LEADERSHIP - KEPIMPINAN

THE CONTENTS OF THIS BLOG SUBMISSION IS

BI-LINGUAL

ALTHOUGH THE INTRODUCTION IS IN MALAY.

KEPIMPINAN

KRISIS KEPIMPINAN DI NUSANTARA

Tajuk masukan artikel ini saya beri dalam bahasa Melayu kerana artikel ini ditujukan kepada berbagai kumpulan ethnic dari rumpun bangsa Melayu, di nusantara, yang kini berada dalam krisis kepimpinan.
 

TAJUK DALAM BAHASA MELAYU

Sebagai seorang yang berugama Islam adalah sewajibnya bagi saya merujuk kepada Al Quran, Hadith dan Sunnah dalam segala urusan hidup seharian.

Di bawah ini saya turunkan senarai buku-buku rujukan lain yang saya fikirkan relevan untuk definasi berbagai aspek kepimpinan mengikut abjad.

Walaupun saya sendiri pernah menjadi pemimpin sebagai suami, bapa dan datok dan pernah juga berperanan dalam pergerakan belia dan politik negara.saya perlu kepada buku-buku rujukan yang di karang oleh penganalisa dan peneliti yang mungkin mereka sendiri tidak pernah memimpin organisasi atau insitusi yang seluas sebuah negeri, sebuah koperasi yang besar, sebuah universiti, sebuah kementerian dengan puluhan ribu kakitangan atau sebuah parti politik sebesar UMNO.

Saya dapati tajuk yang disentuh oleh para penulis buku-buku rujukan sangat penting kerana penulisan mereka berasaskan kajian yang mendalam ke atas pemimpin, kepimpinan dan organasasi.

Sususan karangan ini ialah sebagai berikut:

A. BUKU-BUKU RUJUKAN - Setiap buku ada label nombor masing-masing. Umpamanya buku nombor 5 ialah HBR's 10 MUST READS on LEADERHIP - Terbitan Harvad Business Review.

B. TAJUK MENGIKUT ABJAD - Senarai semua tajuk disusun mengikut urutan alphabetical. Umpamanya selepas ACTION ada ANTICIPATA; sebelum DEVELOPMENT ada DELEGATE;  setelah LEARN ada LISTEN dan seterusnya.

C) Apabila membaca petikan karangan, karangan di bawah tajuk mengikut abjad akan didapati tajuk tertulis seperti berikut:  ACTION (2) (7) yang bererti kandungannya boleh didapati dari buku nombor 2 iaitu Bradberry, Travus; Greaves, Jean LEDERSHIP. - terbitan TalentSmart, San Diego, USA; atau jika tajuknya EMOTIONAL INTELLIGENCE (2) (5) (12) angka 2, 5 dan 12 menunjukan kepada buku-buku rujukan yang bernombor 2 - Bradberry, Travus & Greaves, Jean - LEDERSHIP - TalentSmart, San Diego, USA, 5 - HBR's 10 MUST READS on LEDERSHIP - Harvard Business Review dan buku nombor 12 - karangan Goldman, Daniel . Perbincangan atas tajuk CASH FLOW (13) bererti buku rujukan yang darinya dipetik kandungan bab ini bernama Robert T. Kiyosaki - RICH DAD'S CONSPITARY OF THE RICH.

Pembaca diminta membuat cadangan, pembetulan dan komentar yang boleh dimasukkan nanti dari masa ke masa dalam proses memperbaiki karangan ini untuk kepentingan kita bersama.

Senarai buku rujukan akan terus ditambah dalam masa lapang dan kandungan di bawah tajuk juga akan dibaiki dan dilengkapkan.

Baanyak sekali tajuk di bawah yang belum berisi dengan petikan-petikan dari buku yang berkenaan, dan penulis berharap pembaca akan memaafkannya dan menunggu dengan kesabaran.

Selamat membaca.

