I got what I’m posting today in my mailbox from Dr. Mike Murdock and felt it might bless you the way it did to me.
What happens in your mind is likely to happen in your future. Meditate on specific Scriptures today that will unlock your faith in God. Make your mind your servant. Fill your Mental Warehouse with the Word of God.
“Whatsoever things are true,
whatsoever things are honest,
whatsoever things are just,
whatsoever things are pure,
whatsoever things are of good report;
if there be any virtue, if there be any praise,
think on these things” (Philippians 4:8)
Friday, July 24, 2009
Tuesday, July 14, 2009
The Mark of a Good Leader
When people fail, a good leader doesn’t treat them as failures; s/he corrects them and tries to help them learn their lessons so they can do it better next time. The leader does not throw the baby out with bath water. There are many people who, when you make one mistake, they cancel you. They don’t want you around anymore, they don’t want to talk to you anymore, and they put you aside because they do not want to deal with you anymore. All this, is a sign of poor leadership. True leaders are not annoyed by people’s failures, they are challenged by them. They do not consider the behavior, but the potential within. Leaders separate a person’s behavior from their self worth and do not confuse their value for their present condition.
In every organization, there will be opportunities to fail, and some people do fail. Leaders need to realize that that everybody fails. The former President of the USA, Bill Clinton, wrote this about himself in his book---My Life. During the final days of his presidency, the then Chairman of PLO, came to his office to thank him for his efforts of bringing a lasting peace in the Middle East and to let him know that he was a great man, but Clinton replied “ Mr. Chairman, I am a failure, and you made me one.” Here is a highly successful and admired leader world over who confessed to be a failure---he had spent so much time in retreats and meetings trying to achieve an elusive peace deal.
Some people make mistakes and the first thing they say is “I will never amount to anything. My mom always told me I was a failure, my grandma told me nothing worthy could come out of my life, and the teachers told me I was a loser". Then, they sit down in a puddle of failure and bathe themselves. For years they stay in that puddle. If you have missed your exit on the highway of life, don’t continue in the wrong direction. Stop, turn around and get back on track and be like Dr. Myles Munroe who said “Failure is only a temporary detour and should never become a permanent address.”
In every organization, there will be opportunities to fail, and some people do fail. Leaders need to realize that that everybody fails. The former President of the USA, Bill Clinton, wrote this about himself in his book---My Life. During the final days of his presidency, the then Chairman of PLO, came to his office to thank him for his efforts of bringing a lasting peace in the Middle East and to let him know that he was a great man, but Clinton replied “ Mr. Chairman, I am a failure, and you made me one.” Here is a highly successful and admired leader world over who confessed to be a failure---he had spent so much time in retreats and meetings trying to achieve an elusive peace deal.
Some people make mistakes and the first thing they say is “I will never amount to anything. My mom always told me I was a failure, my grandma told me nothing worthy could come out of my life, and the teachers told me I was a loser". Then, they sit down in a puddle of failure and bathe themselves. For years they stay in that puddle. If you have missed your exit on the highway of life, don’t continue in the wrong direction. Stop, turn around and get back on track and be like Dr. Myles Munroe who said “Failure is only a temporary detour and should never become a permanent address.”
Thursday, July 2, 2009
What are your Core Competencies?
Competency refers to a combination of skills, attributes and behaviors that are directly related to a successful performance on the job or task. Core competencies are the skills, attributes and behavior s which are considered important for all staff of an organization, regardless of their function or level.
Defining competencies is important both for the organization and for staff. Competencies are forward-leaning. They describe the skills and attributes staff and managers will need in order to build a new organizational culture and meet future challenges. They help organizations clarify expectations, define future development needs, and conduct more focused recruitment and development planning. Competencies provide a sound basis for consistent and objective performance standards by creating shared language about what is needed and expected in an organization.
Competencies need to be developed and strengthened throughout one’s career. Acquiring a competency is not a one-time event, but rather an ongoing process. Formal training can help, but experience, coaching, feedback and individual learning activities are needed as well. Organizations are constantly evaluating their core competencies to be able to meet challenges of the day and of the future. An African statesman and former Secretary General of the UN, Kofi Annan said this about competencies, “It is my hope that competencies will provide us with shared language for talking, in concrete terms, about high performance and managerial excellence. I believe that a shared view of the standards we are striving to achieve will assist us in our continuing efforts to prepare the Organization to meet the challenges of the 21st century”
Defining competencies is important both for the organization and for staff. Competencies are forward-leaning. They describe the skills and attributes staff and managers will need in order to build a new organizational culture and meet future challenges. They help organizations clarify expectations, define future development needs, and conduct more focused recruitment and development planning. Competencies provide a sound basis for consistent and objective performance standards by creating shared language about what is needed and expected in an organization.
Competencies need to be developed and strengthened throughout one’s career. Acquiring a competency is not a one-time event, but rather an ongoing process. Formal training can help, but experience, coaching, feedback and individual learning activities are needed as well. Organizations are constantly evaluating their core competencies to be able to meet challenges of the day and of the future. An African statesman and former Secretary General of the UN, Kofi Annan said this about competencies, “It is my hope that competencies will provide us with shared language for talking, in concrete terms, about high performance and managerial excellence. I believe that a shared view of the standards we are striving to achieve will assist us in our continuing efforts to prepare the Organization to meet the challenges of the 21st century”
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