tag:blogger.com,1999:blog-316758032024-02-18T22:07:23.304-05:00TAKING COMMAND! ACHIEVING YOUR OBJECTIVES....self-mastery, goal-setting, strategic decision making, leadership, contingency planning, implementation, acquiring and retaining human resources, leveraging assets, rule and domination, gaining and holding territory, empire-building, choosing allies, dealing with enemies, assessing risk, time management, team-building, negotiation... achieving authority, influence, wealth and success through total TRANSFORMATION.Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.comBlogger306125tag:blogger.com,1999:blog-31675803.post-39501733313694441392015-08-27T15:18:00.000-04:002015-08-27T15:18:44.862-04:00Gain The Advantage In Any Social Situation <br />
<div align="CENTER"><span style="font-size: large;">Gain The Advantage In Any Social Situation</span></div><div align="CENTER"><span style="font-size: small;">By </span><span style="color: navy;"><span lang="zxx"><u><a href="http://douglasecastleblog.com/"><span style="font-size: small;">Douglas Castle</span></a></u></span></span><span style="font-size: small;"> for </span><span style="color: navy;"><span lang="zxx"><u><a href="http://takingcommand.blogspot.com/"><span style="font-size: small;">The Taking Command Blog</span></a></u></span></span><span style="font-size: small;"> and </span><span style="color: navy;"><span lang="zxx"><u><a href="http://globaledgeinternational.com/"><span style="font-size: small;">GEI Consulting</span></a></u></span></span></div><br />
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The article which follows is of great importance to any businessperson, politician, group leader or military commander who must navigate his or her way through a social environment to get at his or her objectives. In preparing this article, source material below was largely taken from an article titled “<i>25 Psychological Life Hacks To Help Gain Advantage In Any Social Situation</i>”, published by <span style="color: navy;"><span lang="zxx"><u><a href="http://www.highexistence.com/">www.highexistence.com</a></u></span></span>, and subsequently republished by a number of sources.<br />
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Social situations are among the most important in our lives, especially if we are developing new contacts, building relationships or posturing for leadership positions, where Taking Command , whether forcefully or with great subtlety, is crucial and time sensitive. Yet, there is a huge chance that you are oblivious to the plethora of unwritten social rules that structure everybody’s behavior. Failing to comply to these cultural imprints can cause irreversible damage. Just following them blindly will not get you ahead. Applying them, however, will give you the best results possible. Therefore we bring to you these<b><span style="font-weight: normal;"> psychological strategies (psy ops) that will help you gain rapid leverage and success in social situations.</span></b><br />
<h2 class="western">1) Assume comfort in any interaction.</h2>Our brain is an incredibly complicated instrument. Our relationship with it, is a love-hate one. We think we have control over it but usually something unconscious dictates our actions.<br />
In most of our social interactions, we find it difficult to feel comfortable among strangers because our brain tries to protect us from exposure.<br />
This however isn’t helping us when trying to be social and meet new people, is it?<br />
This is why assuming comfort is so powerful. Commanding your brain to feel that you already know the person you are about to meet puts you in a position of advantage. It increases the chances of people showing interest in you and consequently even liking you.<br />
<h2 class="western">2) Pay attention to people’s feet when you are approaching them.</h2>Interrupting people when they are in the middle of an important conversation is one of the most annoying things to do. It shows that you have zero knowledge of social dynamics which will lead to unpleasant social situations.<br />
When you approach a group of people while in a conversation, pay attention to their bodies. If they turn only their torsos and not their feet, it means they are in the middle of an important conversation and they don’t want you to interrupt them.<br />
If they turn both torso and feet, it means you are welcome. This is extremely important, because the right timing in such situations may put you in a position of advantage, especially if the conversation was boring for both sides.<br />
<h2 class="western">3) Whenever you have an argument with someone, stand next to them and not in front of them.</h2>We’ve all been in situations where out of nowhere the conversation started escalating.<br />
Unless you love drama, I would suggest you to avoid these situations. You might have the best argument in the world, but usually people get irritated when they feel they are wrong.<br />
So, whenever you feel that the argument you have with another person (especially friends – it’s not cool to fight with friends) creates tension, move next to them. You won’t appear much of a threat, and they will eventually calm down.<br />
<h2 class="western">4) Whenever you need a favor, open with “I need your help.”</h2>Admit it. We all love to get others to do stuff for us. Either because we are lazy, or because we really need some help to complete a task.<br />
Social dynamics show that when it comes to platonic relationships, nobody really likes an asshole. So whenever you need a favor, start your sentence with “I need your help.”<br />
In most cases, people will accept your request and help you out. This occurs because we don’t really like the guilt of not helping someone out and we do like to be the one who is capable of helping.<br />
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<h2 class="western">5) If you want people to feel good, give them validation. Rephrase what they just told you.</h2>We love validation. Most of our actions are the outcome of our need for validation. So what is the best way <span style="color: navy;"><span lang="zxx"><u><a href="http://www.highexistence.com/real-secret-making-people-like/">to get people to like you</a></u></span></span>? Give them what they need of course. A simple example, is when you are in a conversation with another person and he says something really important for him. After he finishes, rephrase what he just said in your own words. This will make him think that you are a good listener and that you are really interested in him. It makes him feel he is the center of attention. That’s validation right there.<br />
<h2 class="western">6) If you want to get a positive response from someone, nod while you talk.</h2>This one is extremely powerful and also a bit manipulative especially if the person is suggestive. So use it with your own responsibility and in an ethical way. Getting a positive response from someone is usually what we want. Whether it is making a sale, or promoting a viewpoint, we always want people to get on board. Nodding while you try to deliver your message is a powerful way to get the person to agree with you. People usually like mimicking, so they will most probably nod back while you talk. This will subsequently communicate to their brains that they have to agree with you.<br />
<h2 class="western">7) Want to see if someone is paying attention to what you are saying? Fold your arms.</h2>Usually when we are in the middle of a conversation and especially if we talk about something very important to us, we get lost in our talking and rarely pay attention to whether the other person is following or not. So instead of losing time talking to a person who is distracted and might not even be interested in what you are saying, do this. Fold your arms while talking and see if the other person follows your move. If the other person is observing you and pays attention, they will most likely mimic you.<br />
<h2 class="western">8) Having trouble remembering names? Repeat the other person’s name during the conversation.</h2>I suck at remembering names. I usually don’t even listen to the other person when he says his name the moment we get introduced to each other. So usually, I ask a friend to introduce himself to the person so I can listen to his name. But then I forget it again. Awkward. Remembering names is very important because we feel important when someone mentions us. So the moment you meet someone repeat his name. Example: “Hi my name is Alex” “Nice to meet you Alex. So, Alex how do you know John?” And continue to repeat his name throughout the conversation.<br />
<h2 class="western">9) If you ask someone a question and they only partially answer, just wait. They will keep talking.</h2>This is a very common situation when you don’t know the other person that well or your question wasn’t clear enough. If they finish the answer without providing a full answer, just wait. Stay silent and keep eye contact. If the tension becomes unbearable, raise your eyebrows. It puts a bit of pressure on them but it communicates that you show interest. It also sub-communicates that you are a person that usually gets what he wants.<br />
<h2 class="western">10) People usually focus on the emotion and not on the subject.</h2>This is very useful in public speaking but also in building rapport with an acquaintance. Whenever you introduce yourself to new people, most probably they have already heard what you are about to say. Well that’s not a problem. Even if you want to talk about the most boring topic in the world, make sure of one thing: Always try to evoke emotions. From my experience the 3 emotions that you want to evoke are: • Excitement • Laughter: Everyone likes to laugh • Intrigue: Leave a little mystery so the other person has to invest energy to hear more. Don’t be purposely distant, but avoid verbal diarrhea.<br />
<b>There are many techniques to turn a boring conversation into an exciting and intriguing one, but here are a couple of my favorites</b>:<br />
<ul><ul><ul><li><div style="margin-bottom: 0in;"><u>Pause:</u> A lot of the time when we want to keep someone’s attention, we tend to talk really fast, but this subcommunicates neediness and nervousness. A well-placed pause can create tension that makes your words have more gravitas.</div></li>
<li><div style="margin-bottom: 0in;"><u>Tone and Inflection</u>: No one finds monotone exciting. Switch up your tone of voice from deep for declarative statements, to high inflection when you want to leave them guessing.</div></li>
<li><u>Paint pictures and compose symphonies in their mind with sensory details</u>: When telling a story, take the person you’re talking to on an emotional journey by describing the colors, sounds, textures, tastes, smells, and how they made you feel. This will cause their mirror-neurons to fire off, making it easier for them to imagine actually being there with you.<br />
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</ul></ul></ul>So if you want to be memorable, focus on the emotion behind the words. People may forget what you say, but they will never forget how you make them feel.<br />
<h2 class="western">11) Confidence is more important than knowledge.</h2>Two young candidates walked into the interview office to apply for the same job. The first one had a Phd, two Masters and a Bachelor’s degree. The second one had just a Bachelor. The first one was kind of shy, didn’t talk much, his body language was turned inward. The second one had an upright posture, was looking the interviewers directly in the eyes, showed a lot of interest in the job and his answers where emitting confidence. We don’t have to tell you who got the job.<br />
<h2 class="western">12) Fake it until you make it.</h2>No one became an expert on anything over night. However, the learning process in everything you do is accelerated by commanding your brain to think what you want it to think. In simple words. You are what you believe you are. • You are confident if you believe you are confident • You are attractive if you believe you are attractive • You are extrovert if you believe you are extrovert If you want to look deeper into this idea look up two words. <span style="color: navy;"><span lang="zxx"><u><a href="http://www.highexistence.com/its-all-in-your-head-how-to-take-advantage-of-neuroplasticity/" target="_blank">Neuroplasticity</a></u></span></span> and <span style="color: navy;"><span lang="zxx"><u><a href="http://www.highexistence.com/how-porn-rewires-the-brain-is-porn-bad-for-you/">brain rewiring</a></u></span></span>.<br />
<h2 class="western">13) Pose in a Power Stance.</h2>This is similar to the previous point, but more concrete than a mantra or belief. Go stand in the mirror, put your hands on your hips, thrust your pelvic forward, pull your shoulders up, back and down, open your chest, tilt your head up, and force the biggest smile you can possibly manage to fit across your face. Even if you consciously know you’re just faking it, your brain can’t tell the difference, and will release endorphins to match your body position. This can feel silly, <span style="color: navy;"><span lang="zxx"><u><a href="http://www.ted.com/talks/amy_cuddy_your_body_language_shapes_who_you_are?language=en" target="_blank">but it really works</a></u></span></span>.<br />
<h2 class="western">14) If you want to be persuasive, try and reduce the use of the words “I think” and “I believe.”</h2>I don’t really feel the need to elaborate on this one. Obviously these words do not evoke confidence and the other person will most probably not take you seriously. Change them to ‘I know’ and ‘I will’ instead.<br />
<h2 class="western">15) A clean and organised environment affects your mood, productivity, and others perception of who you are.</h2>How many times have you waken up without any motivation at all? How many times have you started working on something without being able to get focused and inspired? Next time this happens, take a look around you. Is your environment clean and well-organized? If not, take some minutes to clean it up and put everything into place. You will feel refreshed and reborn and productivity will spark immediately. But not only that, you will come across as caring and punctual, two highly esteemed traits. Why do think most of the big companies pay so much attention to creating the best working environment for their employees? They know what makes them happy and how it affects their productivity.<br />
<h2 class="western">16) Want to find out which people are close to each other within a group and who is perceived as the leader?</h2>Pay attention to who is looking at each other when everyone in the group laughs at a joke. People instinctively look at and agree with the person they feel closest to within the group.<br />
<h2 class="western">17) Whenever you call a person you want to meet, show excitement!</h2>Always have this in mind. Excitement is contagious. Why do you think the music video from Pharrell Williams – “Happy” got so many views and so many people were talking about it?<br />
People love excitement! It is like an escape from their boring lives. Never forget that.<br />
(You can mirror this and show disappointment if somebody let’s you down, making them painfully aware of their hurtful actions.)<br />
<h2 class="western">18) Want to build rapport and gain respect? Match body language.</h2>This is quite a common topic among body language experts and works well if you want to gain respect from a person that has high value.<br />
Example:<br />
You are in a social situation where a person has higher value among others within the group. He is the center of attention and he totally enjoys it. How do you match his value? By befriending him!<br />
If you want his respect and attention the best thing to do when you approach him is to match his body language and speaking patterns. If he has open body language and he talks with excitement and joy, don’t go there with crossed arms and with an attitude of negating his words.<br />
Approach him with the same amount of excitement and show openness and interest.<br />
<h2 class="western">19) When someone insults you, either ignore him or mock him. Never lose temper. Always control the frame.</h2>Haters are everywhere. The more you feed them with hate, the stronger they become. Never lose your temper. This is a great example of how to deal with a hater. Enjoy!<br />
<h2 class="western">19) Stand up straight, have warm hands and always keep eye contact.</h2>• Keep a straight posture and walk like a born leader. This sub-communicates confidence and others will respect you automatically.<br />
• Keep your hands out of your pockets. If you don’t know what to do with them, it is better to fold your arms rather than keep them inside your pockets.<br />
• Keep your hands warm. If you have a warm hand when you shake somebody’s hand, you immediately become a more desirable person to get along with. Secret Tip – wash your hands with warm water often to keep them warm or <span style="color: navy;"><span lang="zxx"><u><a href="http://www.highexistence.com/the-wim-hof-method-revealed-how-to-consciously-control-your-immune-system/">take cold showers.</a></u></span></span><br />
• You have heard this a thousand times. Here is the 1001st. – never lose eye contact! Losing eye contact is like losing your confidence. One cool trick when first meeting someone is to focus on their eye color and smile at the same time. The eyes are the gateway to the soul, and taking the extra second to gaze shows you are confident and present. (Be sure to move your eyes away periodically, a constant stare will creep people out.)<br />
<h2 class="western">20) The Benjamin Franklin Effect.</h2>The Ben Franklin effect is a psychological finding:<br />
A person who has done someone a favor is more likely to do that person another favor than they would be if they had received a favor from that person. Similarly, one who harms another is more willing to harm them again than the victim is to retaliate.<br />
This is an unbelievable finding. In social situations, you can hack this by making someone do something small for you, then asking for your true favor. It’s such a small favor that they will say yes, and due to cognitive dissonance their brain will rationalize that they must like you enough to do you a favor in the first place. This is also called the foot-in-the-door effect.<br />
<h2 class="western">21) Don’t be afraid to touch another person.</h2>Touching someone on the shoulder or their knees creates an emotional and physical bond. Especially during moments of joy, laughter and excitement touching positively reinforces these traits. If you’re uncomfortable with touching, remember 12, fake it until you make it.<br />
<h2 class="western">22) Use the door-in-the-face hack.</h2>The opposite of foot-in-the-door. Make an unreasonably large request that will most likely be turned down (but if it isn’t then that’s even better!), and follow up with your true intended, more reasonable request. The other person will be more likely to agree to the second request.<br />
<h2 class="western">23) Always frame a request as a choice.</h2>No one likes to feel pressured into doing something they don’t want to do. By subtlety rephrasing a request, you can make the person feel like they came to the decision on their own terms.<br />
Homeless people who say things like, “it’s up to you if you want to donate or not” end up making more money than those who simply ask for money. The same is generally true for bands that offer “pay what you want” payment structures for their music. They know you can easily download their music for free off the internet, so they encourage you to pay what you feel is right.<br />
A slightly more aggressive technique is the assumptive close:<br />
This is a classic sales technique that can be used in any social situation. Instead of asking for permission, “do you want to donate/go on a date/get something to eat” <i>assume </i>that the person already does. Of course, you can’t just force someone to do something, but a leading question can nudge them in the right direction: “Would you like to donate 5 dollars or 10 dollars?”<br />
Now instead of simply saying yes or no, they have to actively deny your request and feel like a naysayer.<br />
<h2 class="western">24) If you work in a bar or in customer service of any kind…</h2>Put a mirror behind you at the counter. When an angry customer approaches you, he will have to see himself in the mirror and will most probably calm down. Nobody likes ruining his image.<br />
<h2 class="western">25) Chew gum if you are nervous.</h2>Evolutionarily speaking, our brains assume that if we are eating then we aren’t in any immediate danger, so the fight or flight response is weakened.<br />