BUKU-BUKU RUJUKAN

1) Burnison, Gary - LEAD - John Wiley & Sons, New Jersey, USA
2) Bradberry, Travus & Greaves, Jean - LEADERSHIP - TalentSmart, San Diego, USA
3) Keller, Gary and Papasan, Jay - THE ONE THING - John Murray
4) Chua, Amy and Rubenfeld, Jed - THE TRIPLE PACKAGE -- Bloomsbury
5) HBR's 10 MUST READS on LEADERSHIP - Harvard Business Review
6) Peters, Tom
7) Blanchard, Ken on ONE MINUTE MANAGER
8) Bennis, Warren
9) Plato on 'POLITICS'
10) Buffet, Warren
11) Drucker, Peter F on 'EFFECTIVE EXECUTIVE'
12) Goldman, Daniel
13) Robert T. Kiyosaki - RICH DAD'S CONSPIRACY OF THE RICH
14) Chantal Burns - INSTANT MOTIVATION
15) Covey, Steven - PRIMARY GREATNESS

TAJUK MENGIKUT ABJAD


ACTION

ANTICIPATE

BALANCED LIFE

CASH FLOW

CHARACTER

COMMUNICATE

DELEGATE

DEVELOPMENT

DISCIPLINE

EFFECTIVENESS

EMOTIONAL INTELLIGENCE

EMPOWER

FOCUS

HABIT

HONESTY

IDEAS

IMPULSE CONTROL

INSECUTIRY

INSPIRE

INTEGRITY

KNOWLEDGE

LEADERSHIP

LEARN

LISTEN

MANAGEMENT

MEASURE

MOTIVATION

MULTI-TASKING

NAVIGATE

ORGANIZATIONAL JUSTICE

PEOPLE

PRIOTITY

PRODUCTS

PURPOSE

RESULT

REWARD

STRATEGY

TEAM

SUPERIOTITY COMPLEX

TALENT

WILLPOWER

ACTION (2) (7)

Ken Blanchard, the author of One Minute Manager, gets people moving by building their commitment not through fear of reprisal. Ken believes that people won't perform until the organization feels like a common unit that everyone has a vested interest in, and often it is the little things that help to make this happen. Ken finds the time every single day, for decades, to do a fascinating thing for his people - he leaves them a voicemail. Through his voicemail Ken lets every employee know what is on his mind, where he is and what he his doing.

Consider the following angles before making every decision:

          1. Why do I need to make this decision
          2. What will happen if I don't make this decision?
          3. Who will be affected by this decision?
          4. How will this decision affect them?
          5. What are the implications of each potential course of action?

Test fast; fail fast; adjust fast. - Tom Peters.

Inaction can be more dangerous than action, and failure to act is a choice.

ANTICIPATE (1) (8)

Thanks to the ever increasing velocity of change in today's endlessly interconnected world, the immediate future holds both more threats and more opportunities than at any time in history. And that's why anticipation, the ability to see the road ahead and act intelligently on the insights that vision reveals, has become so critical.

Foster a culture of world-class observers.

You don't need to be the smartest person in the room, just the most aware.

Change the mindset from 'this is what we have always done' to 'this is what we could do now.'

Always have a Plan B - and a backup for the backup.

Don't ignore intuition; you know more than you think you do.

We need to sustain growth, not just sustain what has come before so that we are living in the past. - Warren Bennis.

BALANCED LIFE (3)

CASH FLOW (13)

Robert T. Kiyosaki wrote: Cash flow is often called the 'Bottom Line.' If a banker wants to evaluate your financial IQ , he will ask for your financial statement. Since most people do not know what financial statements are , they ask you for a credit application. This subprime mass was triggered by the bigger banks in the world giving credit to the poorest people, businesses and countries in the world.

Learn to control your cash flow. This is an important rule because by controlling cash flow, you can control your life, regardless of how much money you make.


CHARACTER(1)  (2) (15)

You must remember to choose character over pedigree.(2)

No matter your industry or functional focus - launching a startup, engineering a turnaround, developing a new market - the people part of your business is where it all starts, piecing all those rough, jagged edges of individuality into one, continuous, unified mosaic of productive excellence.  (2)

How do we internalize the principles of primary greatness? Isn't character fixed at birth? Is it even possible to change our character? Although it's not easy, character change is possible. As Dr. Covey taught, we can change because we have the power to choose how we will act. Human character might be like a recipe - a cup of genetics, a tablespoon of environment, and a few ounces of luck - but we get to decide what we will make out of all those ingredients. (15)

COMMUNICATE (1) (3) (9) (13)

Be kind, for everyone is fighting a great battle. - Plato

Communication is interactive, not a radio broadcast.

It's not only what you say, it's how you say it.

Inhale before you exhale, think before you speak.

