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  Quotations - Leadership  
[Quote No.35612] Need Area: Work > Leadership
"A leader is a person you will follow to a place you wouldn't go by yourself." - Joel A. Barker

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[Quote No.35677] Need Area: Work > Leadership
"A timeocracy is the opposite of a meritocracy: people get promoted not based on their talent or performance (merit), but on the time they've been at the company [their 'seniority'. It kills ambition and talented people usually get snapped up by companies that reward results leaving the original company with the less talented, time-servers]." - Vitaliy N. Katsenelson
Chief Investment Officer at Investment Management Associates in Denver, Colo. He is also the author of 'The Little Book of Sideways Markets' (Wiley, December 2010).
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[Quote No.35682] Need Area: Work > Leadership
"Perhaps it would have been possible to see in him a new Prometheus...the hero who for the good of mankind exposes himself to the agonies of the damned...undaunted by failure, by an unceasing effort of courage holding despair at bay, doggedly persistent in the face of self-doubt..." - W. Somerset Maugham
in 'The Moon and Sixpence'
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[Quote No.35755] Need Area: Work > Leadership
"It's better to be a lion for a day, than a sheep all your life." - Sister Elizabeth Kenny

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[Quote No.35784] Need Area: Work > Leadership
"Benefits should be granted little by little, so that they may be better enjoyed." - Niccolo Machiavelli

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[Quote No.35798] Need Area: Work > Leadership
"Skill in the art of communication is crucial to a leader's success. He can accomplish nothing unless he can communicate effectively. " - Norman Allen

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[Quote No.35898] Need Area: Work > Leadership
"All attempts to coerce the living will of human beings into the service of something they do not want must fail." - Ludwig von Mises
[1881 – 1973], an Austrian-American economist, historian, philosopher, author, and classical liberal who had a significant influence on the modern free-market libertarian movement and the Austrian School of economics.
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[Quote No.35920] Need Area: Work > Leadership
"True, the entrepreneur is free to give full rein to his whims... to cling stubbornly to antiquated processes, deliberately to choose unsuitable methods of production and to allow himself to be guided by motives which conflict with the demands of consumers. But when and in so far as he does this he must pay for it... [as] he jeopardizes the profitability of his enterprise." - Ludwig von Mises
[1881 – 1973], an Austrian-American economist, historian, philosopher, author, and classical liberal who had a significant influence on the modern free-market libertarian movement and the Austrian School of economics.
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[Quote No.35932] Need Area: Work > Leadership
"The task of the entrepreneur is to select from the multitude of technologically feasible projects those which will satisfy the most urgent of the not yet satisfied needs of the public... What distinguishes the successful entrepreneur and promoter from other people is precisely the fact that he does not let himself be guided by what was and is, but arranges his affairs on the ground of his opinion about the future. He sees the past and the present as other people do; but he judges the future in a different way... The only source from which an entrepreneurs profits [initially] stem is his ability to anticipate better than [most] other people the future demand of the consumers. [Then the process of competing to better service that demand becomes critical.]" - Ludwig von Mises
[1881 – 1973], an Austrian-American economist, historian, philosopher, author, and classical liberal who had a significant influence on the modern free-market libertarian movement and the Austrian School of economics.
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[Quote No.36010] Need Area: Work > Leadership
"To see and to act in advance, to follow new ways, is always the concern only of the few, the leaders... It is characteristic of very great persons to move forward to highest accomplishment out of an inner drive; others require an external impulse to overcome deep-rooted inertia and to develop their own selves." - Ludwig von Mises
[1881 – 1973], an Austrian-American economist, historian, philosopher, author, and classical liberal who had a significant influence on the modern free-market libertarian movement and the Austrian School of economics.
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[Quote No.36186] Need Area: Work > Leadership
"A master in the art of living draws no sharp distinction between his work and his play; his labor and his leisure; his mind and his body; his education and his recreation. He hardly knows which is which. He simply pursues his vision of excellence through whatever he is doing, and leaves others to determine whether he is working or playing. To himself, he always appears to be doing both." - L. P. Jacks
'Education through Recreation'
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[Quote No.36208] Need Area: Work > Leadership
"As a general rule, the most successful man in life is the man who has the best information!!" - Benjamin Disraeli
British Prime Minister
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[Quote No.36213] Need Area: Work > Leadership
"When your team is winning, be ready to be tough, because winning can make you soft. On the other hand, when your team is losing, stick by them. Keep believing." - Bo Schembechler

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[Quote No.36214] Need Area: Work > Leadership
"The real people of genius were resolute workers not idle dreamers." - George Henry Lewes

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[Quote No.36216] Need Area: Work > Leadership
"It is an article of faith in my creed to pick the man who does not take himself seriously, but does take his work seriously." - Michael C. Cahill

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[Quote No.36230] Need Area: Work > Leadership
"Hot water is my native element. I was in it as a baby, and I have never seemed to get out of it ever since." - Dame Edith Sitwell

