TAKING COMMAND! ACHIEVING YOUR OBJECTIVES.

Friday, March 25, 2011

United By Fear - Human Nature - Fear: The Most Powerful Motivator

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Note: Fear is a factor that frightens people and often sends them running in different directions.

But if many people suddenly become acutely aware of a devastating common threat, they will put their hostilities aside and join forces (as in the creation of an unlikely ad hoc team)to address or solve the problem.

The fear acts as a unifying catalyst, and it opens unforeseen doors to urgent communications and a shared command and control center. When the perception that former enemies are more helpful to eachother than hurtful to each other the initiators of the first forward gestures are heroes. But those who rise up to organize the "odd fellows" team for action, and lead the way (with their focus on the crisis instead of the preferring one side over the other) they are looked upon as true Commanders.

These times, both in a disenchanted society and in the world of slowly re-emerging business enterprise, pulling itself out of the rubble of volcanic blow-out caused by inefficient, compromised government and insatiable, unconscionable corporate greed, demand INITIATORS and COMMANDERS.

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This article was written by Douglas Castle for original publication in The Internationalist Page Blog and in the GICBC (Global Interworked Cooperative Business Community) Blog.

Cooperation Born Of Tragedy

The brief article which appears below came to us courtesy of AP (the Associated Press), and would seem to illustrate how the fears which we have in common -- dare I say it -- the fears which we share tend to unite us when they are extreme enough, and powerful enough, to overshadow long-standing and fundamental differences in ideologies or objectives. Enemies are bound, by their fears, to initiate a means of cooperation.

And that cooperation invariably starts with a reluctant, uncomfortable dialogue between two individual Human Beings. Much as fear acts as a catalyst to bind us (when common interests or objectives don't readily serve that purpose, as pursuit of ambitions is never quite as compelling as a sudden bound with the type of fear that reduces us to children playing in the same sandbox...where our superficial differences do not define us as "better" or "worse"... they just make us each somehow special.

I believe that all persons, all leaders and all nations must search for those things which unite us, instead of investing so much time politicking about those things that divide us. Admitting and addressing fears and solving common problems is the way we learn the lessons of cooperation and collaboration.

If this behavioral shift (admittedly born of tragedy or desperation; in this case, the terrible catastrophe in Japan) proves to be successful, and problems are solved through working together, a great deal of mistrust and suspicion can eventually yield the way to strategic interdependence and synergy.

The article is very brief, but profoundly significant given the history between South Korea and North Korea. As my college thesis advisor had once said to me, "People are far too busy placing blame and fighting each other to actually solve 'real' problems. We're so immersed in our bickering and treasure hunting that we never look up to the sky above, only to realize that a giant meteor is headed for our planet and all of our time on the Earth has been uselessly squandered, with no second chance." It is not too late. Not yet.

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Two Koreas agree on rare volcano talks next week

Thu Mar 24, 4:01 am ET

SEOUL, South Korea – South Korea says scientists from the two Koreas will meet next week to discuss joint research into an active volcano extolled in the North as the sacred birthplace of leader Kim Jong Il.

The talks could spark a rare bit of cooperation between the Koreas. North Korea offered last week to discuss joint research on volcanic activities at its Mount Paektu, the highest peak on the peninsula. South Korea later proposed the countries' civilian experts discuss the matter at a South Korean border village on March 29. Seoul's Unification Ministry says the North agreed Thursday to the offer, saying it will send three volcanologists to the meeting.

The volcano last erupted in 1903, but minor earthquakes increased there between 2002 and 2005.

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Maybe the oftimes seemingly indifferent Universe is sending us a brutal message about learning to be civilized. I am not in the slightest a religious person, but perhaps --- perhaps there is a force far greater than anything that we could ever comprehend that is sending us a warning. I would like to think that this is a warning issued purposefully and sentiently out of some kind of love for Humankind.

Faithfully,

Douglas Castle
Internationalist,
Global Futurist, and
Chairman and CEO,
TNNWC Group, LLC

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THE INTERNATIONALIST PAGE - "A shrinking world, with expanding opportunities." http://theinternationalistpage.blogspot.com/

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Saturday, March 12, 2011

Dominating The Dominators - A Fabulous Experiment - Taking Command

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DOMINATING THE DOMINATORS - A FABULOUS EXPERIMENT

Dear Commanders, Communicators and Curious Persons Who Have Landed On This Page By accident.