Share information freely and be authentic to create a culture that does the same.

Robert T. Kiyosaki wrote: "What we've got here is a failure to communicate" is a famous line from the movie Cool Hand Luke and a popular sentiment in any organization. The same sentiment is true with individuals and families. In Vietnam I witnessed many defeats and deaths simply because there is a failure to communicate.  Many times we bombed or shelled our own troops due to poor communication. We often do the same to ourselves.

DELEGATE (1) (10)

Delegate almost to the point of abdication. - Warren Buffett.

Delegate to develop people. Ideally, you'll delegate strategically, rather than because you have suddenly discovered that your hydra is short of head. Take stock of your talent and what motivates them, have development conversations, and understand what experiences they long for. After considering what needs to be achieved, carefully match projects to people. In some cases, timelines or other constraints may require you to find a person who's been there, done that, and written the e-book. But if you are good, and developing your talent with an eye on the horizon, you'll create space and take calculated risks to allow for assignments that provide a certain amount of stretch.

DEVELOPMENT (2)


DISCIPLINE (3)


EFFECTIVENESS (5) (11)

Peter F. Drucker wrote that an effective executive does not need to be a leader in the sense that the term is now most commonly used. Harry Truman did not have one ounce of charisma, for example, yet he was among the most effective chief executives in U. S. history. Similarly, some of the best business and nonprofit CEOs I've worked with over a 65-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses. They ranged from extroverted to nearly reclusive, from easygoing to controlling, from generous parsimonious.

What made them effective is that they followed the same eight practices:

          1. They asked 'What needs to be done?'
          2. They asked 'What is right for the enterprise?'
          3. They developed action plans.
          4. They took responsibility for decisions.
          5. They took responsibility for communicating.
          6. They were focused on opportunities rather than problems.
          7. They ran productive meetings.
          8. They thought and said 'We' rather than 'I'.

EMOTIONAL INTELLIGENCE (2) (5) (12)

Daniel Goldman wrote that every person knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job.. And they also know a story about someone with solid - but not extraordinary - intellectual abilities and technical skills who was promoted into a similar position and then soared.

Such anecdotes support the widespread belief that identifying individuals with the 'right stuff' to be leaders is more art than science. After all, the personal style of superb leaders vary: Some leaders are subdued and analytical; others shout their manifestos from the mountaintops. And just as important, different situations called for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful authority.

However, the most effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. Its not that IQ and technical skills are irrelevant. They do matter, but mainly as 'threshold capabilities'; that is, they are the entry level requirements for executive positions. But my (Daniel Goldman) research, along with other recent studies, clearly shows that emotional intelligence is the sine quo non of leadership. Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but still won't make a great leader.

The five components of emotional intelligence at work are:

          1. Self-awareness: The ability to recognize and understand
              your moods, emotions, and drives, as well as their effect
              on others.

          2. Self-regulation: The ability to control or redirect disruptive
              impulses and moods. The propensity to suspend judgment
              - to think before acting

          3. Motivation: A passion to work for reasons that go beyond
              money or status. A propensity to pursue goals with energy
              and persistence.

          4. Empathy: The ability to understand the emotional make-up
              of other people. Skill in treating people according to their
              emotional reactions.

          5. Social Skill: Proficiency in managing relationships and
              building networks. An ability to find common ground and
              build rapport.

 

Bradberry and Greaves have these to say on emotional intelligence:

For an adaptive leader there is no more important skill than emotional intelligence. Emotional intelligence is your ability to recognize and understand emotions in yourself and others, your ability to use this awareness to manage your behavior and relationships. Emotional intelligence is the 'something' in each of us that is a bit intangible. It affects how we demonstrate self-control, navigate social complexities, and make personal decisions that achieve positive results.

EMPOWER (1)

You can empower people with knowledge to make the right decisions and redirect their energy and their actions to align with this new game.

