Human beings by nature are spontaneous and playful creatures. Yet the older we become, the less appropriate it seems for us to allow it to be expressed. We get professionally serious and then pay comedians to do a job we've forgotten how to do ourselves. You will need to find your own comfort level with what works and what does not, based on the people you lead, the situation, the culture, the pressures of your industry, etc; but we invite you to work on incorporating this competency in some manner into your daily life. Studies have proven that you will live longer.
Narrow your objectives You probably won't be able to achieve every financial goal you've ever dreamed of. So identify your goals clearly and why they matter to you, and decide which are most important. By concentrating your efforts, you have a better chance of achieving what matters most. Focus first on the goals that matter To accomplish primary goals, you will often need to put desirable but less important ones on the back burner. Be prepared for conflicts Even worthy goals often conflict with one another. When faced with such a conflict, you should ask yourself questions like: Will one of the conflicting goals benefit more people than the other? Which goal will cause the greater harm if it is deferred? Put time on your side The most important ally you have in reaching your goals is time. The more time you have, the more chance you have of success. Your age is a big factor -- younger people (who have more time to build their nest egg) can invest differently than older ones.
Choose carefully Once you have your list together, you need to rank the items in order of importance Start now The longer you wait to identify and begin working toward your goals, the more difficulty you'll have reaching them. Sweat the big stuff Once you have prioritized your list of goals, keep your spending on course. Always ask yourself: &quot;Is this taking me nearer to my primary goals -- or leading me further away from them?&quot; If a big expense doesn't get you closer to your goals, try to defer or reduce it. Be prepared for change Your needs and desires will change as things change, so you should probably reexamine your priorities at regular intervals.
Now a days a lot of emphasis is given on choosing the competencies that will create wealth for organizations. Competencies link organizational strategy with people, and people who are aligned with strategic goals are better able to meet challenges . No matter, which issues people face , they want to know where they fit in, what the work is, and what competencies they need. Competency based approach and response is a powerful answer to the problems people and organizations face.
The key to courageous leadership and conscious action is how one responds to what arises on the path, rather than whether individual circumstances are defined as great, good, bad or just plain ugly.
In conscious, courageous leadership, every situation or circumstance — every so-called success or failure, barrier or doorway — is simply another opportunity for greater creativity, mastery, and fulfillment of higher potential.
"You cannot be truthful if you are not courageous - You cannot be loving if you are not courageous - You cannot be trusting if you are not courageous- You cannot inquire into reality if you are not courageous - Hence courage comes first and everything else follows."
If we break our promises to ourselves and to other people, then we erode trust.
It is necessary to 'walk the talk'. The assuring words that you speak or write are like promises. People expect these promises to be kept. And if they are not then the problem arises as the trust and credibility are lost.
Thus always remember, 'When you break a promise, more than the promise gets broken.'
Feel-good factor: Strive to create an environment that encourages your people to feel good about themselves, take pride in their work and in doing it well.
Declare your objectives: Tell your people what your objectives are and what their role is in meeting those objectives. And then, allow them to get on with their job.
Acknowledge: To get your team to constantly give their best to you, you must continually acknowledge them and let them know how important they are to you.
Recognize special talents: You may have a team member who has some special talent that is not being tapped in the present set-up. Recognize the value of that talent and create a position to put that talent to good use.
Learn to listen: Make time to listen to you r team members and hear what they are actually saying. Some times, peop le don't know how to clearly say what they mean. Learn to listen to even what is not being said.
Lead by example: Your team will only truly learn the standards you expect of them, if you walk your talk. You, be their example.
Confronting fear: True leaders are not fearless people. They are those who face their fear, acknowledge it and move ahead towards their objective inspite of the fear.
Dress right: The way you look has an impact on the responses you get. Ensure you dress crisply, neatly and in keeping with your role....don't overdo it, at the same time avoid being sloppy. Dress to convey you mean business. Image is important when leading other people. Dress for success. In the game of people, they tend to judge you by the way you look on the outside.
Creativity is defined as the tendency to generate or recognize ideas, alternatives, or possibilities that may be useful in solving problems, communicating with others, and entertaining ourselves and others.