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</div><div style="margin-bottom: 0in;"><u><span style="font-weight: normal;">The Takeaway</span></u><span style="font-weight: normal;">:</span></div><div style="margin-bottom: 0in;"><span style="font-weight: normal;">There you have them. These suggestions for gaining the initial advantage and then taking maximum advantage of any social situation or social encounter</span> will stand you in good stead if you study them and put them into practice. Study them and put them into practice immediately – it goes without saying (but I'll say it anyway) that the sooner you begin to make use of these simple but intensely effective strategems, the sooner you will begin to win with them. And in terms of <a href="http://takingcommand.blogspot.com/">taking command</a>, there is no time for losing.</div><div style="margin-bottom: 0in;"><br />
</div><div style="margin-bottom: 0in;"><u><b>Tags, Labels, Keywords, Categories and Search Terms For This Article</b></u>:</div><div style="margin-bottom: 0in;"><i>command, leadership, dominance, social advantage, influencing others, negotiation, networking, body language, GEIconsulting, Douglas E. Castle, power posturing, successful introductions, first impressions</i></div><div style="margin-bottom: 0in;"><br />
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</div><div style="margin-bottom: 0in;">Thank you, as always, for reading me.</div><div style="margin-bottom: 0in;"><br />
</div><div align="LEFT" style="margin-bottom: 0in;"><span style="font-size: small;">Douglas Castle for </span><span style="color: navy;"><span lang="zxx"><u><a href="http://globaledgeinternational.com/"><span style="font-size: small;">Global Edge International Consulting Associates, Inc</span></a></u></span></span><span style="font-size: small;">. and </span><span style="color: navy;"><span lang="zxx"><u><a href="http://globaledgeinternational.blogspot.com/"><span style="font-size: small;">The Global Edge International Blog</span></a></u></span></span></div><div align="LEFT" style="margin-bottom: 0in;"><br />
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Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com1tag:blogger.com,1999:blog-31675803.post-1930544757993204192015-08-10T12:57:00.000-04:002015-08-10T13:01:10.691-04:00Monkey Mentality Management<style type="text/css">P { margin-bottom: 0.08in; }A:link { }</style> <br />
<div align="CENTER" style="margin-bottom: 0in;">MONKEY MENTALITY MANAGEMENT</div><div align="CENTER" style="margin-bottom: 0in;"><br />
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</div><div align="LEFT" style="margin-bottom: 0in;">I received the story which follows via email from a client of ours just this morning. I think it is just as plausible as it is hysterical. Please read on:</div><div align="LEFT" style="margin-bottom: 0in;"><br />
</div><div align="LEFT"><a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_7344"></a><a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_7345"></a> <span style="color: black;">“<i>If you start with a cage containing four monkeys, hang a banana from the top of the inside of the cage on a string, and then you place a set of stairs under the banana, before long a monkey will go to the stairs and climb toward the banana.</i></span></div><a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_7343"></a><a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_7342"></a> <span style="color: black;"><i> </i></span><br />
<span style="color: black;"><i>ALL the monkeys are sprayed with cold water. After a while, another monkey makes an attempt with same result — As soon as he touches the stairs, you spray ALL the monkeys with cold water. Pretty soon, when another monkey tries to climb the stairs, the other monkeys will try to prevent it.</i></span><br />
<a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_7341"></a><a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_7331"></a> <span style="color: black;"><i> </i></span><br />
<span style="color: black;"><i>Now, put the cold water away. Remove one monkey from the cage and replace it with a new monkey. The new monkey sees the banana and attempts to climb the stairs. To his shock, ALL of the other monkeys beat the crap out of him. After another attempt and attack, he knows that if he tries to climb the stairs he will be assaulted.</i></span><br />
<a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_13092"></a><a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_13093"></a> <span style="color: black;"><i> </i></span><br />
<span style="color: black;"><i>Next, remove another of the original four monkeys, replacing it with a new monkey. The newcomer goes to the stairs and is attacked. The previous newcomer takes part in the punishment with enthusiasm — because he is now part of the “team”.</i></span><br />
<a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_21444"></a><a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_21445"></a> <span style="color: black;"><i> </i></span><br />
<span style="color: black;"><i>Then, replace a third original monkey with a new monkey, followed by the fourth. Every time the newest monkey takes to the stairs, he is attacked.</i></span><br />
<a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_21446"></a><a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_21447"></a> <span style="color: black;"><i> </i></span><br />
<span style="color: black;"><i>Now, the monkeys that are beating him up have no idea why they were not permitted to climb the stairs. Neither do they know why they are participating in the beating of the newest monkey.</i></span><br />
<a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_24308"></a><a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_24309"></a> <span style="color: black;"><i> </i></span><br />
<span style="color: black;"><i>Finally, having replaced all of the original monkeys, none of the remaining monkeys will have ever been sprayed with cold water. Nevertheless, not one of the monkeys will try to climb the stairway for the banana. Why, you ask? Because in their minds, that is the way it has always been!</i></span><br />
<a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_24310"></a><a href="https://www.blogger.com/null" name="yui_3_16_0_1_1438716532925_24311"></a> <span style="color: black;"><i> </i></span><br />
<span style="color: black;"><i>This is how today’s House and Senate operates; and this is why, occasionally, ALL of the monkeys need to be REPLACED AT THE SAME TIME!”</i></span><br />
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<span style="color: black;"><u>Please Note</u></span><span style="color: black;">: The above story is not intended to insult monkeys in any way, and no monkeys (or bananas) were harmed in the making of this article.</span><br />
<div align="LEFT" style="margin-bottom: 0in;">Thank you, as always, for reading me.</div><div align="LEFT" style="margin-bottom: 0in;"><br />
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Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-80950998532076153022015-07-29T09:25:00.000-04:002015-07-29T09:47:09.482-04:00Leadership: Delegate Or Die - Douglas E. Castle<br />
<div class="page" title="Page 1"><div class="section" style="background-color: rgb(100.000000%, 100.000000%, 100.000000%);"><div class="layoutArea"><div class="column"><div style="text-align: center;"><span style="font-size: large;"><span style="font-family: "TimesNewRomanPSMT";">Leadership: Delegate Or Die </span></span></div><div style="text-align: center;"><span style="font-size: small;"><span style="font-family: "TimesNewRomanPS"; font-style: italic;">One Of the Most Important Responsibilities Of A Leader Is To Delegate Responsibility </span></span></div><span style="font-size: small;"> </span><br />
<div style="text-align: center;"><span style="font-size: small;"><span style="font-family: "TimesNewRomanPSMT";">By: <a href="http://douglasecastle.com/" target="_blank">Douglas E. Castle</a></span></span><br />
<span style="font-size: small;"><span style="font-family: "TimesNewRomanPSMT";">For <a href="http://takingcommand.blogspot.com/" target="_blank">The Taking Command Blog</a>, <a href="http://globaledgeconsulting.blogspot.com/" target="_blank">The GEI Consulting Blog</a>, <a href="http://globaledgeconsulting.com/" target="_blank">GEI Consulting</a> </span></span></div><div style="text-align: center;"><br />
</div><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjRsBkf37U-shJTGaV-V4ZhTWa41Yx_WqBB8tsg6Hcue8fT3i_ZX_HCOm5VcrVBjJcc1EkCsMvKWuK0rjzMuA3ElTWIPQ30RfsdfMuXOUaqhPIRUa2KZi0Eag6P59I9QDIJ49ej/s1600/DELEGATE.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="268" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjRsBkf37U-shJTGaV-V4ZhTWa41Yx_WqBB8tsg6Hcue8fT3i_ZX_HCOm5VcrVBjJcc1EkCsMvKWuK0rjzMuA3ElTWIPQ30RfsdfMuXOUaqhPIRUa2KZi0Eag6P59I9QDIJ49ej/s1600/DELEGATE.jpg" width="400" /></a></div><div style="text-align: center;"><br />
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</div><span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">To be a leader and to maintain a position of leadership, you must be a competent and efficient delegator. By the act of delegating, you are not relinquishing control – you are actually expanding the realm and scope of your control. The larger the responsibilities and the larger the organization, the more proficient you must be at delegation. </span><br />
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">In the military, “delegation” is defined as the action by which a commander assigns part of his or her authority commensurate with the assigned task to a subordinate commander. While ultimate responsibility cannot be relinquished, delegation of authority carries with it the imposition of a measure of responsibility. The extent of the authority delegated must be clearly stated. </span><br />
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">Your success at delegation will determine the strength and length of your reign as a leader and commander. The most significant insights and skills which are required in successful delegation are listed below. They are worth studying: </span><br />
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">=<span style="font-family: 'TimesNewRomanPSMT';">=+</span> If you are obsessive-compulsive by your nature, do all that you can to rationally counterbalance this dangerous impediment to effective delegation. You cannot micromanage and be a leader. You cannot be the servant of your subordinates because you are insistent about things being done exactly as you would have them done; </span><br />
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">=<span style="font-family: 'TimesNewRomanPSMT';">=+</span> You must constantly keep the big picture and the broader focus in mind. If you are a perfectionist and overly detail-oriented, you will never be able to attain your organizational objectives while mired in minutiae; </span><br />
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">=<span style="font-family: 'TimesNewRomanPSMT';">=+</span> Understand all of your responsibilities, and itemize or componentize each of them. You'll find that each individual component can be delegated (as it must) to someone in your organization whom you can select. If the right individual is not among your inventory of Human Assets, then you must either replace some of your people, or your must acquire some new members with the requisite skill sets. The objective is to export as many of your responsibilities as possible, while retain the central responsibility of organizational stewardship, oversight and goal attainment; </span><br />
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">=<span style="font-family: 'TimesNewRomanPSMT';">=+</span> When you delegate responsibility for the accomplishment of a task or function, also remember to grant the requisite authority and to impose the necessary accountability to the person to whom you've charged with the job. Responsibility without authority is a recipe for managerial impotence and non- performance. Responsibility without accountability is a recipe for waste, abuse and failure; </span><br />
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">=<span style="font-family: 'TimesNewRomanPSMT';">=+</span> Since you, as a leader, are ultimately responsible for the successful and efficient attainment of your organization's most important goals, you must constantly monitor the performance of those to whom you've delegated, without being drawn in to correcting their mistakes yourself. Observe, measure, suggest, monitor and determine whether the subject task has been assigned to the right individual; sometimes a change may be warranted. </span><br />
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">=<span style="font-family: 'TimesNewRomanPSMT';">=+</span> Where you observe leadership potential in some of those persons to whom you've delegated tasks, you may find it wise to increase their roster or responsibilities, but to also grant them greater authority to sub-delegate to others who are subordinate to them. Remember that the greatest leaders know how to identify and cultivate leadership within their organizations. Be aggressive and bold about identifying</span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;"> and leveraging the leadership talents of other leaders within your organization. Encourage leadership and acceptance of increased responsibility. Reward it and give it appropriate recognition. Empowering other leaders liberates you to be a greater leader yourself. </span> </div></div></div></div><div class="page" title="Page 2"><div class="section" style="background-color: rgb(100.000000%, 100.000000%, 100.000000%);"><div class="layoutArea"><div class="column"><br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">=<span style="font-family: 'TimesNewRomanPSMT';">=+</span> As you develop leaders and assign them to their respective specialty areas (not unlike fiefdoms within a kingdom), clearly identify where each one's territory begins and ends. Clearly define their responsibilities with minimal overlap. Keep your subordinate leaders separated from each other (unless you are present and orchestrating or conducting a meeting or hearing reports) – fiefdoms should not compete, but neither should their feudal lords unite, lest they undermine the king's leadership. </span><br />
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">In brief, don't permit your subordinates to take you over. Delegate, but do so without ever permitting your absolute command from being undermined. Keep your emerging leaders separated from each other, and even instill a competitive spirit amongst them to 'fight' for your approval. </span><br />
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">As always, thank you for reading me. </span><br />
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<span style="font-family: Tahoma;"><span style="font-size: 7pt; text-decoration: none;"> TAKING COMMAND! ACHIEVING YOUR OBJECTIVES. <br />
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The Guide to self-mastery, goal-setting, strategic planning and decision making, leadership, management, contingency planning, leveraging assets, rule and domination, choosing allies, dealing with enemies, assessing risk, time management, negotiation... achieving personal authority, influence, wealth and success through total TRANSFORMATION. <br />
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<u>Key Terms</u>: Leadership, management, self-growth, self-mastery, personal power, career advancement, negotiation, winning, wealth, success </span></span>Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-27273100013526566732015-06-18T14:12:00.000-04:002015-06-18T14:12:09.098-04:00Control Your Client From The Start - Douglas E. Castle - Taking Command<br />
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To all of our <a href="http://takingcommand.blogspot.com/" target="_blank">TAKING COMMAND!</a> Readers:</div>
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<br /></div>
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If your firm is a consultancy, and you are finding it difficult to win fee-paying clients, the letter which I recently wrote to a friend and colleague might provide you with some serious insights into what is required in order to actually land clients instead of just engaging with them. Could you be selling too hard? Could you be talking too much? Could you be permitting your prospective clients dictate terms and conditions to you?</div>
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<a href="https://www.blogger.com/null" name="yiv6690047290yui_3_16_0_1_1434557128897_"></a>
Dear Disappointed <a class="zem_slink" href="http://en.wikipedia.org/wiki/Finance" rel="wikipedia" target="_blank" title="Finance">Financing</a> <a class="zem_slink" href="http://en.wikipedia.org/wiki/Consultant" rel="wikipedia" target="_blank" title="Consultant">Consultant</a>:</div>
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I am sorry to hear that
following a month of <a class="zem_slink" href="http://en.wikipedia.org/wiki/Conversation" rel="wikipedia" target="_blank" title="Conversation">conversations</a>, your prospective client has
decided to freely try to solve its capitalization objective on its
own without having retained the services of your firm. Your client
most likely doesn't know just how difficult it is and how much work
is required in order to obtain capital for the growth of its
operations in this difficult economy... where so many deals are
competing for limited, sophisticated <a class="zem_slink" href="http://en.wikipedia.org/wiki/Investor" rel="wikipedia" target="_blank" title="Investor">investor</a> and institutional
dollars.
</div>
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<br />
</div>
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Something must have gone
wrong – and that “something” might just have been your
over-indulgence of your prospective client. You've spent too much
time coaching (for free), educating and selling the prospective
client on your interest in acquiring it as a client and on your
capabilities as a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Consulting_firm" rel="wikipedia" target="_blank" title="Consulting firm">consulting firm</a>. Sadly, the more you try to sell,
the more that you will reduce your value in the prospective client's
eyes. That's just Human Nature.</div>
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<br />
</div>
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You've invested your time
with that prospect in educating its president rather than in
positioning yourself and your firm. Too bad. A great deal of
<a class="zem_slink" href="http://en.wikipedia.org/wiki/Conversation" rel="wikipedia" target="_blank" title="Conversation">conversation</a> must have been wasted because you didn't set up the
ground rules and frame yourself and your firm's role at the
initiation of the relationship. Maybe you've forgotten that every
step in communicating with a prospective client is actually a (gasp!)
<a class="zem_slink" href="http://en.wikipedia.org/wiki/Negotiation" rel="wikipedia" target="_blank" title="Negotiation">negotiation</a>.</div>
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<br />
</div>
<div align="LEFT" style="margin-bottom: 0in;">
You see, prospective clients
secretly want to be lead by a competent and confident consultant.
They just are very hesitant to say this openly. And this means that
you must establish yourself and your firm as competent, confident and
in <a class="zem_slink" href="http://en.wikipedia.org/wiki/Command_and_control" rel="wikipedia" target="_blank" title="Command and control">command and control</a>. It begins with your very first conversation
with the client. An you must assume the alpha role right from the
inception of the relationship.</div>
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Now, getting back to the
case of your consulting firm and your prospective client...</div>
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It appears that your prospective
client's president views your firm not as a consultancy, but as a
mere "<a class="zem_slink" href="http://en.wikipedia.org/wiki/Broker" rel="wikipedia" target="_blank" title="Broker">money broker</a>," to serve the purpose of just shopping
his unsupported and somewhat amateur financing proposition to "real"
investors and arranging to simply connect him with them in exchange
for some unspecified commission -- without the burden of even
executing a fee agreement or paying a much-required retainer to your
firm. He was simply not made to be emotionally, intellectually or
financially invested in your firm, or in your <a class="zem_slink" href="http://en.wikipedia.org/wiki/Value_proposition" rel="wikipedia" target="_blank" title="Value proposition">value proposition</a>.<br /><br />
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His perception is that you are merely
hungry intermediaries and that his company has a "deal"
which you will happily shop. He evidently does not see your
<a class="zem_slink" href="http://en.wikipedia.org/wiki/Value_added" rel="wikipedia" target="_blank" title="Value added">value-added</a> as a consultancy, and is taking an alpha (dominant)
posture and position in your relationship. He might have arrived at
(for whatever reason) this misconception of your value from the
start.
