LUCK
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This document discusses the concept of luck and how people can maximize their "return on luck". It makes the following key points: 1. Luck happens to everyone, both good and bad, and is unpredictable. However, luck alone does not cause success - it is what people do that matters most. 2. The most important form of luck is "people luck" - finding the right mentor, partner, teammate, or leader. Developing resilience allows people to use difficulties to grow and achieve success, rather than seeing them as matters of luck. 3. Getting a high "return on luck" means throwing yourself intensely at opportunities or challenges with sustained effort until your goals are reached. This can have a multiplying
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The document discusses finding and using one's voice to inspire and lead others. It begins by outlining the pain of people feeling unfulfilled at work, and proposes the solution is transcending negative mindsets like ego and competitiveness. It then discusses discovering one's voice through gifts like free will and different types of intelligence. Expressing one's voice involves developing energy into vision, discipline, passion and conscience. The leadership challenge is enabling people to realize their potential by contributing their talents and passion. Leaders must model the four intelligences and empower others while holding them accountable. The document emphasizes the importance of trustworthiness, communication, and blending voices to find third alternatives. It discusses pathfinding a shared vision and executing through alignment,
Success...
The document discusses various practices of successful people, including positive thinking, overcoming failure, possessing vision, setting goals, managing time, handling stress, and valuing relationships. Some key points are:
- Successful people practice positive thinking and have a positive attitude despite challenges. Their mindset is shaped by their best moments rather than doubts or past failures.
- To overcome failure, successful people view it as a learning opportunity rather than being defeated, and keep moving forward through strategies like reviewing weaknesses and adjusting efforts.
- Having a clear vision of the future is important for success. Vision adds value and predicts outcomes, while lack of vision limits potential.
- Setting goals provides motivation, purpose, and a
How to maintain_motivation_and_positive_attitudes_slideshow--icsa
Check out these blogs:
posinspir.blogspot.com
med2b.blogspot.com
merlintorin.blogspot.com
mednovations.blogspot.com
Positive attitude is all that matters
Positive attitude plays a major role in our lives. It is highly essential for both personal and professional growth.
The F Word: Failure | June 2018
Passed over for a promotion? Lose a big client? Made a costly mistake? We all mess up. The important thing is what happens next. In this webinar, learn how to recover—and thrive—when the unthinkable happens.
Guest Speakers: Lorene Phillips, Senior Vice President, Reinsurance – International Casualty and Professional Lines, Sompo International and Mallun Yen, COO, Partner and Board Director, SaaStr.
Culture Summit 2019 - Using Best-Self Management to Unlock Employee Potential...
In contrast to Performance Management, Best-Self Management proposes that when leaders build cultures and institute practices that support people in being and becoming their Best Selves, then high performance and uncommon loyalty is the natural result.
15Five’s Best-Self Management training integrates research such as the Growth Mindset, Strengths-based management, Psychological Safety, and Positive Psychology. We also incorporate a Best-Self discovery process, a weekly check-in, and regular one on one meetings.
Best-Self Management places a high degree of attention on helping to reflect and refine a person’s strengths, plan out their Personal Development Objectives, and continue to focus them on their own personal growth and development journey.
Learn more at www.culturesummit.co
The Wild Ride of Entrepreneurship
Are you a new or established entrepreneur who is:
- Holding so much fear about all the uncertainties involved?
- Striving to build and nurture trust with your co-founder(s) and team?
- Struggling to keep the vision alive?
- Losing track of your sense of purpose?
- Longing for a sense of peace, by knowing what you need to do and why you’re doing it?
- Craving to simply connect and share your experiences with a trusted sounding board?
- Wanting to move forward with your decision-making?
- Feeling overwhelmed with a lot of junk getting in the way of you and your progress?
Get in touch now to schedule your initial and free sample session to show you how coaching helps and to test the chemistry levels between us. Feel free to share with others who you think might be interested: thouraya@thourayasayess.com
Own Your Success and Dump That Imposter!
Slides from the February 2016 meeting of the Guelph Evaluation Cafe.
We discuss what imposter syndrome is, how it can contribute to undermining your abilities as an evaluator, and ways to recognize and deal with this phenomenon. We also look at how this phenomenon relates to the Canadian Evaluation Society competencies for practice and we’ll have a few professionals speak about their personal experience and how they faced down the imposter.
Influencing Skills.pptx
The document provides an overview of influencing skills. It discusses influencing others by persuading them of your point of view and convincing them that your ideas will benefit them. The document outlines techniques for developing influencing abilities such as identifying relevant priorities and currencies for yourself and others, diagnosing others' perspectives, and influencing through give-and-take. It also addresses potential barriers to influencing like organizational politics and a lack of credibility or relationship with those being influenced. The goal is to learn skills for improving performance when attempting to influence others.