Sometimes, when the predictable routine becomes staggeringly oppressive, and you find yourself in a major emotional slump, it becomes the perfect time to try an outrageous experiment in behavioral psychology. While this involves some element of risk, it can prove invigorating -- more importantly (and seriously), it can break the pattern that has been squeezing the will to live out of you.

If you are dealing with a highly-dominating individual in a position of authority or command above you (a boss, a partner, a spouse, a gym coach, a "friend" who likes to feed you the "truth about yourself" and who constantly leaves you feeling negatively about yourself), it is time to bully the bully. While your target will be taken aback by what you're about to do, he or she will (on the bright side) be better educated in the art of dealing with people. And, most importantly, you'll be perceived differently and treated differently.

Equipment Required: You and the target person -- alone together, if possible.

Set-Up: The set up will come to you as if by magic. Your target person will confront you about something, and expect you to waffle, waver, beg and make excuses -- after which he or she will expect that you'll conform to his or her demands (or whims) after you've cowered away, skulking like a whipped schnauzer. But this time, you're going to try something different...

The Experiment, Described By Example:

He's red in the face. He is advancing rapidly toward you. He is your boss, and he is about to scorn you mercilessly for your failure to prepare an entire business plan (deluxe with audio-visual aids and displays) which he had just advised you of on 4:45 PM on Friday afternoon. It is now Monday morning at 10:00 AM.

"Dammit, Felkowitz. I told you that I needed that plan. I promised the Board that I would have it ready to present for today's four o' clock senior management meeting. Where the hell is it? How Far have you gotten with it?"

You calmly look him straight in the eyes, without flinching, pause for a few seconds (this adds a dramatic effect, and has the advantage of building a bit of fear in your target person), and say, in a firm, but quiet voice (the deepest, most menacing one that you can muster -- I try to channel David Caruso or the late Rod Serling), never losing eye contact...

"You sound quite upset. But think about this: you gave me the assignment at the close of business on Friday and now it is Monday morning. As you know, a project of this type requires two to three days at minimum. It's unfortunate that you provided me with insufficient notice. It's unfortunate that you promised to deliver it to the committee this afternoon, because it will not be ready by then. It will be ready by Wednesday morning. Perhaps you would be best served by telling the committee that your presentation will have to be postponed until Wednesday afternoon. That way, no one will have to expect the impossible."

(pause - while maintaining eye contact)

" Is there anything else that you feel the need to say?"

(longer pause - while maintaining eye contact) - realize that bullies are frightened by logic, fearlessness and cool-headedness - your target person feels foolish, and deflated.

If he or she begins to launch a tirade, simply say, "You're obviously angry. This conversation is not going to be productive. We can continue when you've had a chance to think about this reasonably." Then walk away, and do not look back.

If he or she is strangely silent, say "I'll let you know when it's complete." Then walk away and don't look back.

Try it. You can improvise, but remember not to rush your words. Speak slowly and distinctly, as if you we either a loan shark's agent issuing a threat, or a much smarter adult talking to an unruly child who is prone to tantrums. It's fun.

Don't react to threatening or reprimanding speech. Stay cool, make eye contact, and turn the wheel of intimidation around.

Bullies thrive on your fear and compliance. Bullies are shocked when they are not rewarded with your fear or panic. Because of their nature, it frightens them.

Experiment. Take Command.

Faithfully,

Douglas Castle
http://aboutDouglasCastle.blogspot.com
http://www.TNNWC.com

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Saturday, March 05, 2011

IGNORANCE Often Wears A Mask - TAKING COMMAND!

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IGNORANCE Often Wears A Mask.

NOTE: This article was written by Douglas Castle, Chairman and CEO of TNNWC Group, LLC and was first published in his blog,TAKING COMMAND! It may be reproduced without permission provided that full attribution is given to the author and this publication, and provided that the content is published in full, with images and live hyperlinks left intact.