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<br />
</div>
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You might have made some inadvertent
missteps in the process of negotiating with him from the very
beginning of our conversations - if you don't introduce yourself
powerfully and establish a position of strength from the very outset
of the relationship, you might find yourselves faced with a
truckload of prospects, but no signed clients. That would be awful.</div>
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There's a definite demand in the
market for what your firm does and for the valuable service that it
provides. You'll definitely get many leads, and generate even more
through your website and through your networking efforts. But you
must establish yourself and your professional firm to every
prospective client as a valuable resource and achieve that
understanding from your very first communication! You must frame the
relationship and set the tone. You must take command.<br /><br />
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Perhaps one of the things that you
should add to your weekly management meeting agenda is how you
present yourselves (as leaders of a firm) to prospective clients
from the very beginning, so that each and all of you can properly
represent and position your firm to prospective clients to better
insure control of the course of the relationship.</div>
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Additionally, you might consider
letting your wayward client's president take two weeks (to shop his
deal to "real" investors via <a class="zem_slink" href="http://www.linkedin.com/" rel="homepage" target="_blank" title="LinkedIn">LinkedIn</a> and other means),
and let him meet with some failure and frustration before you even
accommodate him with further correspondence. Perhaps your errant
prospective client's president should be left without a reply from
you for two weeks – and then you can re-visit and engage with him
again – this time taking a dominant role and re-framing the
relationship. This short span of time might provide you and your
firm with additional negotiating leverage and an opportunity to, in
effect, start the relationship over and set it on its proper course.</div>
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Please give my suggestions serious
consideration. I look forward to discussing this, and to my helping
you to building a standardized approach for handling prospective
clients. You have a powerful and intelligent Team -- it's just
a matter of better-defining yourselves to prospects, taking the
controlling position in each relationship from the start, and using
your respective skills and talents with better organization and
united coordination to subtly overwhelm prospective clients. Yes –
they [prospective clients] want and need to be rapidly overwhelmed
by you and your firm.</div>
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I am confident that you can have a
full roster of fee-paying clients under contract if you simply
refine and polish your approach. You will win more signed clients,
and simultaneously limit any wasted time – consider this to be a
means of increasing your operating efficiency in client capture and
retention.<br /><br />
</div>
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<div dir="LTR" id="Section16">
<div style="margin-bottom: 0in;">
Thank you so much for giving me the
opportunity to offer my comments in response to your prospective
client's president's most recent email to you, which was tainted
with a bit of condescension, dismissiveness and some disrespect for
your value. Be confident that he will not get any financing ($50.0 -
$100.0 million!) by his current scatter gun methods and amateur
approach. I would suggest that you and your firm cool down and let
this wine (i.e., your straying prospective client) ferment a bit
more. Then come back heroically when your prospective client has
predictably failed in its efforts without your firm's help.</div>
</div>
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<br /></div>
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In Friendship and With All Of The
Best,
</div>
</div>
<div dir="LTR" id="Section19">
<div style="margin-bottom: 0in;">
<br /></div>
<div style="margin-bottom: 0in;">
<a href="http://douglasecastle.com/" target="_blank">Douglas E. Castle</a></div>
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Join me on <a href="http://www.linkedin.com/in/douglascastle" target="_blank"><i>LinkedIn</i></a> </div>
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<br /></div>
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Contact me directly at <a href="http://bit.ly/CASTLEDIRECT">http://bit.ly/CASTLEDIRECT</a><br />
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Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-25543709014241468622015-06-05T14:26:00.000-04:002015-06-05T14:27:54.651-04:00Leadership: Don't Ask... Tell! -- Douglas E Castle<br />
<br />
<br />
If you are a leader (or are aspiring to become one), you'll need to manage people efficiently and effectively. This involves "framing" yourself as a commander instead of as a peer or as a mere moderator. One of the ways that a leader stands out from the crowd is that he or she does not make requests by asking -- he or she makes requests which are always <i>worded</i> as orders.<br />
<br />
Instead of asking "Would you do this for me?", a leader who is truly in the proper posture of command will tell a subordinate "I need for you to do this for me. Your time frame to complete this is three business days, starting and including today. If you have any questions, I'll expect you to ask them of me as quickly as they come up, in the interests of meeting the deadline. Thank you." -- and then, following the dismissive "thank you", the leader will be silent and maintain eye contact.<br />
<br />
There is power in telling instead of asking. If you ask, you leave yourself vulnerable to the other person's response and questioning; if you tell, you are delivering a command from a position of knowledge (of what needs to be done, how and when), and strength (as in citing your expectation instead of asking for permission).<br />
<br />
If you are taking command -- and you should put yourself in the position of command at every possible occasion -- you must remember: Don't ask... Tell! People who ask are open to rejection , while people who tell exude more confidence and an expectation of cooperation from the person with whom they are communicating.<br />
<br />
Thank you as always for reading me.<br />
<br />
<a href="http://douglasecastleblog.com/" target="_blank">Douglas E. Castle</a><br />
<br />
Please join me on <a href="http://www.linkedin.com/in/douglascastle" target="_blank"><i><b>LinkedIn</b></i></a>.<br />
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<br />
<span style="font-family: Tahoma;"><span style="font-size: 7pt; text-decoration: none;">
TAKING COMMAND! ACHIEVING YOUR OBJECTIVES.
<br /><br />
http://takingcommand.blogspot.com
<br /><br />
The Guide to self-mastery, goal-setting, strategic planning and decision making, leadership, management, contingency planning, leveraging assets, rule and domination, choosing allies, dealing with enemies, assessing risk, time management, negotiation... achieving personal authority, influence, wealth and success through total TRANSFORMATION.
<br /><br />
<u>Key Terms</u>: Leadership, management, self-growth, self-mastery, personal power, career advancement, negotiation, winning, wealth, success
</span></span>Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-74947990558413540032015-05-23T17:50:00.002-04:002015-05-23T17:50:36.211-04:00Leadership: Avoiding Burdensome Bureaucracies -- Douglas E. Castle<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg2wtHBEdx5EAde2JCNB8oMrOl9ZnY7142P17RmzKaZhSPAOFZVaV5KDN1LAy_6y8A6Gj5mlJUdiArHhlUnKV7WWT6Co_pdG7uAmlCY4Rcrdoh2RBO_nbwxvL_5rFpAQvTqv_E3/s1600/pyramid+-+Google+Search+2015-05-23+17-49-09.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg2wtHBEdx5EAde2JCNB8oMrOl9ZnY7142P17RmzKaZhSPAOFZVaV5KDN1LAy_6y8A6Gj5mlJUdiArHhlUnKV7WWT6Co_pdG7uAmlCY4Rcrdoh2RBO_nbwxvL_5rFpAQvTqv_E3/s1600/pyramid+-+Google+Search+2015-05-23+17-49-09.png" /></a></div>
<div style="text-align: center;">
<br /></div>
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If you choose to lead or are chosen to lead any organization comprised of Human Beings (most are), you will find your ability to achieve objectives encumbered by burdensome bureaucracies. These bureaucracies are a virtual organizational tradition built on the following behaviors and assumptions in groups:<br />
<br />
1) the belief that a committee decision will be better than one made by an individual;<br />
<br />
2) the "presumption a democratic process" as the righteous route to societal success;<br />
<br />
3) excessive delegation of even the simplest of functions in the interest of jobs creation, full employment and a tendency of many managers to surround themselves with Human insulation or gatekeepers;<br />
<br />
4) project management configured in a series formation (i.e., where each step is dependent upon a large number of preceding steps) leading to processing and decision making bottlenecks;<br />
<br />
5) excessive specialization in tasking.<br />
<br />
Bureaucracies grow like cancers in mismanaged companies, governments and organizations unless leadership imposes a culture comprised of performance-based incentives, individual accountability and self-management. In the three-dimensional hierarchical chart of a well-led organization, the picture resembles more of a pyramid than an ever-widening cylinder.<br />
<br />
<u>Remember</u>: Bureaucracies are destroyers of focus, momentum and accomplishment. Effective management makes rapid decisions based upon well-vetted information and immediately proceeds to action instead of wading through a quagmire of bureaucratic red tape, political correctness and petty politics.<br />
<br />
<u>Sad Example</u>: ISIS is taking more territory and accumulating more assets while the international anti-terrorism alliance is busily "weighing variables". Apparently actions DO speak louder than rhetoric...<br />
<br />
Thank you, as always, for reading me.<br />
<br />
<a href="http://douglasecastleblog.com/" target="_blank"><i>Douglas E. Castle</i></a><br />
<br />
Join me on <a href="http://www.linkedin.com/in/douglascastle" target="_blank"><i><b>LinkedIn</b></i></a> <br />
<br />
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<br />
<span style="font-family: Tahoma;"><span style="font-size: 7pt; text-decoration: none;">
TAKING COMMAND! ACHIEVING YOUR OBJECTIVES.
<br /><br />
http://takingcommand.blogspot.com
<br /><br />
The Guide to self-mastery, goal-setting, strategic planning and decision making, leadership, management, contingency planning, leveraging assets, rule and domination, choosing allies, dealing with enemies, assessing risk, time management, negotiation... achieving personal authority, influence, wealth and success through total TRANSFORMATION.
<br /><br />
<u>Key Terms</u>: Leadership, management, self-growth, self-mastery, personal power, career advancement, negotiation, winning, wealth, success
</span></span>Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-9320868746726077332015-03-10T21:03:00.002-04:002015-03-10T21:13:07.729-04:00Leadership: Strike A Power Pose - Douglas E. Castle - Taking Command<br />
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<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjQdk-rkrrRNmVL3FsjYEt2hvEYLo38tExfdcoKIPmWYtfj3_10gVfTlytK8XuH1MozgYNo3ywZDzRV0aGdQlfplQGua_7WiSz26t7acmSS4pqCt_V7F00FX3LxyW9tphKQcwHE/s1600/POWER+-+Taking+Command+-+Douglas+E.+Castle.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjQdk-rkrrRNmVL3FsjYEt2hvEYLo38tExfdcoKIPmWYtfj3_10gVfTlytK8XuH1MozgYNo3ywZDzRV0aGdQlfplQGua_7WiSz26t7acmSS4pqCt_V7F00FX3LxyW9tphKQcwHE/s1600/POWER+-+Taking+Command+-+Douglas+E.+Castle.jpg" height="171" width="320" /></a></div>
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<span style="font-family: inherit;">Command Presence is a necessity for effective leadership. In some individuals, this is intuitive; in others, it must be developed consciously through instruction. To be a leader, you must make those around you feel, beyond a doubt, that you are fully in command and control. You must get people's attention, keep their attention and have them aligned to follow your orders or instructions.</span><br />
<br />
<span style="font-family: inherit;">Command Presence is essentially presenting yourself as someone in authority, trusted and respected. This is partially done through the message conveyed by how you LOOK, how you CARRY YOURSELF, how you ACT, and how you SPEAK.</span><br />
<br />
<span style="font-family: inherit;"><b>Body Language Is One Of The Keys To The "Appearance" Of Leadership</b> <br />
</span><br />
<span style="font-family: inherit;">How you carry yourself portrays command presence or lack of it. Confidence is projected through your body language, and how you verbally deal with individuals and groups. <br />
<b> </b></span><br />
<span style="font-family: inherit;"><b>Walk (or stand) with your head up, eyes alert (as if focused on some object in front of you -- as if a destination point), and your expression intent. </b>You do not want to appear weak or vulnerable. You want to project the image of someone that knows why they are where they are, and who is trained and knows what they are doing. At the initiation of contact, do not smile.</span> <br />
<br />
<span style="font-family: inherit;"><b>Walk with intent</b>. Don't shuffle your feet or use a "lazy" walk. Pick up your feet and move like you know where you are going, and that you have a purpose in going there. Walk briskly and purposefully in as straight a path as possible. In fact, before you enter a room, or ascend a platform, inspect the spatial layout to determine the straightest, most direct path to the place where you will be speaking.</span> <br />
<br />
<span style="font-family: inherit;"><b>You need to portray an "I am in charge of this situation" image -- You must <i>strike a power pose</i>. </b>The key is to be outwardly confident - even if on the inside you are scared out of your wits. You want your body language to convey confidence. Stand erect, with your hands on your hips and your legs shoulders' width apart, when addressing a group in a "situation room" or "briefing" environment. Accentuate your verbal points by using a closed hammer fist strike into the open palm of your other hand.</span><br />
<br />
<span style="font-family: inherit;">If you are behind a podium, or sitting at a desk, your posture must be erect and powerful, with shoulders squared, and face full forward. Accentuate your speech with powerful hand gestures. <span style="font-family: inherit;">Always bear in mind that your <span style="font-family: inherit;">physical gestures anchor your words.</span></span></span><br />
<br />
<span style="font-family: inherit;">To be a leader, you must consistently portray your command presence, and this is mostly done through intelligent and informed use of body language. Remember -- when you are in a position of leadership, your body language (the way you look, walk, stand, sit and gesticulate) speaks volumes.</span><br />
<br />
<span style="font-family: inherit;">As always, thank you for reading me.</span><br />
<br />
<span style="font-family: inherit;"><a href="http://douglasecastleconsultancy.com/" target="_blank">Douglas E. Castle</a> for <a href="http://takingcommand.blogspot.com/" target="_blank"><i>The Taking Command! Blog</i></a> </span><br />
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<span style="font-family: Tahoma;"><span style="font-size: 7pt; text-decoration: none;"> TAKING COMMAND! ACHIEVING YOUR OBJECTIVES. <br />
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The Guide to self-mastery, goal-setting, strategic planning and decision making, leadership, management, contingency planning, leveraging assets, rule and domination, choosing allies, dealing with enemies, assessing risk, time management, negotiation... achieving personal authority, influence, wealth and success through total TRANSFORMATION. <br />
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<u>Key Terms</u>: Leadership, management, self-growth, self-mastery, personal power, career advancement, negotiation, winning, wealth, success </span></span>Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-90688647496773022872015-03-05T07:00:00.000-05:002015-03-05T07:00:02.357-05:00Business Leadership: Founders Versus CEOs - Douglas E. Castle<div style="text-align: center;"><span style="font-size: large;">Business Leadership: Founders Versus CEOs</span></div><div style="text-align: center;">By: <a href="http://www.linkedin.com/in/douglascastle" target="_blank">Douglas E. Castle</a></div><div style="text-align: center;">Published In: <a href="http://takingcommand.blogspot.com/" target="_blank"><i>The Taking Command! Blog</i></a></div><div style="text-align: center;"><br />
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</div><div style="text-align: center;"><br />
</div>Founders tend to be entrepreneurial visionaries, who strive to put their future imagery of success into a machine which we refer to as a business. Founders are largely iconoclasts, rebels and disruptive types with the gifts of imagination, intuition and planning. In contrast, most hired CEOs (many of whom are hired by founders of companies in conjunction with those companies' respective boards of directors) tend to be best at turning intangible visions and printed plans into reality through management and tactical skills. In many cases, founders are excellent strategic thinkers, but are not well-suited toward coordinating all of the moving parts necessary in order to bring a business to the point of achieving its most important objectives. <br />
<br />
The way I tend to think about the startup or early-stage enterprise CEO job is fairly simple: In a startup, founders are typically responsible for laying out the vision for the products or services that the company offers, while the CEO is responsible for leading the company towards the execution of that vision. That execution path includes areas such as company protocols, go-to-market strategies, operational structure and many many other aspects that complement the company vision. Similarly, the most important job of a startup founder is to set up the right team and structure to take his or her company to the next level; oftentimes that team requires a new, professional CEO.<br />
<br />
A founder may be a great assembler of wonderfully talented Human assets to form a team to fulfill his or her vision, but harnessing, positioning and coordinating the efforts of those assets requires the focused skills of a get-it-done CEO. Founders set a pace, a tone, an image and a corporate culture for the companies which they form. They tend to think outside of the proverbial box, while professional CEOs are used to performing their work within specified parameters, such as budgets, personnel, and other key business variables.<br />
<br />
In many cases, particularly in early stages, the roles of founders and CEOs overlap, but this doesn’t imply that the situation must remain that way throughout the lifetime of the company. Certainly, in very early stages, the company founders are in the best position to execute in the original vision of the company. However, after the company reaches certain level the founder-CEOs need to objectively evaluate the best path and team that can maximize the chances of reaching the next set of goals.<br />
<br />
<i>NOTE: <b>You can train a CEO but you can’t train a founder….</b></i><br />
<br />
This is very true. As a startup founder, if you are convinced you are the best person to serve as your company CEO, you have the talent and the desire to make it work there are certainly plenty of resources at your disposal to help you become a world class CEO. Having the right advisors and consultants to support your efforts can be a determining factor in this stage. At any point, you have to be convinced that your role as CEO is the best thing for the company and is not based upon personal ambitions or a need (usually born of insecurity) to control every aspect of your creation.<br />
<br />
<i>NOTE: <b>As a founder, you already hold the most important title there is…</b></i><br />
<br />
In the startup world, there is no greater or more rewarding achievement than founding a company that makes its way to success and to changing the world. As a startup or early-stage business venture founder, focus on always doing the right thing for your company; it is counterproductive to obsess about remaining as CEO if there is a better person to execute on that role. Always remember that you already hold the best tile someone can have: Founder. Without founders, there would never be companies... and without companies infused with the vision of their founders, there would never be any purpose or job for a CEO.<br />
<br />
Founders can give the company a Human face and personality. They may be become a charismatic component of the company's branding identity. And very importantly, founders ofttimes make excellent chairpersons because of their ability to conceptualize in "big picture" terms, to remain true to their original vision, and because of their parental dedication to nurturing the company as their minds' offspring.<br />
<br />
As always, thank you for reading me. - Douglas E. Castle<br />
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<span style="font-family: Tahoma;"><span style="font-size: 7pt; text-decoration: none;"> TAKING COMMAND! ACHIEVING YOUR OBJECTIVES. <br />
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http://takingcommand.blogspot.com <br />
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The Guide to self-mastery, goal-setting, strategic planning and decision making, leadership, management, contingency planning, leveraging assets, rule and domination, choosing allies, dealing with enemies, assessing risk, time management, negotiation... achieving personal authority, influence, wealth and success through total TRANSFORMATION. <br />
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<u>Key Terms</u>: Leadership, management, self-growth, self-mastery, personal power, career advancement, negotiation, winning, wealth, success </span></span>Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-27542213480416672642015-01-20T10:30:00.000-05:002015-01-20T10:30:01.337-05:00Negotiating: Speak With One Voice<br />
<div style="text-align: center;">Negotiating: Speak With One Voice</div><div style="text-align: center;"><br />
</div><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgZup-OFyI5RwMebT9wb4F4WHeneH1AP-m-jfbQFHTBsz4wpflaMokxqseBTb609CvnH8wVes5fe-oqLQsjydU0cL2_DTpWaSbs2iV1-B1y3X1zEyoRvAHydn4eH_-Xz-92a0NG/s1600/NEGOTIATION+-+Speak+With+One+Voice+-+The+Taking+Command+Blog+-+Douglas+E.+Castle.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgZup-OFyI5RwMebT9wb4F4WHeneH1AP-m-jfbQFHTBsz4wpflaMokxqseBTb609CvnH8wVes5fe-oqLQsjydU0cL2_DTpWaSbs2iV1-B1y3X1zEyoRvAHydn4eH_-Xz-92a0NG/s1600/NEGOTIATION+-+Speak+With+One+Voice+-+The+Taking+Command+Blog+-+Douglas+E.+Castle.jpg" height="171" width="320" /></a></div><div style="text-align: center;"> </div><br />
When you are engaged in business (or other) negotiations on behalf of your company or team, be certain that you are always negotiating with one voice. Negotiating as an entire team (or as a fragmented group) will almost always work against you and your team in arriving at agreements, settlements or arrangements with vendors, investors or any other outside third party.<br />
<br />
Amateurs in the art and science of negotiating often speak with multiple voices when dealing with their counterparts on the other side of the bargaining table, and this usually yields poor results for the team. If your counterpart can divide you, or sees that you are of different minds, he or she will take advantage of that state by putting you in the awkward position of arguing with your own team mates, or of choosing the weakest member of the team to be his or her double agent (or emissary) to the entire group.<br />
<br />
If you are entering into negotiations, have your team discussions in private and 1) do not allow your counterpart to either bypass the spokesperson/negotiator for your group, or 2) allow any members of your team to open up a separate channel to the other side.<br />
<br />
Of course there are exceptions to this general rule where governments or very large entities are concerned in either intelligence-gathering operations or ambassadorial talks about major treaties and other types of multilevel arrangements. In these situations, there might be some "back-door" or covert secondary discussions behind the scenes or through the ranks for numerous reasons -- but in each of these cases, the team makes its ultimate decisions internally, in private.<br />
<br />
In sum, if you must speak in multiple voices (on the rare occasions where this is done by deliberate design), make sure that you are privately sharing information and reaching your own internal agreements about each of the simultaneous or parallel negotiations. So if you are not speaking with one voice, speak with just one mind.<br />
<br />
<a href="http://douglasecastle.com/" target="_blank">Douglas E. Castle</a> for <a href="http://takingcommand.blogspot.com/" target="_blank">Taking Command!</a> and for <a href="http://douglasecastleconsultancy.com/" target="_blank">The Douglas E. Castle Consultancy</a>.<br />
<br />
Join me on Linked In at <a href="http://www.linkedin.com/in/douglascastle">http://www.LinkedIn.com/in/douglascastle</a> <br />
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<span style="font-family: Tahoma;"><span style="font-size: 7pt; text-decoration: none;"> TAKING COMMAND! ACHIEVING YOUR OBJECTIVES. <br />
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http://takingcommand.blogspot.com <br />
<br />
The Guide to self-mastery, goal-setting, strategic planning and decision making, leadership, management, contingency planning, leveraging assets, rule and domination, choosing allies, dealing with enemies, assessing risk, time management, negotiation... achieving personal authority, influence, wealth and success through total TRANSFORMATION. <br />
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<u>Key Terms</u>: Leadership, management, self-growth, self-mastery, personal power, career advancement, negotiation, winning, wealth, success </span></span>Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-84940962030070574532015-01-16T07:52:00.001-05:002015-01-16T09:08:20.481-05:00Leadership: Majority Versus Consensus - Which Is Better And Why?Majority Versus Consensus - Which Works Better And Why <br />
<br />
If
you are tasked with leading or commanding a team, and a group decision
is called for under the circumstances (i.e., strategic planning
meetings, special meetings of the board of directors, advisory sessions
with your "kitchen cabinet" of advisors and experts), you must reach a
decision through a discussion followed by a vote.<br />
<br />
In
voting, a majority just means the approval of the holders of greater
than fifty percent of the voting interests or persons present. Consensus
means a unanimous vote carved out of brainstorming, head butting,
compromise and careful crafting of the precise wording of the motion or
decision to be decided upon. Consensus is generally more time-consuming
and requires more wrangling, wrestling and effort to reach -- but it
also means that the decision made will reflect the voice of every voting
person. Unanimity is very powerful in bonding a team to itself
(internally) and to the matter at issue (externally, decision by
decision). Consensus requires compromise while majority usually does
not.<br />
<br />
A true consensus works better than a majority
because all of the voting participants have "bought in" to the team
decision. A majority, while deemed adequate to proceed along a certain
path based upon a decision, leaves some participants "out in the cold"
and more inclined to hamper progress or to sabotage the efforts of the
majority. Frankly speaking, a majority victory leaves potential enemies
in an angered, agitated or defeated state, while a consensus is the
result of a true joint effort.<br />
<br />
If you'd like to proceed
along your path to achievement with the combined, cooperative and
consolidated efforts of the entire team, unanimity by consensus is the
surest method to keep from deviating from your master plan.<br />
<br />
Always work toward a consensus. Always work toward compromised but all-inclusive unanimity in voting on important issues.<br />
<br />
In
closing, one of the earmarks of a great team leader is in his or her
ability to moderate any topical discussions toward a consensus before a
vote takes place.<br />
<br />
<a href="http://douglasecastle.com/" target="_blank">Douglas E. Castle</a> For <a href="http://takingcommand.blogspot.com/" target="_blank">Taking Command!</a><br />
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TAKING COMMAND! ACHIEVING YOUR OBJECTIVES.