FOCUSS (3)


GREATNESS (15)

A successful life is about primary greatness - a life of duty, honor, integrity, perseverance, self-sacrifice, and service, regardless of material rewards or circumstances. There are natural, universal, unbreakable principles. They are the same for everyone everywhere and for all time. Going for secondary greatness without primary greatness doesn't work. People don't build successful lives on the unstable sands of what is outwardly or temporarily popular, but they do build successful lives on te bedrock of principles that do not change. Ironically, secondary greatness often - but not always - follows primary greatness. People of good character tend to win at life because people trust them. Their hard work usually brings a certain level of security and, sometimes, even prosperity. Their service ethic earns them the love and loyalty of others. These are natural consequences of primary greatness. (15)

HABIT (3)



HONESTY (2)

Don't kid yourself when it comes to 'the facts' that are powering your inclinations. When you're honest with yourself about what's driving you to lean one way or the other, you develop an objective perspective that allows you to remain flexible and incorporate new pieces of information without getting hung up on preexisting beliefs.

IDEAS (1)

Learn all aspects of your business. Its possible that your own expertise and background are focused in a couple of key business functions. Find ways to get a deep understanding of all functions and departments of your business, and how decisions made in one affect the other areas.

 

Learn from the past. Past is prologue; study and draw insight from history. Learn from Ford's strategy with the model T - how did small incremental improvements in the early car models keep costs low.

Breakthrough ideas and innovation are often the results of tangents, grand detours from your normal flow of information and routines. Find new sources of inspiration. Ask people outside your line of work for their opinions. Steve Job did this

IMPULSE CONTROL (4)


INSECURITY (4)


INSPIRE and EMPOWER (1)


Stories are emotional transportation, and authenticity trumps charisma.

Empowering your team requires you to relinquish some control.

Inspire your team to action, then get out of the way.

Make both failures and victories empowering milestones to success.

INTEGRITY (2)

When you are considering potential options, in making your decisions, ask yourself if each option is the right thing to do. You may be able to live with yourself, but would you still do it if you had to call your mother and explain the decision to her

KNOWLEDGE AND INFORMATION

Information is date that has been refined through analysis, knowledge is information that has been proven through testing and validation.

LEAD and LEADERSHIP (1), (13)


Management is doing things right; leadership is doing the right things. - Peter Drucker.

Robert T. Kiyosaki wrote: At the military academy we were trained to be leaders. Most people think being a leader is akin to knowing it all and having others do whatever you say. Nothing is further from the truth. True leaders understand that their team has valuable insights and is the key component to their success.

The way to become a leader is to first learn to be a team member.

One way to be a great leader is to keep and keep accepting feedback from your team - even if its not feedback that you like. Some of the best training in leadership I have ever received was through blunt, in-your-face feedback.

LEARN (1)

'I have not failed 10,000 times. I have successfully found 10,000 ways that will not work.' - Thomas Edison.

What got you here won't get you there. Adapt and adopt.

Achievements fade; progress inspires and learning endures.

Knowledge breeds confidence; failure lends to wisdom,

Continued success requires growth; growth requires learning.

The more you experiment, the more you learn.

LEGAL (13)

Robert T. Kiyosaki wrote: Like it or not we live in a world of rules. Success comes with understanding the rules and working as efficiently as possible in accordance with those rules - which is why it is smart to have a good lawyer on your team! Without rules civilizations crumble. For example, as an American, if I decide to follow American driving rules in England, where they drive on the other side of the road, chances are I will wind up in jail or in the hospital.

LISTEN (1), (2)

Active listening is a simple technique that ensures people feel heard, an essential component of good communication.

To practice active listening:

          1. Spend more time listening than you do talking.
          2. Do not answer questions with questions.
          3. Avoid finishing other people's sentences.
          4. Focus more on the other person than you do on yourself.
          5. Focus on what people are saying right now, not on what 
              their interests are.
          6. Reframe what the other person has said to make sure you
              understand him or her correctly.
          7. Think about what you're going to say after someone has
              finished speaking, not while he or she is speaking.
          8. As plenty of questions.
          9. Never interrupt.
          10. Don't take notes.

Imagine that every conversation you have is an opportunity to sit at the feet of a guru.

The distance between hearing and listening is thinking and understanding.

Don't just listen - show you've listened.

Make it safe for others to tell you the truth.

Listen, learn, and then lead - in that order

Listening doesn't just give you hard data; it educates your intuition.

Listen to what you don't want to hear.

Listening is more than hearing, and it is definitely more than waiting for the other person to take a breath so that you can speak again.

MANAGEMENT (1)

Management is doing things right; leadership is doing the right things - Peter Drucker

MEASURE and MONITOR (1)

If you aren't measuring you are just practicing. - Kevin Plank, CEO Under Armour

Scrutinize losses as much as wins.

