There is more to life

than to increase its speed

(Mahatma Gandhi)

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 ou are more
than you think you are

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ït the International Institute for ïpplied
Systems ïnalysis outside Vienna, ïustria,
many years ago, a senior officer from the
United Nations closed his presentation by
saying, ³I¶ve dealt with many different
problems around the world, and I¶ve
concluded that there is only one real problem:
over the past hundred years, the power that
technology has given us has grown beyond
anyone¶s wildest imagination, but our wisdom
has not. If the gap between our power and our
wisdom is not redressed soon, I don¶t have
much hope for our prospects.´
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 'eing able to deal
with the speed of change in our lives
is not about what we already know.

It¶s about our approach

to what we don¶t know.
It¶s about our attitude towards life and living.

I believe that attitude leads behaviour.

ïttitude is the cause; behaviour is the effect.

So if we really want to change behaviours,

we need to be thinking creatively
about how to change attitudes.

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 ³The corporation as we know it,
which is now 120 years old, is
not likely to survive the
next 25 years. egally and
financially, yes, but not
structurally and economically.´
Peter Drucker, Business 2.0

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 re believe that if you want high efficiency
and productivity, a close cordial relationship
with your employees, which leads to high
morale, is necessary.

Sometimes it is more important to generate a

sense of affinity than anything else, and
sometimes you must make decisions that are,
technically, irrational.

ou can be totally rational with a machine.

'ut if you work with people, sometimes logic
has to take a backseat to understanding
ïikito Morita (Sony)
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‰ veryone has equal rights,
but we also all have an equal
right to be different.‰ Shimon Peres

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³It is our feelings about
people ± who we are, what
we want and why we think
the way we do ± that are
critical´
Jan Gunnarson (Hostmanship)

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ead and inspire people.
Don¶t try to manage and manipulate people.
Inventories can be managed,
but people must be led.

Ross Perot

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‰Motivation is an external, temporary
high that pushes you forward.

Inspiration is a internal, sustainable glow

which *pulls* you forward.‰

(Thomas eonard)

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The fundamental problem with most
businesses is that they are governed by
mediocre ideas.

Maximizing the return of invested capital is an

example of a mediocre idea. Mediocre ideas
don't uplift people. They don't give them
something they can tell their children about.

They don¶t create much meaning.

'ill O''rien (C O Hanover Insurance)

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 The most important indicator of successful
leadership in any business is the degree to which
the team is inspired to move towards a shared
vision. Inspiration provides ignition, motivation
and the driving energy required for any
organization to thrive.
ffective leaders establish and maintain high
inspiration levels.
Doing so requires vision, planning and
achievement as well as faith, trust and work. The
inevitable outcome for keeping inspiration levels
high for long enough however is success!
ďove our 'usiness³

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 To be a leader
you need vision, purpose, energy.

To be a great leader
you need to know
yourself,
your weaknesses,
your strengths,
your mission in life.

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 ³In this country, managers think that a fast
decision is what counts. If the situation is new,
slowing down is necessary. Slow down.
Observe. Position yourself. Then act fast and
with a natural flow that comes from the inner
knowing. ou have to slow down long enough
to really see what¶s needed. rith a freshness
of vision, you have the possibility of a
freshness of action, and the overall response on
a collective level can be much quicker than
trying to implement hasty decisions that aren¶t
compelling to people.´
Otto Scharmer
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 eadership is not primarily based in
positions of authority,
but somehow this channelling of deep
desire to do the right thing for the whole;
and then it bubbles up every place and
there is no limit on who can contribute in
whatever way they can contribute
Peter Senge

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 eadership based on wisdom
starts with the art to lead
yourself.

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 re can design incentive programs that will motivate;
we even can motivate with fear. This is a common
practice among many leaders because motivation
exploits different levels of power ± the power of one
person to punish or reward another.
For the motivator, it is a ³technique´, a means for
altering the behaviour of others, a means of
exploiting, controlling and manipulating them.
It is a self-focused practice, too. rhen we attempt to
motivate, we intend to cause behaviour in them that
achieves something we want. rhen we attempt to
motivate, we are not usually intending to serve others
in their best interests.
ït its best, motivation is an attempt to serve others in
our best interests. It is this transparently selfish intent
that causes cynicism instead of inspiration.
ance Secretan
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 Motivation is something we Ädo³
to someone.

Inspiration is something that is

the result of a soulful
relationship.
ance Secretan

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 rhen we are motivated, our emotions
and behaviour are determined by
external powers.

rhen we are inspired, our emotions

and behaviours are determined by
powers from within.

ance Secretan

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 Inspiration is an inner knowing that
transcends any external motivation.