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The Guide to self-mastery, goal-setting, strategic planning and decision making, leadership, management, contingency planning, leveraging assets, rule and domination, choosing allies, dealing with enemies, assessing risk, time management, negotiation... achieving personal authority, influence, wealth and success through total TRANSFORMATION.
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<u>Key Terms</u>: Leadership, management, self-growth, self-mastery, personal power, career advancement, negotiation, winning, wealth, success
</span></span>Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-72632560723260919752014-12-17T06:30:00.000-05:002014-12-17T06:30:01.575-05:00Increasing Trust Drives Marketing - Leadership In Marketing<br />
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<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 18.000000pt;">The 'Trust Factor' And Marketing<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 12.000000pt; font-style: italic;"><b><span style="font-size: small;">It Is Becoming Increasingly Difficult To Win Your Target Market's Trust<br />
<br />
It is Becoming Increasingly Difficult To Convert Your Targeted Prospects To Purchasers<br />
What You Must Do To Earn And Maintain Trust</span></b><br />
<br />
</span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">From The </span><a href="http://madmarketingtactics.blogspot.com/" target="_blank"><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">Mad Marketing Tactics Blog</span></a><br />
<br />
<span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;"><span style="color: black;">From The</span> <a href="http://takingcommand.blogspot.com/" target="_blank">TAKING COMMAND Blog</a><br />
<br />
</span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;">By </span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 12.000000pt;"><a href="http://douglasecastleblog.com/" target="_blank">Douglas E. Castle</a><br />
</span><br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">Trust is a huge asset in </span><span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-style: italic;">every </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">business situation. It's crucial in marketing and sales.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 13.000000pt;">While it's possible to do business with people who don't trust you, it takes a lot longer-- and it<br />
usually involves complex negotiations and ridiculously detailed contracts. The objective is to<br />
build enough trust at the outset of your branding or advertising or marketing campaign that<br />
prospective customers or clients will gravitate toward your brand. This is becoming<br />
increasingly difficult as people in our society are becoming less and less trusting, and<br />
increasingly distrustful and cynical – disillusionment is the enemy you'll have to fight. If you've<br />
been less than trustworthy in the past, your task will require much harder work over a<br />
significantly longer (and probably more expensive) time in order to effect damage repair. There<br />
are three basic rules:<br />
</span><br />
<br />
<br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">1. Be Trustworthy<br />
</span><br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">This rule seems obvious, but there's more to it than you'd think. The word "trustworthy"<br />
literally means being "worthy" of "trust"--that is, you need to be the kind of person who<br />
can be depended upon to follow through on commitments that you make.<br />
</span><br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">Here's a quick test. Think over the past six months and list out the commitments you've<br />
made that have fallen through the cracks. If that list is longer than one or two items, then<br />
you're not trustworthy. It's really that simple.<br />
</span><br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">If you're not trustworthy, it's a waste of time to talk about "winning trust" because any<br />
trust that you win will be strictly temporary.<br />
</span><br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">And beware: If you prove untrustworthy, the ensuing disillusionment tends to be<br />
"sticky." If you let down people who (mistakenly) trusted you, they will remember it for<br />
a </span><span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-style: italic;">long </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">time.<br />
</span><br />
<br />
<br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">2. Create a Reputation<br />
</span><br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">If you want to win trust, simply being trustworthy is necessary but not sufficient. To<br />
create a reputation, you must transform your commitments (and your follow-through)<br />
into publicly available information.<br />
</span><br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">Whenever you make a commitment, send an email or letter, make blog post, or in some<br />
other way create a kind of permanent record that you have done so. (That means, for<br />
instance, that a brief, informal text message won't suffice.) Then do the same when<br />
you've fulfilled that commitment.<br />
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">This habit has the same effect that advertising has on an essentially good product. It<br />
reminds people what they're getting when they do business with you and your<br />
organization<br />
</span><br />
<br />
<br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">3. Add Daily Consistency<br />
</span><br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">Trust builds on consistency, which is why commitments (and their fulfilment) is so<br />
important. If you build up more consistency, people will naturally realize that you can be<br />
counted on.<br />
</span><br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">For example: Mr. Philip Styrlund, CEO of </span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">The Summit Group</span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">, changes his voice mail<br />
message every day to reflect his current thoughts. As for myself, I blog quite frequently<br />
(but you probably already knew that).<br />
</span><br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">When people realize that you're capable of executing a simple task, day after day, they<br />
naturally believe--correctly--that you can be counted upon to deliver, day in and day out.<br />
</span><br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">The following list comes from the blog posting titled “</span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">101Simple Ways To Build Trust</span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">”.<br />
While each item on the list seems obvious, the underlying trick (missed by most people)<br />
is to consistently be </span><span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-style: italic;">honest with yourself </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">and address every single item on the list. Okay<br />
... get ready to scroll a bit!<br />
</span><br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">How to Build Trust</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;"><br />
<br />
1. Be honest </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if you tell the truth, your clients will trust you. Always be honest<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">especially when no one is looking.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">2. Respect your client </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– treat your clients with the same respect you would show the<br />
President of your country. Respect their time as well by never being late. If you need<br />
help being on time, check out </span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">How to Always Be On Time.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">3. Sincerely care </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">- when you truly care about others, it is hard not to trust you.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">4. Ask open-ended questions </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– learn more about your client and be interested in their<br />
answers. Open-ended questions give your client the opportunity to tell you about<br />
themselves. Ask more questions based on the answers that you get.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">5. Don’t be perfect </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– there is always something fishy about someone who seems to<br />
have everything going for them. Don’t waste your energy hiding your mistakes or<br />
weaknesses. This sends a message that you’re not hiding anything and that you want to<br />
build trust.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">6. Don’t look at your watch </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– we’re all on a tight schedule but looking at your watch<br />
when someone is talking is rude. If you must be wary of the time, ask for permission to<br />
look at your watch.<br />
</span></div>
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<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">7. Find the win-win – </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">in negotiations, always look for the win-win outcome. Win-lose<br />
outcomes are one-time only events. When both parties win, you strengthen the<br />
relationship.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">8. Don’t hedge your answers </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– be definitive when you can. When you hedge your<br />
answers, you are giving yourself an “out”. How can anyone trust you when you keep<br />
dodging responsibility. Politicians are notorious for hedging their answers. How much<br />
do you trust your politician?<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">9. Have your clients best interests in mind </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– clients know when you are looking out<br />
for them and when you are looking out for yourself. It’s hard to trust you when there is a<br />
conflict of interests.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">10. Don’t show off </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– it puts people off and you come off like a self promoter interested<br />
in your own success and not the success of others. This breeds resentment more than<br />
trust.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">11. Ask others to endorse you </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if you prove yourself trustworthy and you offer great<br />
products and services, don’t be afraid to ask your clients to recommend you. It’s easier<br />
for others to trust you if someone they already trust endorses you.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">12. Paraphrase what was said </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– giving the information back to the client in your own<br />
words is a great way to show you were listening and to demonstrate your understanding.<br />
People trust others who take the time to listen.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">13. Be transparent </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– I have issues trusting people or companies who are not fully<br />
transparent. For example: companies that deliberately hide their prices for their products<br />
and services.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">14. Call your client </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– relationships get weaker if you don’t nurture them. Call your<br />
clients on a periodic basis, not only when you need to sell them something.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">15. Take responsibility </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– when something goes wrong and it’s your fault, take<br />
responsibility right away and focus on the next steps. It’s easier to trust someone who<br />
owns up to their mistakes.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">16. Take whatever is being said seriously </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– don’t dismiss another person’s problem as<br />
being small or counter with the size of your own problems. Just listen. Whatever they<br />
are going through is real and serious for them and you should treat it as such.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">17. Add value </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– value is what people are willing to pay for. Keep doing great work that<br />
adds value and others will reward you with trust.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">18. Form a common enemy </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">- when you focus on a common cause, it naturally builds<br />
trust and rapport to deal with the issue.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">19. Be poised </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– its hard to trust someone who gets emotional easily. Breathing helps.<br />
</span><span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">20. Empathize </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– acknowledge the feelings behind what is being said and show<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">empathy. Your clients will trust you more when they feel that you understand them.<br />
</span><span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">21. Make the client feel significant </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– this is a basic human need and if you fulfill it,<br />
</span></div>
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">people will trust you. Always be sincere when making your clients feel important. They<br />
can tell if you’re faking it.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">22. Be accessible </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">- when people know they can get access to you, it builds trust because<br />
they can hold you accountable. People who I can’t reach always seem less trustworthy to<br />
me.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">23. Look people in the eye </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if you constantly shift your eyes, it makes people<br />
suspicious of you.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">24. Remove distractions </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if you’re meeting with clients, remove all distractions (turn<br />
off phone, computer screen, etc.) and give them your undivided attention.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">25. Have high self-esteem </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– be comfortable with who you are. Don’t try so hard to<br />
impress, it makes you look wishy-washy. Be careful about these other </span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">warning signs of<br />
low self-esteem</span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">26. Show commitment </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– when you show commitment, people trust you. Think of men<br />
who propose (and actually get married), employees who sign employment contracts and<br />
people who always show up when they say they will.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">27. Say “I don’t know” </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">- admit that you don’t know and say it upfront and direct.<br />
You’ll get a lot of credibility for that.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">28. Deliver what you promise </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– Do what you say you are going to do. This is one of<br />
the best ways to build trust.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">29. Use a real picture </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if you have an online presence, use a real picture of yourself.<br />
An authentic picture lets me know that you’re not afraid to put yourself out there and<br />
you’re willing to be responsible for what you write on your website and blog.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">30. Be vulnerable </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– trust builds when you open up. Don’t hide your human side, that’s<br />
the side that people connect to.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">31. Volunteer information </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– don’t wait until someone follows up to give information<br />
that is important to them. Let them know as soon as you know.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">32. Know your audience </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– make sure you use language that your client will understand.<br />
If you’re not talking to a technical person, don’t use technical language.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">33. Take time to explain </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– when your client is confused, be patient and take time to<br />
help them understand. They’ll appreciate you for it and reciprocate the next time you’re<br />
confused.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">34. Don’t abuse privileges </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– as you gain more trust, you’ll be given more privileges.<br />
Don’t abuse those privileges.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">35. Don’t fidget </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– be aware of your body movements. Minimize your leg shakes, body<br />
shifts and hand fidgets. It’s hard to trust someone who seems nervous or anxious.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">36. Stay up-to-date </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– your clients’ situation, preferences and needs change over time.<br />
It’s up to you to keep up-to-date through proactive communication. Don’t wait for your<br />
</span></div>
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">clients to update you.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">37. Give proper feedback </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if you want to build trust, you need to tell your client the<br />
truth when they make mistakes. “Yes Men” are not very trustworthy<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">38. Don’t name-drop </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– you might think this will help build your credibility but when<br />
you a drop names, it’s a turn off. It seems like you’re using that person’s name to<br />
compensate for your abilities. For better results, have others endorse you (#16).<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">39. Stand up for your client </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if you feel your client is being taken advantage of in any<br />
way, stand up for them or at the very least, inform them of what’s going on.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">40. Make it personal </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– get out of the office and meet your clients face-to-face. You<br />
need to get personal to build deep trust.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">41. Give good advice </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if your advice helps people, they’ll trust you and your advice<br />
even more.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">42. Go ABCD </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– go Above and Beyond the Call of Duty. I didn’t make the acronym up<br />
but ABCD is a great strategy for building trust. Always look for ways to over deliver.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">43. Don’t hard sell </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– You may have the best product or service out there that everyone<br />
can benefit from but no one likes to be sold to or feel forced to do things. Build a<br />
relationship, educate and persuade, not badger. Check out </span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">Permission Marketing by Seth<br />
Godin (affiliate) </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">or my </span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">How to Sell with Integrity Series</span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">44. Share ideas - </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">when you come across good ideas, share them with your clients. Share<br />
ideas that demonstrate your deep understanding of your clients’ needs.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">45. Return calls quickly </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if someone leaves a message, call them back as soon as you<br />
can. This makes the other person feel important and makes them like and trust you more.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">46. Be curious </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– ask questions and be genuinely interested to learn more. Resist taking<br />
over the conversation or trying to immediately solve the problem or issue.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">47. Keep secrets </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if a client tells you something confidential, keep it to yourself unless<br />
it violates your moral and ethical standards.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">48. Don’t over-explain </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– When you over-explain, you’re trying to remove yourself<br />
from being responsible. This is one of the best ways to lose someone’s trust.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">49. Show compassion </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– step into the other person’s shoes. When something bad<br />
happens to your clients, express your sympathies.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">50. Value the relationship </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– show your client that you’re in it for the long-term and<br />
demonstrate that you value the relationship. This may mean taking the first step in a<br />
compromise.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">51. Ask for clarification </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– when asked a question, always clarify it before answering.<br />
Think Columbo – “I may be a little slow here...”<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">52. Know your outcome </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if your goal is to build trust, then your desire to help the<br />
client should surpass your desire to be right or to win. Remember this next time you are<br />
</span></div>
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">trying to prove how right you are at the expense of your relationship to the client.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">53. Don’t use a “fake” voice </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– some people I know use a “professional” voice that isn’t<br />
their own. Use your own voice. If you don’t like how it sounds, get some voice lessons,<br />
they work.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">54. Don’t manipulate </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– it is possible to use the ideas on this list with the intention to<br />
manipulate. Don’t do it because it won’t end well. It never does.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">55. Don’t lie </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– one small lie can destroy a mountain of trust.<br />
<br />
</span><span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">56. Understand that your client is unique </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– every person in this world is unique and<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">should be treated as such. A one size fits all approach rarely works.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">57. Don’t finish other people’s sentences </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– even if they are taking a long time at it, be<br />
patient and let them say it.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">58. Don’t try too hard </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– when you are overly servile or deferential, it can be fairly<br />
annoying. I find it hard to trust anyone who cannot think and act for themselves.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">59. Never talk down to anyone </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– there is no situation where this is acceptable.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">60. Be competent </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– always work to improve your skills. If you want to be trusted, you<br />
need to be competent. This is especially important in a leadership role. Think back to<br />
any bosses you’ve had that were incompetent. Did you trust them?<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">61. Say what you mean </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if you think it’s a bad idea, say so. When you build up a<br />