Open your ears to what you don't want to hear; create a culture that does the same.

Self-satisfaction corrupts your date and stifles innovations; feedback is the antidote.

Performance is not absolute; it's relative. It starts with you - and ends with them.


MISSION (12)

Robert T. Kiyosaki wrote: I believe everyone has a personal mission in life. It is important for you to figure out what your mission is and to write it down and revisit it often. Personal missions can occur at different levels. For example, when I entered the Merchant Marine Academy  in 1965, the first thing we did was to memorize the academy's mission. My mission for four years was to support the mission of the academy. As a marine pilot in Vietnam, I was very clear on my mission, which was to bring my men home alive. To me it was spiritual.

MOTIVATION (1) (14)

When people feel valued and important they are more engaged, and they are more likely to open up and share insights and concerns with you.

Harvard Business School professor Teresa Amabile and developmental psychologist Steven Kramer studied 238 people across seven companies and found that employees generate their most creative ideas when their moods are elevated. Inter-personal skills are often written as 'soft skills,' but in actuality they have hard outcomes on your business.

Bertrand Russell: The fact that an opinion has been widely held is no evidence whatever that it is not utterly absurd; indeed in view of the silliness of the majority of mankind, a widely spread belief is more likely to be foolish than sensible.'

Motivation is the desire, will or energy to engage in life in a particular way. It isn't dependent on anything outside of you. It's instant, spontaneous and always a function of how you think.

David Bohm: 'Thought creates the world, then says " I didn't do it."

In any given moment, your unique experience of reality is being generated via the principle of Thought and made to look and feel real by Consciousness via your senses.

Jeanette Winterson: 'We were designed and built to feel, and there is no thought, no state of mind, that is not also a feeling."

Thought is so brilliantly deceptive and creative which is why we benefit so greatly from understanding how it really works.

Erwin Schrodinger: 'The task is not so much to see what no one has yet seen; but to think what nobody has yet thought, about that which everybody sees.'

The secret to psychological wellbeing and optimal performance is to understand what triggers this 'stress response' and what keeps us there. So far, all the evidence points to Thought and perception as the primary cause.

We look outside ourselves for an answer to something that is being created on the inside.

For every human being, Thought is always instantly expressed as a feeling, including chemical reactions in our system. It's our understanding and recognition of this, in any given moment, that determines how quickly we bounce back and regain our mental clarity.

Ludwig Wittgenstein: 'Nothing is so difficult as not deceiving oneself.'

Elizabeth Kubler-Ross: ' There is no need to go to India or anywhere else o find peace. You will find that deep place of silence right in your room, your garden or even your bathtub.'

This non-judgmental awareness of thought is key because it isn't our thoughts that disturb us. It's the type of attention we give them. It's how we think about our thoughts that matters.

Focus, at its essence, is a way of describing a depth of involvement in the present moment.

Mark Twain: 'Inherently, each one of us has the substance within to achieve whatever our goals and dreams define. What is missing is the knowledge and insight to utilize what we already have.'

Ralph Waldo Emerson: 'Do not go where the path may lead, go instead where there is no path and leave a trail.'

Albert Einstein: 'I must be willing to give up what I am, in order to become what I will be.

William James: 'A great many people think they are thinking when they are merely rearranging their prejudices.'

Albert Einstein: 'The intuitive mind is a sacred gift and the rational mind its faithful servant. We have created a society that honours the servant and has forgotten this gift.'

Pema Chodron: 'You are the sky. Everything else - it's just the weather.' 

MULTITASKING (3)

NAVIGATE (1)

Navigate is the process of translating Strategy and Anticipation into action. It is real-time, purposeful decision-making, requiring you to be agile in the moment, yet always focused on the horizon. It's leadership equivalent to surfing.

Keep your body in the present but shift your gaze to the future.


Plan and think to inform your decision, but don't procrastinate or second-guess it


ORGANIZATIONAL JUSTICE (2)


PEOPLE (1)


PRIORITY (3)


PRODUCT (13)

Robert T. Kiyosaki wrote: Product is whatever we bring to market.  It could be a commodity such as an apple or a service such as a legal consultation, web design, or lawn mowing. Product is what we exchange for money in the world economy. Product is our vehicle for incoming cash flow.