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[Quote No.36232] Need Area: Work > Leadership
"The toughest thing about being a success is that you've got to keep on being a success." - Irving Berlin

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[Quote No.36240] Need Area: Work > Leadership
"A good hitting instructor [or leader] is able to mold his teaching to the individual. If a guy stands on his head, you perfect that." - Bill Robinson

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[Quote No.36246] Need Area: Work > Leadership
"Let him that would move the world, first move himself [and so lead by example]. " - Socrates

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[Quote No.36250] Need Area: Work > Leadership
"One secret of leadership is that the mind of a leader never turns off. Leaders even when they are sightseers or spectators, are active; not passive observers." - James Humes

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[Quote No.36272] Need Area: Work > Leadership
"Becoming a leader is synonymous with becoming yourself [...your best self]. It is precisely that simple, and it is also that difficult." - Warren Bennis

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[Quote No.36296] Need Area: Work > Leadership
"Chester Nimitz and William 'Bull' Halsey may be more familiar names, but the truth is neither one of them was as highly decorated as one Eugene B. Fluckey. Before Japan surrendered, 'Luckey Fluckey', as he was known, received numerous medals including four Navy Crosses, the Distinguished Service Medal, the Legion of Merit, and the highest decoration of them all, the Medal of Honor. As the commander of the U.S.S. Barb, Fluckey and his crew sank 29 vessels, including an aircraft carrier, while surviving an estimated 400 shells, bombs, and depth charges fired by the enemy. Always innovative, he even conceived of a method for firing rockets from a submarine — and was the first to do it in anger off the coast of Japan in 1945. What's more, his crew led the only invasion of the Japanese mainland, as eight of his saboteurs blew up a 16-car train under the cover of darkness. But through it all, not one member of Fluckey's crew ever received a Purple Heart. As retired Capt. Max Duncan, a torpedo officer on the Barb, recalled, 'He gave you a job, expected you to do it, and didn't micromanage.' Loved by his crew, Fluckey kept a secret stash of beer aboard the Barb, serving up cold ones every time an enemy ship went to the bottom. Once, in a life-threatening situation, he even calmed the nerves of the crew by telling them the beer was already on ice. 'The beer didn't last too long,' Captain Duncan remembered, 'because we sank too many ships.' Sadly, like so many others of The Greatest Generation, time eventually caught up with Admiral Fluckey. He passed away in 2007 at the age of 93. But before he passed, he left us his thoughts. Speaking before a new group of submariners, the admiral said: 'Serve your country well. Put more into life than you expect to get out of it. Drive yourself and lead others. Make others feel good about themselves, they will outperform your expectations, and you will never lack for friends. On U.S.S Barb, our philosophy was, 'We don’t have problems — just solutions.'" - Steve Christ
Wealth Daily Weekend Edition, Sunday, May 29th, 2011.
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[Quote No.36304] Need Area: Work > Leadership
"A crown is merely a hat that lets the rain in." - Frederick The Great of Prussia

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[Quote No.36400] Need Area: Work > Leadership
"The entrepreneur [and business leader] is essentially a visualizer and an actualizer. . . He can visualize something, and when he visualizes it he sees exactly how to make it happen." - Robert L. Schwartz