reputation of saying what you mean, people don’t have to second guess what you’re<br />
trying to say. This helps to increase your trustworthiness.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">62. Focus on your similarities </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– highlight what you have in common with the other<br />
person. We like people who are similar and we trust people whom we like.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">63. Listen attentively </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– Replay for the other person something that shows you’ve<br />
listened carefully. This is especially effective when you bring up and help someone with<br />
challenges they’ve told you about in previous conversations where they don’t expect you<br />
to remember.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">64. Think abundance </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– adopt the belief that there is enough for everyone and you are<br />
not in competition for limited resources. Actions that reflect this belief builds trust<br />
because you become more collaborative with those around you and work to raise people<br />
up as opposed to putting them down.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">65. Send a birthday card </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– there is no better way to show that you care than to<br />
remember someone’s birthday and to get them a nice card. In this internet age, a<br />
handwritten card goes a long way.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">66. Give specific compliments </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– the more specific your compliment, the more sincere it<br />
usually is. It shows that you took time to notice.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">67. Start and end meetings on time </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if you set up a meeting, make sure the agenda is<br />
clear and that the meeting starts and more importantly, ends on time.<br />
</span></div>
</div>
</div>
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<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">68. Be consistent </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– don’t change your views on a whim. It makes people distrustful.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">69. Read books related to emotional intelligence - </span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">How to Win Friends and Influence<br />
People by Dale Carnegie </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">and </span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">Emotional Intelligence by Daniel Goleman </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">are good places<br />
to start.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">70. Don’t gossip </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– don’t gossip about your clients, don’t gossip about others to your<br />
clients.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">71. Give freebies </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if you sell a product or service, consider giving a free version of it.<br />
It allows you to help those without resources to access your expertise. Make sure your<br />
freebies are of high quality and valuable.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">72. Remember names </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– there is nothing more interesting to us than our own names.<br />
Show that you remember the other person’s name. If you need help, </span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">check out How to<br />
Remember Names Even If You Have Bad Memory</span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">73. Trust others first </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– people treat you the way you treat them. Give trust first if you<br />
want to get trust.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">74. Be comfortable with silence </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– don’t feel obligated to fill in the silence. I know it<br />
can be uncomfortable but let the other person think through their ideas and allow them<br />
to break the silence first.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">75. </span><span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">Be responsive </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if someone is unable to reach you, make sure you respond within 24<br />
hours with an acknowledgment or have a auto-reply message explaining the exact times<br />
when you can be reached.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">76. Have integrity </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– stick to your beliefs and values no matter what. Check out this<br />
article on the </span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">Importance of Keeping Integrity in the Workplace</span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">77. Allow others to help you </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– sometimes we are so focused on giving that we do not<br />
allow others to give to us. Doing this robs them of the joy of giving. Let others give.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">78. Don’t blame </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– </span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">when things go wrong</span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">, don’t point fingers. Empower yourself by<br />
taking responsibility and then determining what you’re going to do next. Don’t waste the<br />
present thinking about the past that can’t be changed. A person that doesn’t blame<br />
quickly gains the trust of others.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">79. Be yourself </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– don’t change who you are to please other people. It’s tiring for<br />
everyone. If you don’t know how to be yourself, check out </span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">this article by Chris<br />
Guillebeau</span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">80. Express emotions </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– “just the facts” may be appropriate during an investigation but<br />
when dealing with people, emotions add the human element which is key for building<br />
trust<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">81. Pay attention </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– be attentive to the body language to make sure it matches the<br />
meaning of the spoken language.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">82. Don’t prejudge </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– listen with an open mind and take in what is being said without<br />
coloring it with your own judgments.<br />
</span></div>
</div>
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<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">83. Understand that the map is not the territory </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– our reality is only our perception of<br />
reality. Understanding that everyone perceives the world differently allows us to be<br />
more open-minded and accepting of ideas.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">84. Don’t interrupt </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– when you interrupt, you are telling everyone that what you have<br />
to say is more important than what anyone else has to say.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">85. Get testimonials </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if you do great work, ask your clients to write testimonials for<br />
you. These are the first things I read before buying anything. Never fake testimonials.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">86. Don’t be a know-it-all </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– you can’t possibly know how to do everything and you<br />
don’t need to. Always be transparent about what you know and don’t imply that you<br />
know more that you actually do. Being human is a good thing.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">87. Have passion </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– when I see someone who is motivated by their passion and not<br />
money, status or power, I am more inclined to trust them. Perhaps it is the feeling that<br />
they are not trying to take anything away from me but rather they are building something<br />
great.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">88. Show loyalty </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– a person that demonstrates firm and constant support is usually a<br />
person that other people want to trust.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">89. Do your research </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– make an effort to understand your client. The more you get<br />
them, the faster they’ll think of you as an insider. Your goal is to be invited to the inner<br />
circle.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">90. Give credit </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– the more credit you give to others, the more people will trust you.<br />
“</span><span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-style: italic;">There is no limit to the good man can do if he doesn’t care who gets the credit.</span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">” –<br />
Judson B. Branch<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">91. Have an opinion </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– people who never take sides have trouble building trust because<br />
they are not willing to take a stand.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">92. Don’t expect anything in return </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– help people and don’t expect anything in return.<br />
You’ll be happier for it and giving is always better than receiving.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">93. Uphold accountability </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– trust is not about letting things slide. It’s about doing what<br />
is best for your client.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">94. Never exaggerate </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– it’s tempting to play up the benefits about your products and<br />
services but exaggerations never end well. Any form of “truth stretching” is a bad idea if<br />
you want to build trust.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">95. Make things right </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– when you make a mistake, in addition to learning from it, you<br />
should make it right in some way. At Pret-a-Manger, when they got my order wrong,<br />
they gave me my order for free along with a free cup of coffee. I now go twice as often.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">96. Don’t flatter </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– insincere compliments are one of the quickest ways to lose rapport<br />
and trust with someone.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">97. Trust yourself </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– you can’t give what you don’t have and you can’t get what you<br />
don’t give (say that 5 times fast).<br />
</span></div>
</div>
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<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">98. Be fair </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– treat people fairly. Like a good parent, don’t play favorites. Reward and<br />
punish accordingly.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">99. Help their children </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– if you have clients who have children, find a way to help their<br />
kids. You can give them advice, write a letter of recommendation or give them a job.<br />
Your deeds will definitely not be forgotten and you’ll find yourself being introduced as a<br />
friend of the family.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">100. Don’t give up </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– just because someone doesn’t trust you now, doesn’t mean you<br />
can’t build it. If what you’re doing is not working, try something else. You have 101<br />
things you can do.<br />
</span><br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">101. Be enthusiastic </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">– most people can’t fake enthusiasm. When you are enthusiastic<br />
about what you do, people are more likely to trust you.<br />
</span><br />
<br />
<br />
<br />
<span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-weight: 700;">The Takeaway</span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">:In a difficult and disillusioned economy, with consumers (both B2B andB2C) wary of scams, poor customer service, indifferent treatment and a host of<span style="font-family: 'TimesNewRomanPSMT';"> </span>other<span style="font-family: 'TimesNewRomanPSMT';"> </span>classic deal-killers and money-losing propositions, you must differentiate yourself, your<span style="font-family: 'TimesNewRomanPSMT';"> </span>company and your brand from your prospective competitors by being exceptionally<span style="font-family: 'TimesNewRomanPSMT';"> </span>trustworthy. Being trustworthy is the basis of most referral business and client retention,<span style="font-family: 'TimesNewRomanPSMT';"> </span>and while it might cost you more in terms of time and money invested, the return on an<span style="font-family: 'TimesNewRomanPSMT';"> </span>investment in developing a reputation for being trustworthy is enormous – especially in<span style="font-family: 'TimesNewRomanPSMT';"> </span>times of tight money and competition for limited dollars.<br />
</span><br />
<br />
<br />
<br />
<a href="http://douglasecastle.com/" target="_blank"><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">Douglas E. Castle</span></a><br />
<br />
<br />
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<span style="font-family: Tahoma;"><span style="font-size: 7pt; text-decoration: none;"> TAKING COMMAND! ACHIEVING YOUR OBJECTIVES. <br />
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Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-63598981017287406762014-12-10T06:00:00.000-05:002014-12-10T06:00:02.940-05:00No News Is Bad News<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgZhFFE_r84QueA5rya64kbJ8jhzujhUtzzn79y3_DvztxXD9D5mcZLSfiJgxCJSC_8fWX5BpkAph6hbHbx7GXG7uStMfpN9HvlFZLSX3aa1n4GFl-Lakh4iUikBFobFU_vObD8/s1600/NO+NEWS+IS+ALWAYS+BAD+NEWS+-+The+Taking+Command+Blog+-+Douglas+E.+Castle.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgZhFFE_r84QueA5rya64kbJ8jhzujhUtzzn79y3_DvztxXD9D5mcZLSfiJgxCJSC_8fWX5BpkAph6hbHbx7GXG7uStMfpN9HvlFZLSX3aa1n4GFl-Lakh4iUikBFobFU_vObD8/s1600/NO+NEWS+IS+ALWAYS+BAD+NEWS+-+The+Taking+Command+Blog+-+Douglas+E.+Castle.jpg" height="216" width="400" /></a></div>
<div style="text-align: center;">
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 18.000000pt;"> </span></div>
<div style="text-align: center;">
<br /></div>
<div style="text-align: center;">
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 18.000000pt;">NO NEWS IS BAD NEWS </span></div>
<div style="text-align: center;">
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 16.000000pt;">In Silence, People Tend To Think The Worst </span></div>
<div style="text-align: center;">
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 16.000000pt;">In Management And Leadership, Frequent Communication Is Essential </span></div>
<div style="text-align: center;">
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">From An Article In </span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">The TAKING COMMAND! Blog </span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">By </span><span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-style: italic;">Douglas E. Castle </span></div>
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">During prolonged periods of silence, people are left to wonder; that wondering leads to visualization of negative possibilities and potentials (generally speaking, and in accord with the basic insecurities of Human Beings). The longer and more absolute the silence, the more these negative thoughts tend to propagate. </span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">If you are a leader, manager or commander and you are silent, any one or several of the following assumptions will likely be made regarding your lack of communication – ironically, your lack of communication speaks volumes: </span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">~ You are overwhelmed by your workload, and you are not competent to handle the enormous responsibilities of leadership; </span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">~ You are either ignoring your responsibilities and/or are searching for another role to play in another organization; </span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">~ You have received devastatingly negative news that you are afraid to confront or announce; </span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">~ You are disappointed in the work being performed by your subordinates, and you are either too disgusted with them to communicate with them or you are passively/aggressively punishing those guilty parties by depriving them of your attention; </span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">~ You have lost your impetus and momentum as a driver, and are not accomplishing anything – therefore, you've nothing about which to converse. </span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">Any of the above suppositions, all of which are common in cases of a lack of top-down communication, are bad for your personal brand, effectiveness, and relationship with your troops (or employees). You will be rendered less of a standard-bearer and more of a bag of ballast – and those who report to you will think 1) that the ship may be sinking on your watch, or 2) that they are failing you significantly enough to be rendered unworthy of your attention. </span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">Communication, powerful and frequent, is one of the hallmarks of a truly good leader. </span></div>
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<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">Those whom you are charged with the responsibility of leading must know your status as well as their own in order for the enterprise not to fall prey to the ever-disabling rumor mill. </span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">Good leadership requires good communication skills as well as charisma and all of the other personality and management-style attributes we've discussed so many times before on the Taking Command Blog. </span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">If you need a quick reminder (in the style of the late lawyer <a class="zem_slink" href="http://en.wikipedia.org/wiki/Johnnie_Cochran" rel="wikipedia" target="_blank" title="Johnnie Cochran">Johnny Cochran</a>), “</span><span style="font-family: 'TimesNewRomanPS'; font-size: 14.000000pt; font-style: italic; font-weight: 700;">If you don't converse, things will get worse</span><span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">.” </span><br />
<br />
<span style="font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">Whether the news is good or bad – don't ever let your troops, employees or teammates think that you are an introvert or an escapist. Introverted personalities may make for fine actuaries, but they make for poor leaders. </span><br />
<br />
<span style="color: rgb(0.000000%, 0.000000%, 50.196000%); font-family: 'TimesNewRomanPSMT'; font-size: 14.000000pt;">Douglas E. Castle </span><br />
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Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-9959584305982995482014-11-06T07:08:00.000-05:002014-11-06T07:10:19.812-05:00Being Judged By Our Leaders -- By Douglas E. Castle<div style="text-align: center;"> <span style="font-size: large;">Being Judged By Our Leaders</span></div><div style="text-align: center;">Originally Published In The <a href="http://takingcommand.blogspot.com/" target="_blank">TAKING COMMAND! Blog</a></div><div style="text-align: center;"><br />
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<br />
We tend to judge an entire organization, its culture, its integrity and its success prospects by our assessment of its leader, and his or her perceived quality. Leaders, and their personalities are part of branding.<br />
<br />
An <a class="zem_slink" href="http://en.wikipedia.org/wiki/Organization" rel="wikipedia" target="_blank" title="Organization">organization</a>, whether commercial or governmental, will be judged by its most visible and highest-ranking <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" target="_blank" title="Leadership">leaders</a> and commanders. Just as the legendary <a class="zem_slink" href="http://en.wikipedia.org/wiki/Steve_Jobs" rel="wikipedia" target="_blank" title="Steve Jobs">Steve Jobs</a> was able to keep Apple's stock flying high, the recent mid-term elections were an example of the opposite case -- where the voters repudiated the entire <a class="zem_slink" href="http://www.democrats.org/" rel="homepage" target="_blank" title="Democratic Party (United States)">Democratic Party</a> because their leader and highest-ranking member, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Barack_Obama" rel="wikipedia" target="_blank" title="Barack Obama">Barack Obama</a> has failed as leader and a manager.<br />
<br />
A harsh judgement, perhaps, but entire organizations are still seen by people as being represented in one person -- the leader. And if the leader doesn't inspire confidence in employees, shareholders, consumers, and, in this case, voters, the entire organization will be negatively impacted on multiple fronts.<br />
<br />
Pundits in the executive <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership_development" rel="wikipedia" target="_blank" title="Leadership development">leadership development</a> field advise me that "the actions and appearance of a company's highest-ranking publicly-seen individual are as important as the financial or stock performance of the organization."<br />
<br />
In sum, the leader of any organization must be chosen carefully, as he or she will actually become inextricably interwoven with the branding and ratings of the enterprise which he or she heads.<br />
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<a href="http://douglasecastleblog.com/" target="_blank">Douglas E. Castle</a><br />
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http://takingcommand.blogspot.com <br />
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The Guide to self-mastery, goal-setting, strategic planning and decision making, leadership, management, contingency planning, leveraging assets, rule and domination, choosing allies, dealing with enemies, assessing risk, time management, negotiation... achieving personal authority, influence, wealth and success through total TRANSFORMATION. <br />
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<u>Key Terms</u>: Leadership, management, self-growth, self-mastery, personal power, career advancement, negotiation, winning, wealth, success </span></span><br />
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</ul></div>Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-87599450874301669392014-11-03T15:11:00.001-05:002014-11-03T15:18:45.576-05:00Your Business: Management Versus Leadership - Douglas E. Castle<style type="text/css">P { margin-bottom: 0.08in; }A:link { }</style>
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<span style="font-size: large;">Your
Business: Management Versus Leadership</span></div>
<div align="CENTER" style="margin-bottom: 0in;">
<span style="font-size: medium;">There Are
Significant Distinctions Between Management And Leadership</span></div>
<div align="CENTER" style="margin-bottom: 0in;">
<span style="font-size: x-small;">Article
By: </span><span style="color: navy;"><span lang="zxx"><u><a href="http://douglasecastleconsultancy.com/"><span style="color: black;"><span style="font-size: x-small;">Douglas
E. Castle</span></span></a></u></span></span></div>
<div align="CENTER" style="margin-bottom: 0in;">
<span style="font-size: x-small;">Originally
Published In </span><span style="color: navy;"><span lang="zxx"><u><a href="http://takingcommand.blogspot.com/"><span style="font-size: x-small;"><i><b>The
TAKING COMMAND! Blog</b></i></span></a></u></span></span></div>
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<br /></div>
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<span style="font-size: small;">Leaders lead
people. Manager </span><i><span style="font-size: small;">manage</span></i><span style="font-size: small;">
tasks. There is a significant </span><i><span style="font-size: small;">difference</span></i><span style="font-size: small;">.</span></div>
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<br /></div>
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<span style="font-size: small;">In my practice
of Management Consulting, I have met managers and I have met leaders.