Dear Friends, Commanders, Leaders-In-The-Making, Members of TNNWC and New Readers (phew!):

Ignorance, in our species, tends to either occur either innocently (i.e., because of a lack of education, experience, and good leadership examples, or due to other unfortunate circumstances beyond the control of the individual), or indolently (because of an unwillingness to learn, because of excessive sheltering, or because of excessive isolation from reality due to protection by various gatekeepers, handlers, servants, and others who tend to cluster about and "insulate" those of power, position and privilege - years ago, when sexism was permitted, we referred to these persons as "yes men" or as "dangerously ambitious men," depending upon their motivations and intentions... in the interest of being Politically Correct, I will say, for the record, that there are indeed "yes women" and "dangerously ambitious women"). Indolent ignorance often partners with insecurity inside of the same person, necessitating the need for that person to exhibit some type of defensive mask.

Your Message: When listening to someone (under any circumstances), listen for the underlying substance of what they are saying and don't be mislead by the style of it.

Keep an open mind, but be skeptical -- to an extent, reasonable skepticism is healthy.

Beware the masks that disguise a lack of knowledge, desperation or hidden agendas and nefarious purposes. Indolent ignorance can be exhibited by national leaders, very wealthy people, police in the interrogation room, cult leaders and even (sadly) those who would call themselves "authorities," "allies," "partners," "coaches," "mentors," or "teachers."

What are the most popular masks? Since you've asked, I'll answer:

1. Extreme bravado;

2. A complete unwillingness to listen to alternative thinking;

3. The pretense of knowing certain facts that they "refuse to reveal" or "cannot reveal" to you because of some lame excuse or another;

4. An abhorrence to any questioning or inquiry;

5. Saying "I/ we already know, but refresh our memory," or, "we've already heard the story, but tell us your version..."

6. Those who readily define things or people with labels or in terms of extremes, but do not allow for any qualification, hesitation or subtle differentiation;

7. Those who never apologize, regardless of the circumstances;

8. Those who constantly blame others for all of their misfortunes;

9. Those who have never, ever been successful, but who profess to be able to make you into a "sure winner."

10. Those who never, ever ask for advice, or for your opinion of anything.

Indolent ignorance, especially when combined with either insecurity or a need to control or manipulate, often wears a mask.

Never be afraid to question what lies behind the mask, or who the person is "behind the curtain."

Faithfully,

Douglas Castle

TAKING COMMAND! - http://takingcommand.blogspot.com/

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Tuesday, March 01, 2011

CEOs and Tough Choices - The Worst Part of Leadership

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CEOs and Tough Choices – The Worst Part of Leadership

Note: This Commentary was written by Douglas Castle, Chairman and CEO of TNNWC Group, LLC, the publishing, information and services provider for emerging enterprises and growing businesses. For additional information about the author, visit http://aboutdouglascastle.blogspot.com/

Dear Friends and Readers:

The following article was brought to my attention by a colleague. It appeared in a SmartBrief Bulletin. In reading the article that follows, your worst fears about the darker side of being a CEO (and serving the conflictory interests of your Board of Directors, your shareholders, your employees and your company’s customers) will sadly be confirmed. Being a CEO entails making many difficult choices. The ability to make difficult decisions and to implement them as expediently as is humanly (and humanely) possible is a trait that separates the winning CEO leaders from the rest of the pack. Although Jack Welch is rather flippant in his treatment of a difficult tropic, the seriousness of making decisions which will severely impact the lives of individuals, as well as the welfare of the enterprise, cannot be overstated, nor should they be trivialized. Being a leader requires a very strong emotional constitution. You will be respected, but you will often be disliked. Perhaps the most troublesome aspect of leadership is how you ultimately must face yourself after making some of these hurtful, but often necessary, decisions. “Sometimes ‘tough’ does not mean being able to inflict or withstand pain –- sometimes ‘tough’ means being able to contend with your own conscience after you have made a painful choice.” – Douglas Castle Enjoy the article. Faithfully, Douglas Castle (http://aboutdouglascastle.blogspot.com/ and http://www.tnnwc.com/)

Weed out weaklings to build your company, says Jack Welch CEOs need to commit completely to their company -- even if it means making tough decisions or laying off workers, says Jack Welch, who ran General Electric for two decades. "Neutron Jack" said the company's results vindicated his decision to lay off the bottom 10% of his managers. "We played business like it was a sport," Welch said. "You make a game of it --you field the best team and weed out the weakest." Tulsa World (Okla.) (2/23) #### ---------------