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[Quote No.36410] Need Area: Work > Leadership
"'Examining the Theoretical Inspirations of a Management Guru Peter F. Drucker and the Austrian School of Economics' ---- Abstract: This manuscript discusses the contributions of Peter F. Drucker and the seminal influences on his logic made by the Austrian School of Economics. According to our research, Drucker focused on four critical elements of the Austrian School: an interdisciplinary approach and philosophical sophistication; the vision of market competition as an endless dynamic process (creative destruction, entrepreneurship); the firm as a social entity and as a depository of knowledge; and the role of the government. The research also suggests that Peter Drucker’s prolific legacy has significantly influenced modern management theory and practice through its grounding in Austrian School logic. ---- [Introducing the 'guru'] One of the greatest influences on modern management: Peter F. Drucker. According to a recent book on management gurus, Peter Drucker is one of the few thinkers in any discipline who can claim to have changed the world: he is the inventor of privatization, the apostle of a new class of knowledge workers, the Champion of management as a serious discipline. Drucker has been called everything from 'the father of management' to 'the man who changed the face of industrial America' to 'the one great thinker management theory has produced' (Beatty, 1998, p. 87). His insights and work have a wide influence on leaders and organizations throughout the world. Drucker is also the foremost philosopher of world management practice (Wren and Greenwood, 1998, p. 198). Peter F. Drucker was honored recently as 'the' guru of management thought on his 90th birthday in 'The Wall Street Journal'. Drucker has published thousands of manuscripts, 26 books and given tens of thousands of lectures over the past seven decades. His works have been translated extensively for international managers. There seems to be no stopping his continued proliferation of management advice.... [In the light of this and the many astoundingly successful investors who have subscribed to Austrian economics, it behooves the serious entrepreneur and business leader to, at the very least, get a firm grounding in this, unfortunately still little known, school of economics, even though it has produced many fine economists, including Carl Menger and Ludwig Von Mises, and the Nobel Laureate in economics, Freidrich Hayek. It is less talked about mainly because it does not justify government power and involvement in the economy and therefore is frowned upon by most ambitious - power hungry, statist - big government politicians, their government economic advisors and the public university economics professors who are paid out of big government's tax revenues.]" - Timothy S. Kiessling and R. Glenn Richey
Timothy S. Kiessling - Department of Management, Operations, and Marketing, California State University, Turlock, California, USA, and R. Glenn Richey - Department of Management and Marketing, Culverhouse College of Commerce and Business Administration, Masterson Graduate School of Business, The University of Alabama, Tuscaloosa, Alabama, USA. [ http://www.emeraldinsight.com/drucker/pdf/examining_the_theoretical.pdf ]
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[Quote No.36423] Need Area: Work > Leadership
"Talent Is Overrated: What Really Separates World-Class Performers from Everybody Else’ by Geoff Colvin --------Editorial Reviews: ------'Wall Street Journal' and 'BusinessWeek' bestseller. Asked to explain why a few people truly excel, most people offer one of two answers. The first is hard work. Yet we all know plenty of hard workers who have been doing the same job for years or decades without becoming great. The other possibility is that the elite possess an innate talent for excelling in their field. We assume that Mozart was born with an astounding gift for music, and Warren Buffett carries a gene for brilliant investing. The trouble is, scientific evidence doesn't support the notion that specific natural talents make great performers. According to distinguished journalist Geoff Colvin, both the hard work and natural talent camps are wrong. What really makes the difference is a highly specific kind of effort – ‘deliberate practice’ - that few of us pursue when we're practicing golf or piano or stock-picking. Based on scientific research, ‘Talent is Overrated’ shares the secrets of extraordinary performance and shows how to apply these principles. It features the stories of people who achieved world-class greatness through deliberate practice - including Benjamin Franklin, comedian Chris Rock, football star Jerry Rice, and top CEOs Jeffrey Immelt and Steven Ballmer. --------Most Helpful Customer Reviews: -------- 230 of 238 people found the following review helpful: 5.0 out of 5 stars Exhilarating, Infuriating or Terrifying -- it all depends on you, April 2, 2009 By Mercenary Trader I inhaled this book. The informal plan was to read it over a few short weeks. Instead I plowed through it in maybe three days. For those teetering on the edge of greatness -- or thinking about really going for the gusto, in whatever field or endeavor that has captured their spirit -- this book is an invitation to walk among the gods. For those who have soured on their dreams and bitterly written them off, however, this book will be painful. It might even read like a damning indictment, and thus incite a hostile emotional response. And finally, this book also has the potential to be terrifying. For those who feel the pull of greatness but also wrestle with a deep-seated fear of failure, the starkness of the choice will be revealed to them in these pages. Why? Because Colvin's deeper message, beyond the powerful insights into ‘Deliberate Practice’ and what it can do, is that there is no excuse. Whatever it is you like (or love) to do, the fact that you don't hate it means you probably have the basic tools -- and so there's no reason you can't get better, maybe a lot better. And so, at the end of the day, there is simply no real excuse for not being great. Only the classic Bartleby the Scrivener response: ‘I prefer not to.’ Greatness requires dedication and sacrifice, period. Being good at something requires a fair amount... being great requires a huge amount. If you truly desire greatness -- or simply to be great at what you do -- then much sacrifice is required. But I fudge slightly. The book does leave room for one excuse of sorts, but not a very satisfying one. In some cases of highly competitive endeavor, wunderkinds (like Mozart and Tiger Woods) have built up a nearly insurmountable ‘time in the saddle’ advantage via taking up the hard work of Deliberate Practice at an astonishingly young age. Olympian swimmer Michael Phelps has analogized his hard training to putting credits in the bank. Deliberate Practice is like a disciplined investing program -- the longer you do it, the more compounding you see, and it takes many years up front to get to a point of real momentum. This makes it all but impossible in certain prodigy-dominated arenas to come to the game late and try to catch someone who has been continuously working their butt off from, say, age twelve. (Or in Tiger and Mozart's case, age three.) My personal experience with Deliberate Practice -- which I practice in the world of trading and investing -- is that it's a lot like running. The brain is like a muscle, or rather a group of muscles, that has to be built up, like legs and heart and lungs for the runner, if a rigorous Deliberate Practice program is to be sustained. This is another reason why getting into Deliberate Practice is so hard for the average individual. People don't intuitively grasp the concept that the brain is like a muscle... that you have to strengthen your cognitive control and tighten up your executive functions before you can become a powerhouse. Nobody starts out on a running program from a dead stop and assumes they'll be able to run three marathons every week. They build up to it, and work on ways to overcome the initial physical pain and resistance that act as a barrier before ‘runner's high’ kicks in and positive addiction carries them through. It's a similar dynamic with Deliberate Practice. Many people fail in their early quest for excellence, I suspect, because the mind flags and the will tires, and instead of taking this as a normal part of the training process -- like being winded in the early stages of a running program -- they decide they can't hack it and quietly slip back into mediocrity. Another thing I liked about this book is how it puts talent in the proper context. Is it true that talent is overrated? Well, yes. Based on these findings, absolutely. But that doesn't mean talent plays no role in success. It simply means that having some modicum of talent (whether imparted by genes or favorable early developments) is often a necessary, but not sufficient, condition for success. That lack of sufficiency, i.e. talent alone not being ‘enough,’ or even anywhere close to enough, is an absolutely critical point. It's a further interesting quirk that too much talent can even be an impediment, in certain cases, if the obvious presence of said talent convinces the individual that it's okay to shirk on Deliberate Practice. It's no statistical accident, for example, that the less flashy ‘work horses’ of the baseball and basketball worlds tend to have longer careers than their flashier co-players, thanks to a tighter regime of working hard on the fundamentals to make up for lesser natural gifts. And it seems like we all know someone who had a great knack for playing guitar or piano by ear in high school, but couldn't be bothered to put in the sweat equity of trying to develop it into something more. Now, go forth and get on the path to greatness. -------- 430 of 455 people found the following review helpful: 5.0 out of 5 stars Deliberate practice ‘hurts but it works’, October 16, 2008. By Robert Morris (Dallas, Texas) (TOP 50 REVIEWER) (REAL NAME) Colvin set out to answer this question: ‘What does great performance require?’ In this volume, he shares several insights generated by hundreds of research studies whose major conclusions offer what seem to be several counterintuitive perspectives on what is frequently referred to as ‘talent.’ (See Pages 6-7.) In this context, I am reminded of Thomas Edison's observation that ‘vision without execution is hallucination.’ If Colvin were asked to paraphrase that to indicate his own purposes in this book, my guess (only a guess) is that his response would be, ‘Talent without deliberate practice is latent’ and agrees with Darrell Royal that ‘potential’ means ‘you ain't done it yet.’ In other words, there would be no great performances in any field (e.g. business, theatre, dance, symphonic music, athletics, science, mathematics, entertainment, exploration) without those who have, through deliberate practice developed the requisite abilities. It occurs to me that, however different they may be in almost all other respects, athletes such as Cynthia Cooper, Roger Federer, Michael Jordan, Jackie Joyner-Kersee, Lorena Ochoa, Candace Parker, Michael Phelps, Vijay Singh, and Tiger Woods ‘make it look so easy’ in competition because their preparation is so focused, rigorous, and thorough. Obviously, they do not win every game, match, tournament, etc. Colvin's point (and I agree) is that all great performers ‘make it look so easy’ because of their commitment to deliberate practice, often for several years before their first victory. In fact, Colvin cites a ‘ten-year rule’ widely endorsed in chess circles (attributed to Herbert Simon and William Chase) that ‘no one seemed to reach the top ranks of chess players without a decade or so of intensive study, and some required much more time.’ The same could also be said of ‘overnight sensations’ who struggled for years to prepare for their ‘big break’ on Broadway or in Hollywood. Colvin duly acknowledges that deliberate practice ‘is a large concept, and to say that it explains everything would be simplistic and reductive.’ Colvin goes on to say, ‘Critical questions immediately present themselves: What exactly needs to be practiced? Precisely how? Which specific skills or other assets must be acquired? The research has revealed answers that generalize quite well across a wide range of fields.’ Even after committing all of my time and attention to several years of deliberate practice, under the direct supervision of the best instructor (e.g. Hank Haney, Butch Harman, or David Leadbetter) I probably could not reduce my handicap to zero but I could lower it under those conditions. Colvin's insights offer a reassurance that almost anyone's performance can be improved, sometimes substantially, even if it isn't world-class. Talent is overrated if it is perceived to be the most important factor. It isn't. In fact, talent does not exist unless and until it is developed...and the only way to develop it is (you guessed it) with deliberate practice. When Ben Hogan was asked the ‘secret’ to playing great golf, he replied, ‘It's in the dirt.’ Others have their reasons for thinking so highly of this book. Here are three of mine. First, Colvin's observations and suggestions are research-driven rather than based almost entirely on theories developed in isolation from real-world phenomena. He commits sufficient attention to identifying the core components of great performance but focuses most of his narrative to explaining how almost anyone can improve her or his own performance. He reveals himself to be both an empiricist as he shares what he has observed and experienced and a pragmatist who is curious to know what works, what doesn't, and why. I also appreciate Colvin's repudiation of the most common misconceptions about the various dimensions of talent. For example, that ‘is innate; you're born with it, and if you're not born with it, you can't acquire it.’ Many people still believe that Mozart was born with so much talent that he required very little (if any) development. In fact, according to Alex Ross, ‘Mozart became Mozart by working furiously hard’ as did all others discussed, including Jack Welch, David Ogilvy, Warren Buffett, Robert Rubin, Jerry Rice, Chris Rock, and Benjamin Franklin. Some were prodigies but most were late-bloomers and each followed a significantly different process of development. About all they shared in common is their commitment to continuous self-improvement through deliberate practice. Here's another reason I hold this book in such high regard. Throughout his narrative, Colvin inserts clusters of insights and recommendations that literally anyone can consider and then act upon to improve her or his individual performance as well as helping to improve the performance of a team of which she or he is a member. For example: 1. Attributes of deliberate practice (Pages 66-72) 2. What top performers perceive that others do not notice (Pages 89-94) 3. Benefits of having a ‘rich mental model’ (Pages 123-124) 4. Rules for peak performance that "elite" organizations follow (Pages 128-136) 5. Misconceptions about innovation and creativity (Pages 149-151) 6. How innovators become great (Pages 159-161) 7. How to make organizations innovative (Pages 162-166) 8. What homes can teach organizations (Pages 172-175) 9. The ‘drivers’ of great performance (Pages 187-193) 10. How some organizations ‘blow it’ (Pages 194-198) Colvin provides a wealth of research-driven information that he has rigorously examined and he also draws upon his own extensive and direct experience with all manner of organizations and their C-level executives. Throughout his narrative, with great skill, he sustains a personal rapport with his reader. It is therefore appropriate that, in the final chapter, he invokes direct address and poses a series of questions. ‘What would cause you to do the enormous work necessary to be a top-performing CEO, Wall Street trader, jazz, pianist, courtroom lawyer, or anything else? Would anything? The answer depends on your answers to two basic questions: What do you really want? And what do you really believe? What you want - really want - is fundamental because deliberate practice is a heavy investment.’ Corbin has provided all the evidence anyone needs to answer those two questions that, in fact, serve as a challenge. Colvin leaves no doubt that by understanding how a few become great, anyone can become better...and that includes his reader. This reader is now convinced that talent is a process that ‘grows,’ not a pre-determined set of skills. Also, that deliberate practice ‘hurts but it works.’ Long ago, Henry Ford said, ‘Whether you think you can or think you can't, you're right.’ It would be ‘tragically constraining,’ Colvin asserts, for anyone to lack sufficient self-confidence because ‘what the evidence shouts most loudly is striking, liberating news: That great performance is not reserved for a preordained few. It is available to you and to everyone.’ -------- 507 of 556 people found the following review helpful: 1.0 out of 5 stars Largely Based on HBR's ‘The Making of an expert’, July 2007, December 18, 2008. By Robert R. Rowntree (Toronto, Ontario, Canada) - (REAL NAME) This book is substantially a suspicious rehash of a major peer reviewed article. Colvin and Gladwell ‘Outliers: The Story of Success’ are chasing the same topic, incredibly within the same few months and referencing the same research. Albeit with different titles and stories. Colvin does a good job giving credit to that author. The problems begin when Colvin starts to take parts of the research and explode the number of pages dedicated to one point -deliberate practice. And while that point, deliberate practice is important, it is one of several ingredients in the making of an expert. In the paper ‘Making of an expert’ by K. Anders Ericsson and others, ‘Harvard Business Review’, July 2007 they detail three well accepted conditions: 1. Delibrate Practice - the author sites verbatim with strong emphasizes 2. World class coaching - Important but not emphasized well 3. Enthusiastic family support - Very important and not emphasized well And obviously the expert-to-be needs to be motivated. What is disturbing is Colvin doesn't give much credit (wrongly) in terms of pages, to the support environment namely families and coaches. Ok, there are passing paragraphs but no where near the emphasis it should be according to the original researchers. Intuitively, as well as deep in all parents hearts, they know those new champions/experts had to have great parents. Think of Tiger Woods (Golf), the Mannings (NFL) and Obama to name a few. The deliberate practice condition also encompasses the 10,000 hours requirement in becoming an expert whether that is business, music or sports to name a few endeavors. This translates into roughly what I call the 4/6/10 phenomena [What a great way to put it] - 4 hours a day, 6 days a week [for 52 weeks a year = 1,248 hours per year] for 10 years [12,480 hours in total]. Taking a few weeks off a year helps recovery so it’s about 1000 hours per year. What a way to put it. [When someone asks, ‘ How are you going to become successful in your chosen field?’ Just tell them, ‘I’m using the 4/6/10 method: 4 hours a day, 6 days a week for 10 years!’]. Of the three conditions, enthusiastic family support seems to be the catalyst for the other two. That article is well written and easy to read. You can go to the HBR site and pick it up for $7. There are excellent peer reviewed references in that article worth reading. One of the key references is available at this site The Cambridge Handbook of expertise and expert Performance. It may be a little more academic but if you already have read ‘The making of an expert’ and want more, than this is it. [the URL is http://www.amazon.com/gp/product/0521600812/ref=cm_cr_asin_lnk and here’s a few reviews: ------ ‘The Cambridge Handbook of expertise and expert Performance makes a rather startling assertion: the trait we commonly call talent is highly overrated. Or, put another way, expert performers "whether in memory or surgery, ballet or computer programming" are nearly always made, not born. And yes, practice does make perfect.’ - Steven D. Leavitt and Stephen J. Dubner, The New York Times Magazine and authors of ‘Freakonomics’; ------ ‘This book is a comprehensive and thought-provoking presentation of research and theory of expert performance that brings the field up to date since the seminal publications in the early 1980s. There has been much work on expertise, and this handbook is a significant collection edited by eminent people in the field. Readers will be informed about approaches to the study and analysis of expertise. Various fields are considered, including mathematics, history, memory, and chess. A range of mechanisms and issues influencing development are considered, including intelligence, tacit knowledge, deliberate practice, and self-regulation. Case studies are presented of expertise in creative thinking. This book is recommended to researchers and students working in this major field of cognition in highly competent performance.’ - Robert Glaser, University of Pittsburgh; ------ ‘Many of the chapters of this excellent handbook advocate the idea of becoming an expert is a learning process for which one has to engage in years of deliberate practice. ...This book is suited to academics, parents, educators, trainers, coaches and politicians, or any who foster the development of individuals.’ - Remco Polman, ‘The Psychologist’; ------ ‘The Handbook is a great reference for anyone interested in personal improvement, including sharpening your financial panache. Reading these research papers will give you a greater understanding and appreciation of what it takes to truly excel at investing or any other human endeavor.’ -Anders Bylund" - amazon.com on Geoff Colvin
[http://www.amazon.com/Talent-Overrated-Separates-World-Class-Performers/dp/1591842948/ref=pd_sim_b_41 ]
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[Quote No.36429] Need Area: Work > Leadership
"We [as entrepreneurs] get paid for bringing value to the marketplace. It takes time to bring value to the marketplace, but we get paid for the value, not the time." - Jim Rohn