Swot analysis
Understanding oneself will go a long way in getting a job that is in line with who you are and help you succeed. SWOT analysis or self-analysis will help determine your future path and in the bargain prevent you from facing too much frustration along the way. Achieving a deeper understanding of oneself will also help you to develop and maintain meaningful personal and professional relationships.
Get to Oz by Making Better Strategic Decisions v5
This document summarizes a masterclass on improving strategic decision making. The masterclass will cover why strategy often fails due to bad decisions, moving beyond rational decision making, common decision traps and biases, case studies of failures, decision making tools, and an evidence-based decision framework. Attendees will learn about psychological, perception, memory, logic, physiological, and social traps that can lead to suboptimal decisions. Examples of traps that will be discussed include the availability heuristic, confirmation bias, pseudocertainty effect, and status quo bias. The overall goal is to help participants make better strategic decisions.
Ppt don't b afraid to fail revised
This document discusses failure and its importance in life. It defines failure as falling short of success or achievement in something attempted. While failure is inevitable, embracing it gives us a fuller life. The document lists reasons for failure such as fear, lack of persistence or humility. It suggests overcoming failure through resilience, analyzing outcomes, positive thinking, and having contingency plans. Finally, it notes the benefits of failure, such as learning lessons, overcoming fear, and becoming stronger mentors.
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LUCK
- 1. LUCK
- 2. Luck happens, Good or Bad, to every one, whether we like it or not
- 3. Luck - Definition • Some significant aspect of the event occurs largely or entirely independent of the actions of the key players in the organization/system • The event has a potentially significant consequences : Good or Bad • The event has some element of unpredictability
- 4. NO • Luck play differentiating role, an explanatory role or a definitive role in success. • Luck is where preparation meets opportunity • The harder I work, the luckier I get
- 5. Luck does not cause success. People Do Are you Lucky? Do you get a high Return on Luck?
- 6. Most significant forms of Luck not as “What” in the form of “Who” What is your Luck? Who is your best Luck?
- 7. People Luck D o Disc ip lin ed fan atic E mp irical Creative productively paranoid Lead Bu ild teams Pu rsu e p u rp ose Bu ild organ ization s Bu ild c u ltu res E xemp lif y valu es A c h i e ve b i g h a i r y a u d a c i o u s go a l s People Luck: the luck of finding the right Mentor, Partner, Teammate, Leader, Friend – is one of the most important
- 8. R e s i l i e n c e Success people use difficulty to deepen purpose, recommit to values, increase discipline, respond with creativity, and heighten productive paranoia, Resilience, NOT LUCK is the Signature of Greatness
- 9. Getting a high on Return on Luck • Throwing yourself at the luck event with ferocious intensity • Disrupting your life • Not letting up • Has a huge multiplicative effect • Sustained your effort to reach the goal
- 10. Return on Luck Great Return on Good Luck Poor Return on Good Luck Great Return on Bad Luck Poor Return on Bad Luck
- 11. Luck and Outcome • An enterprise can get bad luck yet create a good outcome • A company can squander good luck and get a bad outcome
- 12. • Goals live on the other side of obstacles and challenges • Along the way, make no excuse, and no blame • How to use that bad luck to make stronger, to turn into, “one of the bets things that ever happened” to not let it become a psychological prison – Successors do
- 13. Managing the Luck • Cultivating the ability to zoom out to recognize luck when it happens • Developing the wisdom to see, when and when not, to let luck disrupt your plans • Being sufficiently well prepared to endure an inevitable spate of bad luck • Creating a positive return on luck- both good and bad- when it comes
- 14. Luck is not Strategy Return on Luck is a Strategy
- 15. Risk • Death Line Risk • Asymmetrical Risk • Uncontrollable Risk • Risks that could kill o severely damage the enterprise • Risks are those for which the potential downside is much bigger than the potential upside • Risks are those expose the enterprise to forces and eventsthat it has little ability to manage or control
- 16. Time Based Risk • When the degree of risk is tied to the pace of events, and the speed of decisions and actions Correlation between good and bad outcomes relative to Speed of Recognition Speed of Decision Speed of Execution Should we be Fast to act or Slow? Having presence of mind in asking “How much time before our risk profile changes?”
- 17. Develop the ability to recognize defining moments that call for disrupting life plan, changing the focus of your intensity, and /or rearranging your agenda, because of opportunity or peril or both
Editor's Notes
- 5th in the Waitng list, 7th perosn pushes, all the 6 above got it