut and be a good teammate, because your reputation in this league is important, and 2) put in the time during the season and the off season. You get to this point by working your butt off, then you just decide to breeze? "I DON'T GET THAT."
Aaron Rodgers, All pro QB for the Green Bay Packers
Monday, July 19, 2010
Sunday, July 11, 2010
Sustainable Sales
True or False: Sales of new items during the first few months occur because of marketing, distribution, and promotion. After that, sales are almost entirely a result of word of mouth. If people like your product or service, they will talk about it with others. They are, in essence, passing on the vision and testifying on behalf of your company's product or service.
Back to working hard again
"Unless you are willing to drench yourself in your work beyond the capacity of the average person, you are just not cut out for positions at the top." JC Penney
(the following does not count as work: sending emails all day from the computer, reacting by answering questions rudely on your blackberry, working on power-point presentations known as "decks" 24/7, seeing customers when they are only happy, delegating bad news to your subordinates to handle, writing strategy reports without any idea on implementing or executing the plans other than by ordering people to do so because of your position of power, blaming everyone and anyone but yourself and your allies when the plan fails because of lack of empirical data , not validating your arguments with facts, unwilling to hear bad news, ready to sue, fire, or demote somebody, declaring your general counsel as your best friend, etc.) Anyone you know?
(the following does not count as work: sending emails all day from the computer, reacting by answering questions rudely on your blackberry, working on power-point presentations known as "decks" 24/7, seeing customers when they are only happy, delegating bad news to your subordinates to handle, writing strategy reports without any idea on implementing or executing the plans other than by ordering people to do so because of your position of power, blaming everyone and anyone but yourself and your allies when the plan fails because of lack of empirical data , not validating your arguments with facts, unwilling to hear bad news, ready to sue, fire, or demote somebody, declaring your general counsel as your best friend, etc.) Anyone you know?
Happens all the time....
"You should never be casual about risking what's not yours. I call that "betting with other people's money. You don't have the right to put the organization on the line. Nor would it be right for you to create high risk for others in the organization. If you are going to take a risk, you need to put YOURSELF on the line (which rarely occurs)." John Maxwell
Monday, July 5, 2010
Follow the what???
The Insecure Leader: They think everything is about them, and as a result, every action, every piece of information, every decision is put through their filter of self-centeredness.
The Visionless Leader: They fail to provide direction or incentive to move forward. They always lack passion and have no fuel to keep themselves and their people going. They drain everyone's energy.
The Incompetent Leader: They are ineffective, and often stay that way. Advice is seldom welcome, and those who need it most like it the least.
The Selfish Leader: They lead others for their own gain and for the detriment of others. They advance at the expense of everyone around him or her.
The Chameleon Leader: They are unpredictable because they don't want to take any responsibility. They waste people's time and energy by never committing to anything, but rather enjoy watching people trying to predict and anticipate their very next move.
The Political Leader: They are motivated by the desire to get ahead and all their decisions are based on political ambitions rather than the mission or the good of the organization.
The Controlling Leader: They want to be in the middle of everything you do and continually interrupts your progress by micromanaging you.
Darn: Since March 2001......
The above has been described in the John Maxwell book, The 360 Degree Leader
The Visionless Leader: They fail to provide direction or incentive to move forward. They always lack passion and have no fuel to keep themselves and their people going. They drain everyone's energy.
The Incompetent Leader: They are ineffective, and often stay that way. Advice is seldom welcome, and those who need it most like it the least.
The Selfish Leader: They lead others for their own gain and for the detriment of others. They advance at the expense of everyone around him or her.
The Chameleon Leader: They are unpredictable because they don't want to take any responsibility. They waste people's time and energy by never committing to anything, but rather enjoy watching people trying to predict and anticipate their very next move.
The Political Leader: They are motivated by the desire to get ahead and all their decisions are based on political ambitions rather than the mission or the good of the organization.
The Controlling Leader: They want to be in the middle of everything you do and continually interrupts your progress by micromanaging you.
Darn: Since March 2001......
The above has been described in the John Maxwell book, The 360 Degree Leader
Friday, July 2, 2010
Where are these leaders...
"A leader is interested in finding the best way --- not in having his own way."
John Wooden quoting Wilfred A. Peterson
John Wooden quoting Wilfred A. Peterson
Excerpts from John Wooden's Book, "They Call Me Coach"
"In group activity, there must be supervision and leadership and a disciplined effort by all, or much of our united strength will be dissipated pulling against ourselves.
If you discipline yourself toward team effort under the supervision of the one in charge, even though you might not always agree with the decisions, much can and will be accomplished.
Your lot is certain failure without discipline.
I am very interested in each of you as an individual but I must act in what I consider to be in the best interest of the team for either the moment or the future.
Your race or your religion will have no bearing on my judgment, but your ability and how it works to my philosophy of team play very definitely will. Furthermore, your personal conduct and adherence to standards that I make will undoubtedly be taken into consideration either consciously or unconsciously.
There may seem to be double standards at times as I most certainly will not treat you all alike in every respect. However, I will attempt to give each individual the treatment he earns and deserves according to my judgment, in keeping with what I consider in the best interest of the team. You must accept this in the proper manner for you to be a positive and contributing member..."
From John Wooden's annual letter to the team in July of 1970, a few months after UCLA's basketball team won its 4th consecutive national title
If you discipline yourself toward team effort under the supervision of the one in charge, even though you might not always agree with the decisions, much can and will be accomplished.
Your lot is certain failure without discipline.
I am very interested in each of you as an individual but I must act in what I consider to be in the best interest of the team for either the moment or the future.
Your race or your religion will have no bearing on my judgment, but your ability and how it works to my philosophy of team play very definitely will. Furthermore, your personal conduct and adherence to standards that I make will undoubtedly be taken into consideration either consciously or unconsciously.
There may seem to be double standards at times as I most certainly will not treat you all alike in every respect. However, I will attempt to give each individual the treatment he earns and deserves according to my judgment, in keeping with what I consider in the best interest of the team. You must accept this in the proper manner for you to be a positive and contributing member..."
From John Wooden's annual letter to the team in July of 1970, a few months after UCLA's basketball team won its 4th consecutive national title
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