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[Quote No.36446] Need Area: Work > Leadership
"(Within the economic and business cycle, leaders should use an annual-continuous, cybernetic process of evolutionary growth and achievement:) Philosophy; Vision (dreams); Strategy: (involving: 1-assessment - including: 360 Degree STEEP analysis -Social, Technological, Economic, Environmental, Political; competitive SWOT analysis -Strengths, Weaknesses, Opportunities and Threats; and the Marketing's 4Ps analysis -products, prices, place-distribution, promotion; 2- to develop the goals and broad plans); Tactics (which should be detailed timed plans, including people-staffing, training and motivating-incentives and morale - and budgets, monthly, weekly and daily routines-timetables, policies, procedures, practised persistently to perfection, etc.) – [The plans should cover the following key WORK NEEDS areas: Consumer; Service; Leadership: Money - Capital Finance, Expenditures, Acquisitions and Divestitures; Team - Human Resources Management; Make -Production, Inventory and Supply Chain Management; Sell - Advertising and Marketing, Pricing and Credit Management. " - Ben O'Grady
Founder and CEO of the Imagi-Natives' company and the website www.imagi-natives.com.
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[Quote No.36447] Need Area: Work > Leadership
"[A KEY ROLE FOR MANAGEMENT IS TO WATCH AND ADAPT THE BUSINESS TO THE CHANGING ECONOMIC ENVIRONMENT THROUGH THE BUSINESS CYCLE AS THEY LEAD THE BUSINESS TOWARDS ACHIEVING ITS STRATEGIC GOALS: -2-[Team] HR (Human Resources Management): IN BOOM TIMES consider increasing part-time hours and even putting on best part-timers full-time to keep them. Use cross training to increase flexibility and prepare workforce for NEXT RECESSION cutbacks, increase productivity and skill-base. -1-[Money] AD (Acquisitions and Divestitures): Sell unnecessary assets and divisions while prices are high –business/economic cycle peaking - and build up cash and credit. Remember ‘Buy low, sell high!’ --------------------------- 0-Watch the share market and LEIs –Leading Economic Indicators. When the share market moves down at least 20% and LEIs confirm a RECESSION IS COMING in next 3-6 months – the share market leads the real economy and the real business – start step 1.] 1-[Team] HR (Human Resources Management): Trim the workforce (keep best and cheapest and move to more flexible working hours inc. over-time, part-time). (Refer 16) 2-[Money] CE (Capital Expenditures): Cut capital expenditures IN ANTICIPATION OF RECESSION to protect cash flow. 3-[Sell] PC (Pricing and Credit Management): Tighten credit and aggressively collect accounts receivable IN ANTICIPATION OF RECESSION. 4-[Money] CF (Capital Finance): Vary debt-to-equity and short-to-long term debt ratios over the stock market and interest rate cycles to minimise capital costs. (Increase overdraft and short-term credit facilities from banks and suppliers for the business just in case.) 5-[Make] PISC (Production, Inventory and Supply Chain Management): Trim inventories and cut input purchases LEADING INTO A RECESSION. (Put on ‘Sales for Cash, not credit [Refer 3 above]. Change product and price mix and advertising messages to match business cycle ‘seasons’. Increase short-term credit facilities from suppliers for the business just in case.) --------------------------------------- 6-[Sell] AM (Advertising and Marketing): Counter-cyclically increase advertising IN RECESSION to build brand and market share. (Refer 12 below) Set value in hard times. Change product mix and advertising messages to match business cycle ‘seasons’. 7-[Money] CE (Capital Expenditures): Counter-cyclically increase capital expenditures DURING RECESSION to develop innovative products and new capacity (and productivity) in time for recovery. (Refer 4 above) 8-[Sell] PC (Pricing and Credit Management): Cut prices IN RECESSION in response to reduced demand and higher demand elasticities. 9-[Team] HR (Human Resources Management): Use wage and work-hour flexibility and a supportive organisational culture to cut labour costs DURING A RECESSION. 10-[Money] CE (Capital Expenditures): Modernise existing facilities DURING ECONOMIC SLOWDOWN (to increase productivity, appeal, etc). --------------------------------- 11-[Team] HR (Human Resources Management): Cherry-pick the recessionary talent pool IN ANTICIPATION OF RECOVERY to build quality. (Start on probation and part-time.) 12-[Sell] AM (Advertising and Marketing): Set value in hard times. Change product mix and advertising messages to match business cycle ‘seasons’. (Refer 6 & 7 above). 13-[Sell] PC (Pricing and Credit Management): Loosen credit IN ANTICIPATION OF AN ECONOMIC EXPANSION/RECOVERY. 14-[Money] AD (Acquisitions and Divestitures): Tactically time key strategic acquisitions and divestitures to the stock market cycle ‘buy low, sell high’ ( and negotiate low-priced, long-term leases, renewal options, rate increases, supply contracts, etc) . ------------------------------------------ 15-[Make] PISC (Production, Inventory and Supply Chain Management): Boost inventories and increase input purchases LEADING INTO AN EXPANSION. 16-[Team] HR (Human Resources Management): Consider increasing part-time hours and even putting on best part-timers full-time to keep them. Use cross training to increase flexibility and prepare workforce for NEXT RECESSION cutbacks, increase productivity and skill-base. 17- Refer (-2, ie negative 2) above." - Peter Navarro
He is a Professor at the Paul Merage School of Business at the University of California. He has written a number of books and writes an investment newsletter at www.peternavarro.com. This quote is adapted from his Exhibit 4.1 in his book, 'Always A Winner: Finding Your Competitive Advantage in an Up and Down Economy'.
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[Quote No.36448] Need Area: Work > Leadership
"When starting a new role or job and learning it, it's easy to be overwhelmed with new people, names, titles, responsibilities, interests, telephone numbers and extensions, places, procedures, goals, to do's, etc. The best way I found to take it all in and not to miss anything - and thereby impress everyone with the smooth transition - is to take a small notebook and to jot all the key stuff down that you learn in those first few intense days. At the end of each day transfer the information into folders or onto other pages in the notebook - so with you when you need it - with specific helpful headings like 'Staff', 'Procedures', etc. Transfer the 'To Do's' into your Work Diary and then review all the information till you've learnt it. If you think of any questions jot them down in your Work Diary/'To Do' List to ask the next day. It's amazing how well this works. Before you know it you are up to speed and making a valuable contribution to the goals and smooth running of the organisation. Then you can look at where you want to go further in the organisation - ie promotion - and start learning that job in the same way, ready for an opportunity to take on those new responsibilities. This can often be achieved by expressing an interest to your superior and human resources manager and volunteering to do extra work in that area. In order for the organisation to eventually promote you they will need to have someone to take over your position so take it upon yourself to pick someone capable below you who has an interest in your job and mentor them." - Ben O'Grady
Founder and CEO of imagi-natives.com
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[Quote No.36471] Need Area: Work > Leadership
"Begin doing what you want to do now. We are not living in eternity. We have only this moment, sparkling like a star in our hand, and melting like a snowflake." - Sir Francis Bacon

