Utilisateur:Benniekern0
De WikiCinéjeu.
(→Ruru Madrid is on a Roll : nouvelle section) |
(→The 4 Weapons Of Exceptional Creative Leaders : nouvelle section) |
||
| Ligne 665 : | Ligne 665 : | ||
<br> | <br> | ||
Will his wish be fulfilled? Keep in step with Ruru Madrid by following him on Instagram at . To be up to date with his shows, check the official Facebook accounts at , and . - Christine Cariaga, Social Media Specialist. Photo by Bochic Estrada.</html> | Will his wish be fulfilled? Keep in step with Ruru Madrid by following him on Instagram at . To be up to date with his shows, check the official Facebook accounts at , and . - Christine Cariaga, Social Media Specialist. Photo by Bochic Estrada.</html> | ||
| + | |||
| + | == The 4 Weapons Of Exceptional Creative Leaders == | ||
| + | |||
| + | <html>Great leaders are not necessarily braver leaders. They’re just better informed about the consequences of their choices,[http://www.paelzer-coach.de/wiki/index.php/Benutzer:Benniekern54#Roy_crash_victim_veered_off_road_passing_traffic Roy crash victim veered off road passing traffic], which makes it easier for them to make the hard ones. The result is they are able to keep their companies focused. | ||
| + | |||
| + | When Steve Jobs returned to Apple in 1997 as its CEO, he began saying no to virtually every request by Apple’s developers. He understood that saying yes was a distraction from where he knew he needed to take the company and having context gave him the confidence to stand by his convictions. | ||
| + | |||
| + | Many leaders fear saying no and see it as limiting. But more often than not, it’s the right answer when you’re clear about where you’re headed and are in a hurry to get there. | ||
| + | |||
| + | Creating Context | ||
| + | |||
| + | Context requires that you build from the future back. Once you know where you’re headed, the decision whether to turn left or right at any given fork becomes increasingly clear. | ||
| + | |||
| + | When Reed Hastings and his partners formed Netflix in 1999, they designed the business they wanted to be in 2008,[http://hype.ini.fi/wiki/K%C3%A4ytt%C3%A4j%C3%A4:Benniekern6#Best_Places_To_Recover_From_A_Hangover__CBS_Miami Best Places To Recover From A Hangover CBS Miami], then waited nine years for the internet to catch up with their vision. Their willingness to explicitly define the future helped them attract talent interested in solving previously unimagined problems and gave them the focus to avoid the distractions of an increasingly desperate competitor called Blockbuster. | ||
| + | |||
| + | Maintaining Context | ||
| + | |||
| + | Context is only relevant if it’s based on current information. Because the world is changing in real time, exceptional leaders actively welcome disruptive thinking. | ||
| + | |||
| + | Howard Schultz credits much of his transformation of Starbucks with a willingness to always search for a better way, even when the company had quadrupled in value since his return. “We are turning over rocks and looking at the things that perhaps we didn’t get right and constantly beating ourselves up," Schultz . "If you walked into our Monday morning meeting,[http://wiki.apteka33.su/index.php/%D0%A3%D1%87%D0%B0%D1%81%D1%82%D0%BD%D0%B8%D0%BA:Benniekern8#Anderson_recalled_as_.27great_mind_and_a_great_heart.27 Anderson recalled as 'great mind and a great heart'], you would think this is a company that is still trying to transform itself.” | ||
| + | |||
| + | Exceptional leaders instill their organizations with a constant thirst for knowledge and use it to test their own thinking. They marry this with setting a high bar for changing their mind. But when the evidence suggests they should, they do. | ||
| + | |||
| + | |||
| + | Most leaders have an instinctive definition of good and bad, of right and wrong,[http://www.wikileakdes.org/%E5%88%A9%E7%94%A8%E8%80%85:Benniekern2#Pieces_of_plast_prompt_Pillsbury_cinnamon_rolls_recall Pieces of plast prompt Pillsbury cinnamon rolls recall], and rely on those instincts in every situation. But exceptional leaders take time to define those values explicitly. First for themselves, and then for others. This ensures a constant point of reference for everyone,[http://rcwiki.goumin.com/index.php?title=%E7%94%A8%E6%88%B7:Benniekern2#1_hospitalized.2C_1_jailed_in_Long_Prairie_knife_assault_0 1 hospitalized, 1 jailed in Long Prairie knife assault 0], including the leader. | ||
| + | |||
| + | When talented people understand what is expected, they will usually take up the cause alongside you and apply their own talents to the challenge, secure in the knowledge that they understand the rules, and where to bend them. And you’ll have clear metrics by which to judge their contribution--and their chemistry with the organization.</html> | ||