Knowing who we each are, and using

the wisdom in these discoveries, is
how we inspire others.

ance Secretan

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 If you inspire, you don¶t have
employees, who just do their job;
you work with like-minded people
who are business partners.

Rosa Say

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 rhat compelled followers to dedicate
themselves with such passion to the visions
of Christ, 'uddha, Gandhi, Confucius,
Martin uther King Jr., Mother Teresa,
Jefferson, rashington, and Nelson
Mandela? They were inspired more than
motivated. Martin uther King Jr. did not
say, ³I have a strategic plan!´. ïnd Mother
Teresa did not have a quality program ± she
didn¶t need one.

ance Secretan

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 Perhaps our study of leadership has
caused us to focus too much energy
on the less relevant aspects of
leadership ± the mechanism instead of
the essence ± the sunset data rather
than the joy, beauty, and experience
of the sunset. ïfter all, leadership is
something we live ourselves, rather
than do to others.

ance Secretan

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 One of the keys in being successful in
executing a strategy is that
leaders communicate the strategy with
passion. et to be able to
communicate and implement a company
vision and strategy with passion,
you need to feel passionate about it
yourself. In order to feel
passionate about it, the vision and the
strategy have to be in-line
with one¶s own personal vision. 'ut
most leaders fail in this area.
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 Most eaders fail,
because they have not found
an answer to the single-most
important question:

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rhat on arth ïm I Here For?

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 'ut how can we inspire and lead
others if we can t even explain
the reason for our own existence
in the first place?

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 If you don't like what you do,
you will not create the desired results

If you don¶t like what you do,

don¶t do it for the rest of your life

If you like what you do,

you will do it the best way possible

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 If you want to be a leader, you have to
be a real human being. ou must
recognize the true meaning of life
before you can become a great leader.
ou must understand yourself.

N.N.

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 Part of the problem is that everyone is in such a
hurry. People haven't found meaning in their lives,
so they're running all the time looking for it. They
think the next car, the next house, the next job.
Then they find those things are empty, too, and
they keep running. ..... So many people walk
around with a meaningless life. They seem half-
asleep, even when they are busy doing things they
think are important. This is because they are
chasing the wrong things. The way you get
meaning into your life is to devote yourself to
loving others, devote yourself to your community
around you, and devote yourself to creating
something that gives you purpose and meaning.

From: Tuesdays with Morrie

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 ³rhen we are emotionally mature, we are
much better able to solve the two categories
of problems that cause much pain,
dysfunction and frustration (both personal
and organizational). Intrapersonal problems
(within ourselves) show up as a lack of
confidence, self-doubt, lack of clarity,
anxiety, and fear. Interpersonal problems
(between ourselves and others) result in
conflict, lack of trust, ineffective
communication, and, again, lack of clarity.´
(arry rilson)

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 rhat¶s important is that we take the time to
listen to our own voice. Once we have done
that, we understand that few of us are born
to a specific profession in a specific
business with a specific title, but we all are
born as people, people who want to make
decisions of their own free will without
worrying too much about what others think
Jan Gunnarsson

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 Searching the byways of your inner self takes time
and energy, and isn¶t something the world exactly
encourages. It¶s a lonely job, but fortunately the
means are easily accessible in forms of books,
Prophets, your local priest, family, friends, etc.
The answers are everywhere. Maybe all it takes is
a comment from your seven-year-old child at the
dinner table to suddenly open your eyes and allow
you to clearly see the world you are caught up in
and discover a power that is yours alone.

Jan Gunnarsson

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 I don¶t think it is unreasonable to expect those who
lead others to have a reasonable perception of
themselves. ïnd by that I don't mean who you are
in society or that you have good grades and
graduated at the top of your class or have worked
here and there.

No, I am talking about your core, what makes you

a person. Superficial judgements made by society
and neighbours are one thing. rhy some people
are more sensitive to these influences than others
is due to a number of factors, the most important
probably being where you grew up and how you
were raised.

The answer to who you are can only be found

within yourself, and it is a search that requires a
considerable degree of self-confidence. ï
compass. 'ecause you don¶t want to get lost and
become sick along the way.
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How do you go about it? rhere will you begin?
rhere can you begin?

I have read a lot of books, written speeches and

poems, composed music and worked in various
countries. I have been on retreats and lived in silence,
studied religions and philosophers, taken
outrageously expensive courses together with big
shots from around the world who were all searching
for the same thing ± themselves. I¶m still searching.
ïnd I will continue searching. Not that I ever expect
to stop and say, ³I¶ve made it. I know everything
there is to know about myself.´ It¶s not going to
happen. I keep going because I¶ve realized that the
journey itself is part of my life.