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[Quote No.36481] Need Area: Work > Leadership
"[Competition:] He that wrestles with us strengthens our nerves and sharpens our skill. Our antagonist is our helper." - Edmund Burke

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[Quote No.36507] Need Area: Work > Leadership
" 'Start with Why!' [That is the way to lead, pursuade and sell. Don't follow the logical communication structure of 'WHAT --> HOW --> WHY' or 'Features then Benefits'. Focus on the benefits from the start and stick with them every chance you get. The 'how's and 'what's are really incidental to the 'why's. The 'why's alone pursuade and sell. Nothing else does. Forget that and you will neither lead well or help people buy the things that they need and desire. On the other hand, use the imagination-emotional communication structure 'WHY --> HOW --> WHAT', which grabs the listener's imagination and self-interest immediately, and see the way it makes communicating easier, more fun and much more effective for all.]" - Simon Sinek
He wrote the book of the same name, 'Start with Why: How Great Leaders Inspire Everyone to Take Action'.
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[Quote No.51806] Need Area: Work > Leadership
"The most important single ingredient in the formula of success is knowing how to get along with people!!" - Theodore Roosevelt

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[Quote No.36519] Need Area: Work > Leadership
"I will pay more for the ability to deal with people before any other ability under the sun!" - John D. Rockefeller