It is clear that some managers are terrible leaders, and some leaders
are very poor managers. It is rare that I have met a manager who was
a great leader, or a leader who was a great manager. The skill sets
and functions of each are quite different, and these differences are
important to understand. Each of these two can play a valuable role
in the success of any organization, or directly in the revenue
production, profitability and market position of your business.</span></div>
<div align="LEFT" style="margin-bottom: 0in;">
<br /></div>
<div align="LEFT" style="margin-bottom: 0in;">
<span style="font-size: small;"><u>Here is a
brief outline of the key differences between the two roles</u></span><span style="font-size: small;">:</span></div>
<div align="LEFT" style="margin-bottom: 0in;">
<br /></div>
<div align="LEFT">
<span style="font-size: small;">The manager’s job is to plan, organize
and coordinate. The leader’s job is to inspire and motivate. In his
1989 book “On Becoming a Leader,” Warren Bennis composed a list
of the differences:</span></div>
– The manager administers; the leader innovates.<br />
<br />
– The manager is a copy; the leader is an original.<br />
<br />
– The manager maintains; the leader develops.<br />
<br />
– The manager focuses on systems and structure; the leader
focuses on people.<br />
<br />
– The manager relies on control; the leader inspires trust.<br />
<br />
– The manager has a short-range view; the leader has a
long-range perspective.<br />
<br />
– The manager asks how and when; the leader asks what and why.<br />
<br />
– The manager has his or her eye always on the bottom line; the
leader’s eye is on the horizon.<br />
<br />
– The manager imitates; the leader originates.<br />
<br />
– The manager accepts the status quo; the leader challenges it.<br />
<br />
– The manager is the classic good soldier; the leader is his or
her own person.<br />
<br />
– The manager does things right; the leader does the right
thing.<br />
<br />
Perhaps there was a time when the calling of the manager and that
of the leader could be separated. A foreman in an industrial-era
factory probably didn’t have to give much thought to what he was
producing or to the people who were producing it. His or her job was
to follow orders, organize the work, assign the right people to the
necessary tasks, coordinate the results, and ensure the job got done
as ordered. The focus was on efficiency, and personalities and
individualism in employees were low priorities if regarded at all.<br />
<br />
But in the new economy, where value comes increasingly from the
knowledge of people and of emotional intelligence and industrial
psychology, and where workers are no longer undifferentiated “robots”
in an industrial machine or mere pegs in a giant pegboard, management
and leadership are no longer as easily separated. Employees and
workers in general look to their managers, not just to assign them
tasks, but to define and provide them each with a personalized
purpose, as well as with a view of how their efforts contribute to
the whole of what is being produced or provided by the enterprise.<br />
<br />
And managers must organize workers, not just to maximize efficiency,
but to nurture skills, develop talent and inspire results. More
specifically, managers have to cultivate team leadership skills in
order to be effective and avoid to obsolescence (and the unemployment
which usually goes along with becoming outmoded or disrupted in a
troubled economy).<br />
<br />
In brief, today's managers are increasingly having to develop
leadership attributes in order to deal with the changing demands and
needs of the current and upcoming members of the employee workforce.
Managers must have, or must acquire, the people skills of leaders in
order to get more cooperation, collaboration and synergy out of the
employee teams whom they are tasked with managing.<br />
<br />
As an added observation, it is, generally speaking, easier to
cultivate team leadership skills in a good manager than it is to
train and turn a leader into an efficient and effective manager. I've
participated in both exercises, and the former is generally much,
much easier and more likely to be successful than the latter.<br />
<br />
<br />
<br />
Douglas E. Castle<br />
<br />
<br />
<br />
<span style="font-size: x-small;"><i><u><b>Tags, Labels, Keywords, Categories And
Search Terms For This Article</b></u></i></span><span style="font-size: x-small;"><i><b>:
business, management, leadership, team, cooperation, leaders,
managers, industrial psychology, people skills, The Taking Command
Blog, Douglas E. Castle, employees, inspire.</b></i></span><br />
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<span style="color: black;"><span style="font-family: TimesNewRomanPSMT, serif;"><span style="font-size: xx-small;"><u><b>NOTE</b></u></span></span></span><span style="color: black;"><span style="font-family: TimesNewRomanPSMT, serif;"><span style="font-size: xx-small;"><span style="text-decoration: none;"><b>:
THE INFORMATION CONTAINED IN THIS ARTICLE SHOULD NOT BE CONSTRUED BY
THE READER AS BEING LEGAL, FINANCIAL, TAX, ACCOUNTING, ECONOMIC OR
INVESTMENT ADVICE. NO OFFERING OF SECURITIES OR OTHER INVESTMENT
INTERESTS OF ANY TYPE IN ANY ENTITY IS MADE HEREBY, NOR IS A
SOLICITATION FOR THE PURCHASE OF SECURITIES OR OTHER INVESTMENT
INTERESTS OF ANY TYPE IN ANY ENTITY MADE HEREBY. THIS ARTICLE IS
INTENDED FOR GENERAL INFORMATIONAL PURPOSES ONLY AND REPRESENTS THE
VIEW OF THE AUTHOR ONLY.</b></span></span></span></span></div>
<div style="margin-bottom: 0in; text-decoration: none;">
<br /></div>
<div style="margin-bottom: 0in; text-decoration: none;">
<span style="color: black;"><span style="font-family: TimesNewRomanPSMT, serif;"><span style="font-size: xx-small;"><b>THIS
ARTICLE IS COPYRIGHT 2014 BY DOUGLAS E. CASTLE, WITH ALL RIGHTS
RESERVED. ANY REPRODUCTION, TRANSMITTAL OR DISTRIBUTION OF THIS
ARTICLE, EITHER IN WHOLE OR PART, IS UNAUTHORIZED AND MAY BE
UNLAWFUL, UNLESS FULL ATTRIBUTION IS GIVEN TO THE AUTHOR AND ALL
IMAGES AND LINKS IN THE ARTICLE REMAIN INCLUDED AND “LIVE.” </b></span></span></span>
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TAKING COMMAND! ACHIEVING YOUR OBJECTIVES.
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<br /><br />
The Guide to self-mastery, goal-setting, strategic planning and decision making, leadership, management, contingency planning, leveraging assets, rule and domination, choosing allies, dealing with enemies, assessing risk, time management, negotiation... achieving personal authority, influence, wealth and success through total TRANSFORMATION.
<br /><br />
<u>Key Terms</u>: Leadership, management, self-growth, self-mastery, personal power, career advancement, negotiation, winning, wealth, success
</span></span>Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-52449789662278719822014-04-24T11:19:00.001-04:002014-04-24T11:19:14.410-04:00Commercial Espionage Versus Competitive Intelligence<a href="http://getglobaledge.com/wp-content/uploads/2014/04/rsz_commercial_espionage_versus_competitive_intelligence_1.jpg"><img alt="rsz_commercial_espionage_versus_competitive_intelligence_[1]" class="aligncenter size-full wp-image-693" src="http://getglobaledge.com/wp-content/uploads/2014/04/rsz_commercial_espionage_versus_competitive_intelligence_1.jpg" height="717" width="423" /></a><br />
<div style="text-align: center;">
<a class="zem_slink" href="http://en.wikipedia.org/wiki/Industrial_espionage" rel="wikipedia" target="_blank" title="Industrial espionage">COMMERCIAL ESPIONAGE</a> - PROFITABLE, ILLEGAL, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Risk" rel="wikipedia" target="_blank" title="Risk">RISKY</a> AND SOMETIMES FATAL</div>
<br />
<h3>
</h3>
Note: It’s crucially important to know the difference between commercial <a class="zem_slink" href="http://en.wikipedia.org/wiki/Espionage" rel="wikipedia" target="_blank" title="Espionage">espionage</a> (which generally involves theft, among other <a class="zem_slink" href="http://en.wikipedia.org/wiki/Crime" rel="wikipedia" target="_blank" title="Crime">illegal activities</a>), and <a class="zem_slink" href="http://en.wikipedia.org/wiki/Competitive_intelligence" rel="wikipedia" target="_blank" title="Competitive intelligence">competitive intelligence</a>, which is more challenging, but which <i>does not ever require</i> the foolishness of breaking laws and risking incarceration, deportation or, on occasion, death. Stealing information and selling it to a third party for a price is not a profession -- it is a death wish waiting to be fulfilled.<br />
<h3>
</h3>
It takes a great set of skills to gather competitive intelligence by fully legal means, and there is even <i>more skill required</i> not to make it apparent to your quarry that you are obtaining information and putting it into the hands of his or her competitors.<br />
<h3>
</h3>
A recent news story follows which describes the ordinary outcome of a commercial or political espionage campaign. We, at <a href="http://www.getglobaledge.com/">Global Edge Technologies Group LLC,</a> don’t ever endorse this type of activity.<br />
<table><tbody>
<tr>
<td></td>
<td><a href="http://www.finfacts.ie/irishfinancenews/article_1027441.shtml">FinFacts Ireland</a></td>
</tr>
</tbody>
</table>
<a href="http://www.finfacts.ie/irishfinancenews/article_1027441.shtml">Japan arrests ex-SanDisk employee in <b>commercial espionage</b> case</a><br />
<br />
FinFacts Ireland<br />
<br />
Last Thursday <a class="zem_slink" href="http://en.wikipedia.org/wiki/Tokyo_Metropolitan_Police_Department" rel="wikipedia" target="_blank" title="Tokyo Metropolitan Police Department">Tokyo police</a> arrested a man suspected of illegally providing a <a class="zem_slink" href="http://en.wikipedia.org/wiki/South_Korea" rel="wikipedia" target="_blank" title="South Korea">South Korean</a> firm with research data from SanDisk Corp, a US high tech <b>…</b><br />
<h3>
</h3>
- <a href="http://douglasecastleblog.com/"><i>Douglas E. Castle</i></a><br />
<h6 class="zemanta-related-title" style="font-size: 1em;">
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<li class="zemanta-article-ul-li"><a href="http://www.rferl.org/content/azerbaijan-journalist-mirkadyrov-arrested/25355986.html" target="_blank">Azerbaijan Arrests Prominent Journalist For Espionage</a> (rferl.org)</li>
<li class="zemanta-article-ul-li"><a href="http://www.matthewaid.com/post/83640626323/moscows-hackers-are-a-threat-nobody-is-paying" target="_blank">Moscow's Hackers Are a Threat Nobody Is Paying Attention To</a> (matthewaid.com)</li>
<li class="zemanta-article-ul-li"><a href="http://thediplomat.com/2014/03/china-decries-us-hypocrisy-on-cyber-espionage/" target="_blank">China Decries US 'Hypocrisy' on Cyber-Espionage</a> (thediplomat.com)</li>
<li class="zemanta-article-ul-li"><a href="http://12160.info/page/spooky-business-a-new-report-on-corporate-espionage-against-non-p" target="_blank">Spooky Business: A New Report on Corporate Espionage Against Non-profits. Chamber of Commerce, Walmart, Monsanto, Kraft, Coca-Cola, Chevron, Burger King, McDonald's, Shell, BP - have been linked to espionage or planned espionage against nonprofit organizat</a> (12160.info)</li>
<li class="zemanta-article-ul-li"><a href="http://www.matthewaid.com/post/73136571252/the-secret-intelligence-war-betwen-israel-and-iran" target="_blank">The Secret Intelligence War Betwen Israel and Iran</a> (matthewaid.com)</li>
<li class="zemanta-article-ul-li"><a href="http://pi-telegraph.com/spy-midst-competitive-intelligence-corporate-espionage/" target="_blank">A spy in our midst - competitive intelligence or corporate espionage?</a> (pi-telegraph.com)</li>
<li class="zemanta-article-ul-li"><a href="http://csuitementor.wordpress.com/2014/01/14/10-battles-won-by-sneaky-espionage-listverse/" target="_blank">10 Battles Won By Sneaky Espionage - Listverse</a> (csuitementor.wordpress.com)</li>
<li class="zemanta-article-ul-li"><a href="http://ireport.cnn.com/docs/DOC-1124264?ref=feeds%2Flatest" target="_blank">FBI Warns U.S Students Studying Abroad About Espionage</a> (ireport.cnn.com)</li>
<li class="zemanta-article-ul-li"><a href="http://moz.com/blog/competitive-intelligence-purpose-process" target="_blank">Competitive Intelligence: Purpose & Process</a> (moz.com)</li>
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Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-38704811411966609572014-04-21T10:30:00.000-04:002014-04-21T10:30:03.097-04:00Leadership And Decisionmaking By IntuitionThe greatest leaders, managers, commanders and other responsible decision makers generally lead by their "gut" -- a twitterword [this latter is a Lingovation] for intuition. But how does a responsible individual differentiate between emotions (which are negative factors in decision making in a business or battlefield context) and intuition? Knowing the difference is absolutely crucial.<br />
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Click: <a href="http://bit.ly/DECIDE8">http://bit.ly/DECIDE8</a> <br />
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Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-58429443230271664572013-08-30T13:34:00.002-04:002013-08-30T13:37:31.603-04:00Keep Them Wondering - Mysterious Moves...<br />
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If you would like to continue reading articles written by <i>Douglas E. Castle</i>, you have two new choices:<br /><br /><br />
<b>1</b>) Visit his new professional website and business blog at<a href="http://douglasecastleblog.com/"> http://DouglasECastleBlog.com</a>, where he discusses fixing broken businesses and fueling and accelerating the growth curve of successful or potentially successful companies or organizations, or you may:<br /><br /><br />
<b>2)</b> Visit his multi-subject personal blog at <a href="http://douglasecastle.com/"> http://DouglasECastle.com</a> which will now be the ultimate, centralized <i>consolidation of the large list of blogs which follow</i>. While I might continue to post to these blogs directly, I will be doing so only sporatically. <b>Thank you, as always, for following me and for sharing my articles with your colleagues across your many social media networks using an ever-increasing variety of sharing tools,</b>. The selected blog list follows for your reference:</span></span><br /><br />
<span style="font-family: Arial;"><span style="font-size: 10pt; text-decoration: none;"><br />
<span style="font-size: x-small;"><u><b>SELECTED LINKS TO BLOGS BY DOUGLAS E. CASTLE</b></u>: </span><br /><br />
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Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-88147140058857404932013-08-07T20:55:00.001-04:002013-08-07T20:55:59.687-04:00Embassy Closings: Leader Turns Coward.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgDPSmdP1K1BfPQxQE2G4vBGpQ5dqRPwL6WCY1lWgPGH41Ymh0Q84X91eJ7BpuQ__kSW1_EXSRSSeYDWH_kdsh5-399DuKdLg6UDwUg0iR-INrmNic4uqdTH5mLgoE2yCiqjUNl/s1600/Benghazi+Embassy+Attack+Aftermath+-+A+Political+Nightmare+-+Whitewashing+And+Misleading+-+The+Internationalist+Page+Blog+-+Douglas+E,+Castle.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="327" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgDPSmdP1K1BfPQxQE2G4vBGpQ5dqRPwL6WCY1lWgPGH41Ymh0Q84X91eJ7BpuQ__kSW1_EXSRSSeYDWH_kdsh5-399DuKdLg6UDwUg0iR-INrmNic4uqdTH5mLgoE2yCiqjUNl/s400/Benghazi+Embassy+Attack+Aftermath+-+A+Political+Nightmare+-+Whitewashing+And+Misleading+-+The+Internationalist+Page+Blog+-+Douglas+E,+Castle.jpg" width="400" /></a></div>
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In your command, if you personally demonstrate cowardice, it will spread like a flu pandemic throughout the troops in your charge. After that, your troops won't think twice about disobeying your orders as your alpha underlings each try to grab command and control of your troops. After a while you will have chaos and anarchy. The <a class="zem_slink" href="http://maps.google.com/maps?ll=38.8833333333,-77.0166666667&spn=10.0,10.0&q=38.8833333333,-77.0166666667%20(United%20States)&t=h" rel="geolocation" title="United States">United States</a>, instead of using the intelligence it has to make some pre-emptive enemy camp strikes (the drones need more testing), and simultaneously shoring up its embassies with wider protective perimeters, extra military guards and better security checks in a show of "<b><span style="color: blue;"><u>WE ARE </u></span><a class="zem_slink" href="http://en.wikipedia.org/wiki/Not_Afraid" rel="wikipedia" title="Not Afraid">NOT AFRAID</a></b>."</div>
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Having committed the unforgivable sin of backing off, we are feeding the beast that is terrorism by letting it terrorize us, and letting it control our activities worldwide.</div>
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How can a president expect to maintain national order with this type of policy -- folding up our tents and umbrellas because it looks like its getting stormy, instead of digging in and bringing the horror to them - to their madrassas - to their training camps - to their embassies. I know that some of you who are not use to my style at <a href="http://takingcommand.blogspot.com/" target="_blank">The Taking Command Blog</a>, will find my analogies and metaphors disconcerting, but we are having pebbles thrown at us by sand-dwelling lunatics, while we stand helpless atop the highest hill -- why don't we start and avalanche of stones?</div>
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You cannot, in your walk as a commander or leader, ever yield to a threat -- because once you have, you will have lost everything that you once had that was worth defending. When someone puts the tip of a lit cigarette on your tender forearm, you do the best you can to escape -- but you come back with a flamethrower and destroy everything that he holds dear. There are really no rules in war, either physical or psychological. The objective is to win, with as little loss of life and property on your side as possible.</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhMenH_h3Vykx0Pw42ES2r8oLBoO7wbpGJEg5RXBjTvCjQLP1tR9aZWfe3wsY_KeW0gi9qORGm9mFr5dWPM93yL_qcxScV7pbEZ4nepap8CdwcZljpJkz1NzvULDVJjztfvq5ze/s1600/Flamethrower.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhMenH_h3Vykx0Pw42ES2r8oLBoO7wbpGJEg5RXBjTvCjQLP1tR9aZWfe3wsY_KeW0gi9qORGm9mFr5dWPM93yL_qcxScV7pbEZ4nepap8CdwcZljpJkz1NzvULDVJjztfvq5ze/s400/Flamethrower.jpg" width="370" /></a></div>
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Is our nation's leadership simply cowardly, or just helplessly ill-equipped? Either one makes for great rejoicing among the terrorists who have changed <a class="zem_slink" href="http://maps.google.com/maps?ll=38.8833333333,-77.0166666667&spn=10.0,10.0&q=38.8833333333,-77.0166666667%20(United%20States)&t=h" rel="geolocation" title="United States">the US</a> way of life since 9/11. They are winning. They have us on the defensive, up against the ropes. Our thinking, our tactics, our strategy and our will, our <i>commitment</i> to remain free (as free as we can be ) have to change. Immediately. <br />
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After the <a class="zem_slink" href="http://maps.google.com/maps?ll=32.1166666667,20.0666666667&spn=0.1,0.1&q=32.1166666667,20.0666666667%20(Benghazi)&t=h" rel="geolocation" title="Benghazi">Benghazi</a> affair, which needlessly and callously cost several decent <a class="zem_slink" href="http://maps.google.com/maps?ll=38.8833333333,-77.0166666667&spn=10.0,10.0&q=38.8833333333,-77.0166666667%20(United%20States)&t=h" rel="geolocation" title="United States">Americans</a> their lives, and which was a clear demonstration of poor utilization of well-gathered field intelligence, a lack of any responsiveness, and a show of just how unimportant lives are when politicians are busily advancing their own agendas. It was a study in poor judgment and poorer values.<br />