Thinking, questioning, believing and being conscious

of what I do. That, to me, is living.

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 First you slow down and look deeply
into yourself and the world until you
start to be present to what¶s trying to
emerge. Then you move back into the
world with a unique capacity to act
and create.

N.N.

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 ³Ninety percent
of what we call µmanagement¶
consists of making it difficult for
people to get things done.´

Peter Drucker

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 ‰eaders don't just make
products and make decisions.
eaders make meaning.³
John Seely 'rown, Xerox

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 ³The 'ottleneck is at the
Top of the 'ottle´
³rhere are you likely to find people with the least diversity
of experience, the largest investment in the past, and the
greatest reverence for industry dogma?

ït the top!´
Ú Gary Hamel/³Strategy or Revolution´/Harvard Business Review

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 eadership
is a serving relationship with others
that inspires their growth
and makes the world a better place

ance Secretan

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 ³Groups become great only when
everyone in them, leaders and
members alike, is free to do his or
her absolute best.´

³The best thing a leader can do for a

Great Group is to allow its members
to discover their greatness.´

rarren 'ennis, Patricia rard 'iederman

(Organizing Genius )
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 @

@





@


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 The point of a business is not to make
money, but to make stakeholders feel better.
However, what distinguishes business from a
hobby or another pastime is the money. To
be in business you have to deal with the
money.

Generally making more money and more

profit will have the stakeholders feel better.
rhere this is the case, make more money.

However recognise that the business is not

making money for the sake of it, but to have
people feel better. Never lose sight of this,
and don¶t make money in a way that has the
stakeholders feel worse about the business.
Manage the flow of money such that you
love the business.
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ďove our 'usiness³

 'usiness in a civilized country cannot
be based on making money regardless
of anything else; that is the attitude
of gangsters and mob bosses.
The madness needs to stop.

ïdrian Savage

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 goism, to me, means doing things at
someone else¶s expense or shifting
responsibility to the ³system´ and
those around you and expecting them
to adapt to your need.

Jan Gunnarsson

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 Capitalism as we know it - materialistic,
amoral, relentlessly exhausting
the world's natural resources and the people
who toil under the system -
is ultimately unsustainable. For capitalism to
have a future, it must change
its focus from the single-minded
accumulation of material capital, go beyond
profit and begin to accumulate ‰Spiritual
Capital‰ - a sense of wider meaning,
the possession of an enliving or inspiring
vision, the implementation of
fundamental human values,
and a deep sense of wider purpose.
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 There are only three ways to approach
anything in life:

1. we can complain about things are.

2. we can be copyfrogs, ignoring or
walking away from the issues and
relationships that we find painful or
unsatisfactory.
3. we can do the nobler thing - we can roll
up our sleeves and work to change things.

ance Secretan

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 ´






 


 
 ÚGeneral ric Shinseki, Chief of Staff. U. S. ïrmy

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Do you need more knowledge? Is more
information going to save the world, or faster
computers, more scientific or intellectual
analysis? Is it not wisdom that humanity needs
most at this time?

'ut what is wisdom and where is it to be

found? risdom comes with the ability to be
still. Just look and listen. No more is needed.
'eing still, looking, and listening activates the
non-conceptual intelligence within you. et
stillness direct your words and actions.

ckhart Tolle
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 ‰rhat is the use of living
if it be not to strive for
noble causes and to make
this muddled world a
better place?‰

- rinston Churchill

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 ³The handmaiden of emotional growth is
spiritual growth.´

³Spiritual Growth:
- ïnswering and living the answers to the
questions ³rhy am I here?´ and ³rhat is
my life about?´,
- ³Me to re´.´
(arry rilson)

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 ³ motional and Spiritual Maturity:
serving a higher cause, and having the
emotional ability to bounce back from
defeats and actually grow from them
(I cannot fail, I can only learn and
grow).´
(arry rilson)

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 ´You must
thehangeou
shtoseen
theorl
Mahatma Gandhi

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rinnie the Pooh

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 ‰There are really only two ways to
approach life, as victim or as a gallant
fighter, and you must decide if you
want to act or react, deal your own
cards or play with a stacked deck.
ïnd if you don¶t decide which way to
play with life, it always plays with
you. ‰
Merle Shain

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 ‰Courage:
the power to let go of the familiar.‰

- Raymond inquist

|

 
 ‰One of the greatest discoveries a man
makes, is to find he can do what he
was afraid he couldn't do.‰

- ïnonymous

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