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[Quote No.36525] Need Area: Work > Leadership
"Would you like me to give you a formula for success [as an entrepreneur, leader or manager]? It’s quite simple, really. Double your rate of failure. [Or in other words, experiment more and sooner and you'll find what works quicker and more surely!]" - Thomas J. Watson
[1874 – 1956] president of International Business Machines (IBM), who oversaw that company's growth into an international force from 1914 to 1956. Watson developed IBM's distinctive management style and corporate culture, and turned the company into a highly-effective selling organization. A leading self-made industrialist, he was one of the richest men of his time and was called the world's greatest salesman when he died in 1956.
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[Quote No.36545] Need Area: Work > Leadership
"Men and women of genius are admired, men and women of wealth are envied, men and women of power are feared; but only men and women of character are trusted." - Seymour@imagi-natives.com

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[Quote No.36549] Need Area: Work > Leadership
"I desire so to conduct the affairs of this administration [and life] that if at the end . . . I have lost every other friend on earth, I shall at least have one friend left, and that friend shall be down inside of me [for I shall have been true to that self, my dreams and my understanding of ethics and morality]." - Abraham Lincoln
US President
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[Quote No.36559] Need Area: Work > Leadership
"Never Take Your Eyes Off Your Competition: Playwright Henrik Ibsen would work at a desk decorated with a portrait of arch-rival playwright August Strindberg. Try keeping a picture of your competitors face or company logo on your desk to spur you to new heights." - Tucker Cummings
Quoted from 'The Productivity Tricks and Daily Habits of Famous People', published March 11, 2011. [http://www.lifehack.org/articles/lifestyle/the-productivity-tricks-and-daily-habits-of-famous-people.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+LifeHack+%28lifehack.org%29 ]
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[Quote No.36582] Need Area: Work > Leadership
"[Sometimes in life it is important to persuade and lead or be persuaded and led. Otherwise as noted Russian-American philosopher and author, Ayn Rand said...] You can avoid reality. But you cannot avoid the consequences of avoiding reality." - Ayn Rand
Noted Russian-American philosopher and author
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[Quote No.36588] Need Area: Work > Leadership
"The challenge...is to develop and create an environment, which will allow each individual to develop his/her own unique potential, identity and talents." - Sidney Madwed

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[Quote No.36592] Need Area: Work > Leadership
"Formal education will make you a living, self-education will make you a fortune." - Jim Rohn

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[Quote No.36655] Need Area: Work > Leadership
"The highest form of goodness is like water. Water knows how to benefit all things without striving with them." - Lao-tzu
Tao Te Ching, 8
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[Quote No.36663] Need Area: Work > Leadership
"Come to the edge. No, we will fall. Come to the edge. No, we will fall. They came. He pushed them. And they flew." - Guillaume Apollinaire
(1880-1918) - pseudonym of Guillelmus (or Wilhelm) Apollinaris de Kostrowitzky. He was a French poet, playwright, short story writer, novelist, and art critic.
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[Quote No.36669] Need Area: Work > Leadership
"The block of granite which was an obstacle in the pathway of the weak becomes a stepping-stone in the pathway of the strong!" - Thomas Carlyle

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[Quote No.36686] Need Area: Work > Leadership
"Money and power are not your true rewards. Your name, your principles, your impeccable standards, your virtuous conduct [and what you helped create] remains an influence with others long after you are gone." - Jason Hartman

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[Quote No.36698] Need Area: Work > Leadership
"The spirited horse, which will try to win the race of its own accord, will run even faster if encouraged." - Ovid

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[Quote No.36699] Need Area: Work > Leadership
"You can get more with a kind word [carrot] and a gun [stick] than you can with a kind word [carrot] alone." - Al Capone

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[Quote No.36703] Need Area: Work > Leadership
"Time spent on hiring [well] is time well spent." - Robert Half

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[Quote No.36715] Need Area: Work > Leadership
"It's hard to beat a person who never gives up!" - Babe Ruth

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