 

If a person's product is bad , poor in quality, slow or obsolete, that person suffers fifnancially. Let's say I own a restaurant and the food is slow in coming , tastes bad and is overpriced. Odds are that my income will go down. Slow, horrible and overpriced products cause families, businesses and governments to suffer.

PRODUCTIVITY (3)


PURPOSE (1), (3)


RESULTS (2)


REWARD and CELEBRATE (1)



STRATEGY (1), (2)

Talent hits a target no one else can hit, but genius hits a target no one else can see. Strategy is knowing how to look ahead, spot the trends, and anticipate the course of action you will follow to maximize your success

Today's strategic thinking must be dynamic and perpetual. With purpose as your constant guide, a strategic planner always needs to have not just his ear, but many ears to the ground

Your people won't move faster than they can handle, and no strategy is any good if you can't execute it on schedule. Even the most brilliant plan is a failed plan if you can only get halfway there.

Strategy requires course correction; information is never perfect.

SUCCESS (15)

The key to success is to align ourselves to unchangeable principles and stop taking detours away from them. If you want to go directly north, you align your nose to the needle on the compass. Any deviation, and you are no longer headed toward the north; that's just reality. The principles that govern reality are the same principles that govern success, and if you violate those principles, you will suffer the consequences. (15)

SUPERIORITY COMPLEX (4)

The number one reason for divorce in America: money. The source of countless wars throughout history: money. What does it take to be President of the United States of America: money, and a lot of it - how about needing to raise US$1 billion for a job that pays US$400,000 a year, puts you in the world's tiniest bubble, turns your hair gray(except for Ronald Reagan thanks to tubes of Grecian Formula) and makes half the world disagree with you - no matter what you do.

 

TALENT (1)

Match people to the right role. As a leader, knowing what talent moves make sense for which people is your job. Just as in chess, the best players see many moves ahead; you need to be aware of how the talent moves you facilitate now will help your company's capabilities in the future.

 

TEAM (1 & 12)

Money is like water. It is necessary and in many parts of the world it is in short supply; it has a purpose, but it's nor durable; and in excess, it's overly visible and utterly destructive.

 

Money can rent loyalty, but it can't buy it. If money is the only thing that is keeping employees at your company, you'll only keep them until someone else makes a higher offer.

 

In fact, money is only the most expensive and least motivating currency circulating in the twenty-first century workplace. Even worse, typical money-based reward systems have been shown to produce a multitude of negative outcomes: poorer performance, diminished creativity, and reduced interests in task that were once intrinsically interesting, to name just a few detailed in Dan Pink's excellent Drive, a well-researched, forward-thinking examination of employee psychology that shows that 'carrot and stick' reward systems are anathema to the real subtlety of how and why rewards affect knowledge workers.

 

In another study, at the London School of Economics, financial incentives for performance were found to have a negative effect on overall performance because they can 'reduce intrinsic motivation and diminish ethical or other reasons for complying with workplace social norms such as fairness.'

 

Business management psychologist Frederick Herzberg first articulated the idea that 'Hygiene Factors' - such as salary, security, and status - were crucial for avoiding job dissatisfaction, but had little impact on job satisfaction. In other words, you want to pay employees enough so that money is their least concern at the workplace - but to motivate, reward, and celebrate them, the buck (literally) stops elsewhere.

 

You must win hearts and minds, not buy pocketbooks.

 

The best rewards enhance autonomy, mastery, and purpose.

 

If people join your organization for money along, they ill leave it for money.

 

Look to maximize three things, according to Pink:

 

          1. AUTONOMY:  'the desire to direct our own lives;'

          2. MASTERY: 'the urge to make progress and get better at

              something that matters;' and

          3. PURPOSE: 'the yearning to do what we do in the service

              of something larger than ourselves.'

 

Celebrations are most valuably when they uniquely and creatively express your appreciation.

 

Build the team. You may not have the luxury of hand picking your team. But even where you inherit a team, you have the opportunity to identify the unique strengths each team member contributes and to figure out how to get them to work together. Building a team means that the whole is more than the sum of its parts.

According to Robert T. Koyosaki: There is an old saying that goes, "No man is an island." When it comes to business and investing, there is nothing more important than assembling a team of experts - lawyers, accountants, etc. - to help you achieve your goals. A team makes you stronger by complementing your weaknesses and enhancing your strengths. A team also keeps you accountable and pushes you forward.

WILLPOWER (3)