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In the wake of that tragedy, with intelligence informing us of very credible, imminent threats to the safety of our <a class="zem_slink" href="http://en.wikipedia.org/wiki/Diplomatic_mission" rel="wikipedia" title="Diplomatic mission">embassies</a> in many parts of the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Islam" rel="wikipedia" title="Islam">Islamic</a> and non-<a class="zem_slink" href="http://en.wikipedia.org/wiki/Muslim_world" rel="wikipedia" title="Muslim world">Islamic world</a>, and with terrorists emboldened by our failure at Benghazi, and by our obvious domestic and overseas <a class="zem_slink" href="http://en.wikipedia.org/wiki/Security_checkpoint" rel="wikipedia" title="Security checkpoint">security checkpoint</a> <a class="zem_slink" href="http://en.wikipedia.org/wiki/Cryptographic_protocol" rel="wikipedia" title="Cryptographic protocol">security protocol</a> foul-ups (<a class="zem_slink" href="http://en.wikipedia.org/wiki/Homeland_security" rel="wikipedia" title="Homeland security">Homeland Security</a>, The Airports, The Boston Bombers, the <a class="zem_slink" href="http://maps.google.com/maps?ll=31.13,-97.78&spn=0.01,0.01&q=31.13,-97.78%20(Fort%20Hood)&t=h" rel="geolocation" title="Fort Hood">Fort Hood</a> slaughter), <i>the U.S. embassy closures and travel warning has spurred an influx of media coverage, adding to the hype and counterintuitively, creating even more terror for the masses.</i><br />
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If we had the courage of command, we would shore up security using the military at each of those embassies, tighten perimeters, conduct intensive security checks, and leave them each proudly open, but obviously secured. We are looking increasing increasingly cautious and defensive instead of outraged and offensive -- and this is just what the enemy wants. Terrorists thrive on cowardice and fear. And sadly, since we apparently will not mobilize the resources to shore up those ambassadorial posts, we are, as the enemy sees it, running away -- afraid to fight.<br />
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War is just as psychological as it is physical.<br />
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The embassy closures are shameful and set a terrible precedent. But it is hard to disagree with the <a class="zem_slink" href="http://maps.google.com/maps?ll=38.8941666667,-77.0483333333&spn=0.01,0.01&q=38.8941666667,-77.0483333333%20(United%20States%20Department%20of%20State)&t=h" rel="geolocation" title="United States Department of State">State Department</a>'s edict when we know that our own political leadership is not dedicated to the task of showing strength - no, we are the loudest country with our empty threats about sanctions and so forth, but the first to run away from a burning building and leave our comrades behind.<br />
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It gets increasingly difficult to be proud of being a US citizen. That much is for certain. I believe as do my closest colleagues and confidantes that the best way to fight the war against terror is by combining our intelligence units with those of our few genuine allies (Mossad would be a fabulous addition), locating all of the terrorist training camps, and testing out drone strikes. Let them be terrified to train in the open. Let them close up shop and hide in spider holes underground. Bullies only victimize those they believe won't fight back. And the U.S. is encouraging terrorists to bully us. It's disgraceful. <br />
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<span style="font-family: "Helvetica Neue",Arial,Helvetica,sans-serif;"><span style="font-size: x-small;"><b>Homeland Security, Executive Protection, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Muslim_world" rel="wikipedia" title="Muslim world">Muslim world</a>, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Al-Qaeda" rel="wikipedia" title="Al-Qaeda">Al-Qaeda</a>, Benghazi, terror, embassy closures, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Military_intelligence" rel="wikipedia" title="Military intelligence">military intelligence</a>, show of fear, defensive strategy, retreat instead of confront, GetGlobalEdge.com, political agendas, psychological warfare, failures of command and control, failure to act, courage and leadership, lack of unity in our protective purpose, DouglasECastleBlog.com, drone strikes, urban warfare, protecting <a class="zem_slink" href="http://en.wikipedia.org/wiki/Human_capital" rel="wikipedia" title="Human capital">Human assets</a> and strategic positions, bullying, counterstrikes, rapid lethal response, when diplomacy won't work, espionage, the elements of surprise and overwhelming force, NSA, CIA, FBI, Homeland Security, protection. </b></span></span><br />
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<u>MORE</u>:<br />
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<a href="http://www.th.ceguardianom/commentisfree/2013/aug/05/embassy-closures-us-nsa" target="_blank">http://www.th.ceguardianom/commentisfree/2013/aug/05/embassy-closures-us-nsa</a><br />
<br />
<a href="http://thedailybanter.com/2013/08/the-conspiracy-theory-nexus-of-glenn-beck-glenn-greenwald-and-alex-jones/" target="_blank">http://thedailybanter.com/2013/08/the-conspiracy-theory-nexus-of-glenn-beck-glenn-greenwald-and-alex-jones/</a><br />
<br />
<a href="http://www.businessweek.com/news/2013-08-04/terror-threat-that-closed-embassies-called-credible-by-lawmakers" target="_blank">http://www.businessweek.com/news/2013-08-04/terror-threat-that-closed-embassies-called-credible-by-lawmakers </a><br />
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Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-51902195701722239772013-08-05T10:00:00.000-04:002013-08-05T10:00:09.284-04:00I Will Be Resuming Command. Slowly at first....<br /><br />
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgsIZpAIvKJvC6fHeuWxrbne0qy_aJWXOPbi1wfavDhAOvkmc77UKsaUDkI1tKbFImKZejsJ98W3P4OsHi2NeukFk3wA-0QdkAGD7EWj3O5vmJaTX6_8XG06KsKqen5eC8MOJkr/s1600/What's+In+Your+Wallet+-+Thought+So+-+Memes+-+Lingovations+-+Douglas+E.+Castle.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="193" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgsIZpAIvKJvC6fHeuWxrbne0qy_aJWXOPbi1wfavDhAOvkmc77UKsaUDkI1tKbFImKZejsJ98W3P4OsHi2NeukFk3wA-0QdkAGD7EWj3O5vmJaTX6_8XG06KsKqen5eC8MOJkr/s200/What's+In+Your+Wallet+-+Thought+So+-+Memes+-+Lingovations+-+Douglas+E.+Castle.jpg" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><a href="http://douglasecastleblog.com/" target="_blank"><span style="font-size: small;">I'm Not Jealous Of Alec Baldwin. I'm Just Jealous Of His HAIR.</span></a></td></tr>
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Friends, Colleagues, Clients, Readers And The Occasional Paper Clip Thief:<br /><br />
<br /><br />
I should be back to my usual pattern of obsessive blogging on too many subjects by August 8th, and I thank you so kindly for your patience while I'm rapidly on the mend.<br /><br />
<br /><br />
In the meantime, would you please do me a great kindness and <b>1</b>) visit my new blog at <a href="http://douglasecastleblog.com/" target="_blank">http://douglasecastleblog.com</a>, and then <b>2</b>) follow me (please...this only takes a quick moment) on my brand-new Twitter account at <a href="http://twitter.com/DECastleAdvisor" target="_blank">http://twitter.com/DECastleAdvisor</a>?<br /><br />
<br /><br />
Thank you, and I'm hoping that you've missed me.<br /><br />
<br /><br />
Until then, please be healthy, safe, of good spirits and prosperous -- or on your way to prosperity.<br /><br />
<br /><br />
Faithfully,<br /><br />
<br /><br />
Douglas<br /><br />
<br /><br />
LinkedIn: <a href="http://www.linkedin.com/in/douglascastle" target="_blank">http://www.LinkedIn.com/in/douglascastle</a><br /><br />
<br /><br />
p.s. Kindly look at the image below. When I've looked at it (in a darkened room) for more than a minute or two, I have found that simultaneous with my body relaxing, my mind starts to wander in a fascinating way. I recommend it. It's wonderful, easy meditation, and you don't need any dangerous drugs. Seemingly silly exercises like this one have made my "comeback" much quicker. You can click on the image to see it at its full size, which is considerably larger.<br /><br />
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<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgawJFQZtd-a20Tx6Q32Xux_I_Rb_peOHOXBolWL2Pmeg96Dhy9-Z7Berj0KfVRcbcV8nO7jX-nbYeLDCPDAJbmZkzq_VKQSADKGhU3C_yQOXyqpHYPKYV8ndpMDcso74rnsDpI/s1600/GRpHDNM.gif" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgawJFQZtd-a20Tx6Q32Xux_I_Rb_peOHOXBolWL2Pmeg96Dhy9-Z7Berj0KfVRcbcV8nO7jX-nbYeLDCPDAJbmZkzq_VKQSADKGhU3C_yQOXyqpHYPKYV8ndpMDcso74rnsDpI/s320/GRpHDNM.gif" width="320" /></a></div><br /><br />
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The fascinating shape is actually an impossible recursive pattern wrapped around a doughnut-like shape called a toroid. Really. Look it up if you like.<br /><br />
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<span style="color: #741b47;"><span style="font-family: "Helvetica Neue",Arial,Helvetica,sans-serif;"><b><span style="font-size: x-small;"><a href="http://www.getglobaledge.com/" target="_blank">Global Edge Technologies Group LLC </a></span></b></span></span><br />
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<a href="http://www.icsinternationalconnectionservices.com/" target="_blank"><img alt="" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgZTc6Ryg77iwXWlVTseBUh-iDybTsNB5Z2Zd9ISGwFpJ7IRJi0HyRCLT5_wAjip-WrByg1RBcFVREQ6-QoGfh7wTay8Yxz6AXxG0nT9zQSqcfRgx2R64xEc37q411AF5T7LfU/s320/ICS+Button+Link.jpg" title="ICS [International Connection Services] provides small to medium-sized businesses with all of the resources and tools necessary to become involved in import, export, outsourcing, global marketing, and worldwide joint venturing -- its capabilities are comprehensive, flexible, scalable and very reasonably priced. Aside from addressing virtually every significant aspect of communications, credit, financing, qualifying overseas partners (as well as distributors and representatives), logistics, customs clearance, insurance, administration and documentation, ICS specializes in custom-creating virtual international trade divisions for companies which are new to international business, and wish to absolutely minimize their expenditure and exposure in making their first advances into going global. This virtual aspect of doing business eliminates the need for additional staffing, travel, and investment in fixed costs. ICS' programs allow you to travel the entire globe and enjoy its many opportunities without ever having to leave your office! - http://www.ICSInternationalConnectionServices.com - Affiliated With Global Edge Technologies Group LLC, CrowdFunding Incubator LLC and The Internationalist Page Blog." /></a></left><br />
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<a href="http://paper.li/DouglasECastle1/1371254635" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;" target="_blank"><img alt="" src="http://images.cooltext.com/3162171.gif" title="Subscribe to this weekly newspaper.||| Disruptors are everywhere! Some are very sudden and their initial impact is immediately seen in the form of irrationality and displacements. Yet others are far more subtle, like the gradual change in the frequency or amplitude of a wave over time. In either event, these will most assuredly have consequences and playing The Global Futurist's game of "What If?" is utterly fascinating. It's about cause and effect...but perhaps more significantly, it's about intervention versus acceptance and the exercising of free will, versus the contributory indolence of the classic self-fulfilling prophesy. - Douglas E. Castle" /></a><br />
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<div class="separator" style="clear: both; text-align: center;"><a href="http://paper.li/DouglasECastle1/1371616146" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;" target="_blank"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg0f8KS74VEXUytYkyhj6o-dx-iUJ8z36TRZ3prXPfqN8JgmEgotHUHXKlMwYTAZqTqJuKrVVV1teZZtUPYu70NF-OcQOouQdrJXILVaNoxHHybn-R0Gj_-8OfxcnczFZpSq0I/s1600/THE+UNDERCURRENT.jpg" /></a></div><br />
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<a href="http://www.scoop.it" class="scoopit-button" scit-position="none" >Scoop.it</a><script type="text/javascript" src="http://www.scoop.it/button/scit.js"></script>Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-9297585712159383982013-07-22T18:23:00.000-04:002013-07-22T18:23:10.680-04:00Stay Big, Play Big And Be Above The Law (Or Create The Law)<br/><br/><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjCB8DQX_95S1JJmIz_UnG0C-Kuj0YCOlrpgwPIwKkTQ332bIH4_tanZIMKqKB_nI28aPIrZHiHp-HUgrUPssFNr12OAPmWNH2agDMQa9APUGx_720XSMGlhV-Ww2X8q0TzJZge/s1600/Wicked+Puppeteers,+And+Their+Entwined+Danglers+-+Douglas+E.+Castle+-+Goldman+Sachs.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjCB8DQX_95S1JJmIz_UnG0C-Kuj0YCOlrpgwPIwKkTQ332bIH4_tanZIMKqKB_nI28aPIrZHiHp-HUgrUPssFNr12OAPmWNH2agDMQa9APUGx_720XSMGlhV-Ww2X8q0TzJZge/s400/Wicked+Puppeteers,+And+Their+Entwined+Danglers+-+Douglas+E.+Castle+-+Goldman+Sachs.jpg" /></a></div><br/><br />
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The chaps at <a class="zem_slink" href="http://www.gs.com/" rel="homepage" title="Goldman Sachs">Goldman Sachs</a> ("Doing God's work on <a class="zem_slink" href="http://maps.google.com/maps?ll=40.7063888889,-74.0094444444&spn=0.01,0.01&q=40.7063888889,-74.0094444444%20(Wall%20Street)&t=h" rel="geolocation" title="Wall Street">Wall Street</a>!"), the type of amoral gluttons who helped destroy the credibility in the capital markets, radically play price manipulation betting games which kicked consumer prices way up high, have gotten themselves a fine, respectable well-paying engagement. It might have less to do with their expertise than with with their enviable and undeniable influence with every branch of the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Federal_government_of_the_United_States" rel="wikipedia" title="Federal government of the United States">United States government</a>. Read, and understand about the power that these players have... it makes a Commander a bit envious -- especially if he grew up under the myth of the "merit system":<br />
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<table cellpadding="0" cellspacing="0" id="yui_3_7_2_1_1374528208259_3957" style="width: 100%;"><tbody id="yui_3_7_2_1_1374528208259_3956">
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<tr id="yui_3_7_2_1_1374528208259_3950"><td class="yiv1312970479standard_section_header" height="20" id="yui_3_7_2_1_1374528208259_3949" style="color: #000001; font-family: Helvetica; font-size: 17px; font-weight: bold; padding-left: 0; white-space: nowrap;">Business News</td><td align="right" class="yiv1312970479mobile_hide" style="color: #666666; font-family: Helvetica; font-size: 10px; font-weight: normal; padding-right: 10px; vertical-align: bottom;" width="20%"><b>http://DouglasECastleBlog.com - where you should be looking for your next adventure.</b></td> </tr>
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</tbody></table><a href="http://www.blogger.com/null" name="BBB42280-07D9-48D9-9517-4CC0AC548C78" rel="nofollow"></a> <span class="yiv1312970479story_headline" id="yui_3_7_2_1_1374528208259_3991"><a href="http://r.smartbrief.com/resp/eCjNCakwluCjnewACidmzpBWcNoCMO?format=standard" id="yui_3_7_2_1_1374528208259_3990" rel="nofollow" style="color: #0079c1; font-family: Helvetica; font-size: 16px; font-weight: bold; line-height: 25px; text-decoration: none;" target="_blank">Sources: Charter hires Goldman Sachs to explore deal with Time Warner Cable</a></span> <br />
<span id="yui_3_7_2_1_1374528208259_3997" style="color: black; font-family: Helvetica; font-size: 14px;"><a class="zem_slink" href="http://www.charter.com/" rel="homepage" title="Charter Communications">Charter Communications</a> is said to have retained Goldman Sachs to structure a deal to acquire Time Warner Cable. The latter reportedly turned down an unofficial bid two months ago that didn't include a premium. "Malone has clearly thrown down the gauntlet," said Paul Sweeney, an analyst at <a class="zem_slink" href="http://www.bloomberg.com/" rel="homepage" target="_blank" title="Bloomberg L.P.">Bloomberg</a> Industries. "He believes the cable industry needs further consolidation."</span><span id="yui_3_7_2_1_1374528208259_4000" style="color: #999999; font-family: Helvetica; font-size: 14px;"> <a href="http://r.smartbrief.com/resp/eCjNCakwluCjnewACidmzpBWcNoCMO?format=standard" id="yui_3_7_2_1_1374528208259_4001" rel="nofollow" style="font-size: 14px;" target="_blank">Bloomberg Businessweek</a><span id="yui_3_7_2_1_1374528208259_4002" style="color: #999999;"> (7/18)</span></span><br />
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The bottom line as I see it here at the helm of <a href="http://takingcommand.blogspot.com/" target="_blank">The Taking Command Blog</a>, is that if you want to be powerful beyond all possibility, one of your target objectives must be to either be beloved to someone at every regulatory agency, branch of government, law firm (on retainers, of course) and some of the highest ranking officials in the military, or know their most career-crushing secrets (and have the evidence at several locations. <a href="http://braintenance.blogspot.com">It's frightening how positive and negative reinforcements work together so perfectly</a>.<br />
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<div style="border: 4px outset gray; height: 130px; width: 260px;"><span style="color: #741b47;"><span style="font-family: "Helvetica Neue",Arial,Helvetica,sans-serif;"><b><span style="font-size: x-small;"><i><u>Sponsored By</u></i>: </span></b></span></span><br />
<span style="color: #741b47;"><span style="font-family: "Helvetica Neue",Arial,Helvetica,sans-serif;"><b><span style="font-size: x-small;"><a href="http://www.gotocfi.com/" target="_blank">CFI - CrowdFunding Incubator LLC </a></span></b></span></span><br />
<span style="color: #741b47;"><span style="font-family: "Helvetica Neue",Arial,Helvetica,sans-serif;"><b><span style="font-size: x-small;"><a href="http://www.icswebsite.com/" target="_blank">ICS - International Connection Services</a> </span></b></span></span><br />
<span style="color: #741b47;"><span style="font-family: "Helvetica Neue",Arial,Helvetica,sans-serif;"><b><span style="font-size: x-small;"><a href="http://www.getglobaledge.com/" target="_blank">Global Edge Technologies Group LLC </a></span></b></span></span><br />
<span style="color: #741b47;"><span style="font-family: "Helvetica Neue",Arial,Helvetica,sans-serif;"><b><span style="font-size: x-small;"><a href="http://www.cfibusinessgrowth.com/" target="_blank">CFI Business Growth</a></span></b></span></span><br />
<span style="color: #741b47;"><span style="font-family: "Helvetica Neue",Arial,Helvetica,sans-serif;"><b><span style="font-size: x-small;"><i><a href="http://www.linkedin.com/in/douglascastle" target="_blank">Douglas E. Castle On LinkedIn - Join Me!</a></i> </span></b></span></span></div><br />
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</ul></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><img alt="" class="zemanta-pixie-img" src="http://img.zemanta.com/pixy.gif?x-id=3b7c4af1-6091-4216-b120-f62d86361df0" style="border: none; float: right;" /></div>Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-2010729857504183562013-07-16T18:30:00.001-04:002013-07-16T18:30:49.652-04:00The Only Leadership Journal! 07.16.2013<br />
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<tr id="yui_3_7_2_1_1374008449989_8434"> <td id="yui_3_7_2_1_1374008449989_8433"><a href="http://www.ccl.org/leadership/enewsletter/2013/JULis.aspx" id="yui_3_7_2_1_1374008449989_8501" rel="nofollow" style="border: none; color: #333333; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 16px; font-weight: bold; text-decoration: none;" target="_blank">e-Newsletter July 2013: Is Your Strength Your Blind Spot? - Center for Creative Leadership</a> </td> </tr>
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<tr id="yui_3_7_2_1_1374008449989_8642"> <td valign="top" width="130"><a href="http://www.ccl.org/leadership/enewsletter/2013/JULis.aspx" rel="nofollow" style="border: none; text-decoration: none;" target="_blank"> <img alt="thumbnail" src="http://www.ccl.org/leadership/images/store/publications/transparent/internalizing.gif" style="border: none; display: block; max-height: 200px; max-width: 200px;" width="120" /> </a> </td> <td id="yui_3_7_2_1_1374008449989_8641" valign="top"><span id="yui_3_7_2_1_1374008449989_8640" style="color: #222222; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 14px;"> <b>www.ccl.org</b> - That's the message — and the title of a new book — from Bob Kaplan and Rob Kaiser. In Fear Your Strengths: What You Are Best At Could Be Your Biggest Problem, the longtime leadership consulting duo... </span> </td> </tr>
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Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-36696376172804616982013-07-07T18:52:00.001-04:002013-07-07T18:52:37.691-04:00Take Command, Or Be Trampled - July, 2013 - Douglas E. Castle<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjViFVgWx8fCBIBzvTP5vWhceynYbu1Ari9IdjTos8oMH-7YO2iIAt2Whb8fBIhR3oOPnyZV33WQX2aI5VymNh83iJam-dkif5mVbuakjKjLX3JLUOvVb_FSz6xzhL5UanaFhMO/s1600/TAKE+COMMAND+OR+BEG+FOR+MERCY.+PERIOD..jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="131" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjViFVgWx8fCBIBzvTP5vWhceynYbu1Ari9IdjTos8oMH-7YO2iIAt2Whb8fBIhR3oOPnyZV33WQX2aI5VymNh83iJam-dkif5mVbuakjKjLX3JLUOvVb_FSz6xzhL5UanaFhMO/s400/TAKE+COMMAND+OR+BEG+FOR+MERCY.+PERIOD..jpg" width="400" /> </a>I submit for your immediate and most serious consideration, the following: <br />
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You must either take command or be trampled. Difficult times are here, and tougher times are ahead. People will be running scared -- either after other people (who don't know where they're actually going) or toward a capable protector -- a corporate conglomerate, a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Military%E2%80%93industrial_complex" rel="wikipedia" title="Military–industrial complex">military-industrial complex</a>, a charismatic <a class="zem_slink" href="http://en.wikipedia.org/wiki/Hacktivism" rel="wikipedia" title="Hacktivism">hacktivist</a>... any port in the proverbial storm. And the clouds are gathering. There is a growing leadership crisis and a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Funnel_cloud" rel="wikipedia" title="Funnel cloud">funnel cloud</a> of a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Power_vacuum" rel="wikipedia" title="Power vacuum">power vacuum</a> in its wake.<br />
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It's time for a review of what this blog is about:<br />
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...self-mastery, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Goal_setting" rel="wikipedia" title="Goal setting">goal-setting</a>, strategic <a class="zem_slink" href="http://en.wikipedia.org/wiki/Decision_making" rel="wikipedia" title="Decision making">decision making</a>, leadership, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Contingency_plan" rel="wikipedia" title="Contingency plan">contingency planning</a>, implementation, acquiring and retaining human resources, leveraging assets, rule and domination, gaining and holding territory, empire-building, choosing allies, dealing with enemies, assessing risk, time management, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Team_building" rel="wikipedia" title="Team building">team-building</a>, negotiation... achieving authority, influence, wealth and success through total TRANSFORMATION.<br />
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<a href="http://www.douglasecastle.com/" target="_blank">Douglas E. Castle</a> <br />
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Remember: "People who constantly call "realists" "pessimists" are not optimists -- they are merely fools, and the people to avoid following.<br />
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<span style="color: #741b47;"><span style="font-family: "Helvetica Neue",Arial,Helvetica,sans-serif;"><b><span style="font-size: x-small;"><a href="http://www.cfibusinessgrowth.com/" target="_blank">CFI Business Growth</a></span></b></span></span><br />
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<a href="http://www.icsinternationalconnectionservices.com/" target="_blank"><img alt="" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgZTc6Ryg77iwXWlVTseBUh-iDybTsNB5Z2Zd9ISGwFpJ7IRJi0HyRCLT5_wAjip-WrByg1RBcFVREQ6-QoGfh7wTay8Yxz6AXxG0nT9zQSqcfRgx2R64xEc37q411AF5T7LfU/s320/ICS+Button+Link.jpg" title="ICS [International Connection Services] provides small to medium-sized businesses with all of the resources and tools necessary to become involved in import, export, outsourcing, global marketing, and worldwide joint venturing -- its capabilities are comprehensive, flexible, scalable and very reasonably priced. Aside from addressing virtually every significant aspect of communications, credit, financing, qualifying overseas partners (as well as distributors and representatives), logistics, customs clearance, insurance, administration and documentation, ICS specializes in custom-creating virtual international trade divisions for companies which are new to international business, and wish to absolutely minimize their expenditure and exposure in making their first advances into going global. This virtual aspect of doing business eliminates the need for additional staffing, travel, and investment in fixed costs. ICS' programs allow you to travel the entire globe and enjoy its many opportunities without ever having to leave your office! - http://www.ICSInternationalConnectionServices.com - Affiliated With Global Edge Technologies Group LLC, CrowdFunding Incubator LLC and The Internationalist Page Blog." /></a></left><br />
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<a href="http://paper.li/DouglasECastle1/1371254635" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;" target="_blank"><img alt="" src="http://images.cooltext.com/3162171.gif" title="Subscribe to this weekly newspaper.||| Disruptors are everywhere! Some are very sudden and their initial impact is immediately seen in the form of irrationality and displacements. Yet others are far more subtle, like the gradual change in the frequency or amplitude of a wave over time. In either event, these will most assuredly have consequences and playing The Global Futurist's game of "What If?" is utterly fascinating. It's about cause and effect...but perhaps more significantly, it's about intervention versus acceptance and the exercising of free will, versus the contributory indolence of the classic self-fulfilling prophesy. - Douglas E. Castle" /></a><br />
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Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-43562493283604974022013-06-25T20:19:00.000-04:002013-06-25T20:44:09.403-04:00Leadership Development And Strengthening - More Reference Sources! More Points Of View!<br />
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<a href="http://www.douglasecastle.com/" target="_blank">"Leadership, at its heart, will always be about achieving an agreed-upon objective through the efficient use of the available resources allotted to the undertaking. Some of these resources are Human Assets, and some are not. If you do not accomplish the goal given you within the parameters specified and using the resources allotted, you will not be called 'leader' for very long." - Douglas E. Castle</a><br />
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<span style="background-color: transparent; color: black; font-family: Georgia; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;">Something NEW!</span></div>
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<span style="background-color: transparent; color: black; font-family: Georgia; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;">My purpose in writing this blog is to provide readers with my focus, opinion and commentary on certain events, paradigm shifts, important trends, and possible future scenarios -- as well as ways to provide for them, either by positively exploiting them or by exercising the most effective damage control. My writing is for my readers, but it is inadequate in terms of comprehensive coverage on the general categories of subject matter being discussed. </span><span style="background-color: transparent; color: black; font-family: Georgia; font-size: 16px; font-style: italic; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;">I will now offer you much more than ever before</span><span style="background-color: transparent; color: black; font-family: Georgia; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;">. And yes, cousin Frankie, it’s still free.</span></div>
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<span style="background-color: transparent; color: black; font-family: Georgia; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;">Henceforth [snobby word, eh?] I'll be posting more article links to this site, as well as whole</span><a href="http://en.wikipedia.org/wiki/Weekly_newspaper" style="text-decoration: none;"><span style="background-color: transparent; color: black; font-family: Georgia; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;"> </span><span style="background-color: transparent; color: #1155cc; font-family: Georgia; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: underline; vertical-align: baseline;">weekly newspapers</span></a><span style="background-color: transparent; color: black; font-family: Georgia; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;"> or curated collections of articles to this site covering interesting news items gathered from all media to provide every reader with a broader, better view than just my own. While my original articles will continue to be posted, these weekly reviews will lend some needed external perspective to the things that I'm speaking about, and will cover areas where I haven't focused my own attention as an</span><a href="http://www.cfigroupofcompanies.com/" style="text-decoration: none;"><span style="background-color: transparent; color: black; font-family: Georgia; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;"> </span><span style="background-color: transparent; color: #1155cc; font-family: Georgia; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: underline; vertical-align: baseline;">author and an executive</span></a><span style="background-color: transparent; color: black; font-family: Georgia; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;">. I also feel that views which are not necessarily my own must be given fair representation. My readers are intelligent enough to decide which views are the most sensible, and who they can best believe.</span></div>
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<span style="background-color: transparent; color: black; font-family: Georgia; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;">As always, thank you for reading me, and for sharing my articles and other materials with your networks of contacts, colleagues and friends across the ever-increasing variety of social networks through your bookmarking, toolbars and other sharing tools.</span></div>
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<span style="background-color: transparent; color: black; font-family: Georgia; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;">A first sampling of this new information follows right beneath my signature and the list of search terms for this article. Please read it, and I hope that you truly enjoy it.</span></div>
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Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-83090831718049216212013-06-03T18:06:00.002-04:002013-06-03T18:15:28.134-04:00Leadership Requires A Delicate Behavioral Balance<br />
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Leadership is partially science, but mostly instinctual art, regardless of what SEAL commando trainers, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Drill_instructor" rel="wikipedia" title="Drill instructor">drill sergeants</a>, and athletic coaches may say. Leaders cannot be crafted out of poor initial material.<br />
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And <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" title="Leadership">leadership</a> requires a delicate balance of fierce discipline (of yourself and of others), and empathy (for the feelings of others under your tutelage -- for those persons in your charge), each at its <a class="zem_slink" href="http://en.wikipedia.org/wiki/Proper_time" rel="wikipedia" title="Proper time">proper time</a>; each in its proper place; and each in the right amount given the circumstances.<br />
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Sometimes even the best, most successful leaders, educators and coordinators have to avoid making a snap judgment and avoid doing something reactive, despite the instinct to strike back. It is difficult, but necessary for any leader to be able to step back and give certain relationship processes time, to insure a better, wiser perspective. Reactive communication (off of the field of battle) is seldom productive. <a class="zem_slink" href="http://en.wikipedia.org/wiki/Patience_%28opera%29" rel="wikipedia" title="Patience (opera)">Patience</a> allows reason to take over pure reaction -- in fact, different parts of the brain (mind) are involved in each type of response.<br />
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Leaders are builders and not destroyers. They are Human Asset managers. They are teachers by their example and by their explanation. They are storytellers, metaphor addicts and "Repetition Raptors." These special people are sometimes conquerors and sometimes convincers; conquering may well be temporary, but conquering followed by convincing (as well as the reverse of this process) creates the longest-lasting results.<br />
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Every commander is a combination of a parent, a sibling and a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Devil" rel="wikipedia" title="Devil">Devil</a>'s Advocate. Our holy task and calling, by whatever higher power or path of destiny is to simultaneously achieve a goal (building something greater than any of us), and to groom, educate and prepare the next generation of leaders to be even better than we are.<br />
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Ask any group of businesspeople the question "What do effective leaders
do?" and you'll hear a sweep of answers. Leaders set strategy; "they
motivate; they create a mission; they build a culture." Then ask "What
<i>should</i> leaders do?" If the group is seasoned and wise in the ways of life in the real world, you'll likely hear one, unified
response: the leader's singular job is to <i>get results</i>. <br />
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Better leaders -- Those who know who know how to delicately balance their actions and responses, invariably get better results.<br />
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I am reminded of a great quotation attributed to a great <a class="zem_slink" href="http://maps.google.com/maps?ll=38.8833333333,-77.0166666667&spn=10.0,10.0&q=38.8833333333,-77.0166666667%20(United%20States)&t=h" rel="geolocation" title="United States">American</a> activist, philosopher and thought-leader:<br />
<br />
<center id="yui_3_7_2_1_1370291016153_10980">
<span style="font-size: large;"><br />
</span> </center>
<span style="font-size: large;"><i id="yui_3_7_2_1_1370291016153_10985"><span id="yui_3_7_2_1_1370291016153_10984">"It is easier to build strong children than to repair broken men."</span></i><br />
― <a class="zem_slink" href="http://maps.google.com/maps?ll=38.8845,-75.958&spn=0.01,0.01&q=38.8845,-75.958%20(Frederick%20Douglass)&t=h" rel="geolocation" title="Frederick Douglass">Frederick Douglass</a></span><br />
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<span style="font-size: small;">To which I reply, "<i>Amen</i>".</span><br />
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<span style="font-size: small;">Thank you, as always for reading me, for sharing my articles with your colleagues, comrades, contacts and connections using the ever-expanding bandwidth of social media platforms and re-tweeting devices. And thank you for hearing me, <i>as if I were standing before you</i>, when I say that I have learned more from the great people I've taught and led than they have learned from me. Well.... maybe it's about equal. </span><br />
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Douglas Castlehttp://www.blogger.com/profile/00521679449074072919noreply@blogger.com0tag:blogger.com,1999:blog-31675803.post-36899796143705755172013-05-29T16:40:00.000-04:002013-05-29T16:42:26.024-04:002 Types Of Leaders: "Politicized" versus "Mission-Directed" - Which Type Are You???<br />
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There are two types of <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" title="Leadership">leaders</a>. As a leader, you are either Politicized or you are Mission-Directed, and in each case the true motivations are very different, as are the followers or teammates or charges who require your vision and action.<br />
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Politicians [Politicized <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" title="Leadership">Leaders</a>] at the uppermost strata of the voted-in hierarchy, are usually heavily -invested in maintaining the status quo, getting rich while in office (or getting re-elected), shaming and blaming other parties (or even entire <a class="zem_slink" href="http://en.wikipedia.org/wiki/Ethnic_group" rel="wikipedia" title="Ethnic group">ethnic groups</a>) for problems and offering them up as a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Sacrifice" rel="wikipedia" title="Sacrifice">blood sacrifice</a> to the masses, who are being misdirected by "investigations," "revelations," and "resignations" while the real culprits (usually the leaders in concert with their puppeteers or at the behest of their masters) continue to do as they have been doing. They keep their power by misleading, misdirection, propaganda, and appealing to the emotions of the people over whom they hold sway. They care more about opinion and poll results than about action. They are, by and large, pretenders rather than doers.<br />
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Commanders [Mission-Directed Leaders] are absolutely focused on accomplishing a goal through orchestrating and coordinating the best efforts and resources of a team. They do not waste precious time on placing blame. They do not tell others to sacrifice when they, themselves are not prepared to walk through the fire. They lead by example, and through a credible demonstration of conviction and character.<br />
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You'll find the following article excerpt to be of interest. It comes from <a class="zem_slink" href="http://www.smartbrief.com/index.jsp" rel="homepage" title="SmartBrief">SmartBrief</a>, a wonderful source of industry - specific information and insights. While it is not in exact sync with the exact point of the portion of my article above, it resonates with a similar theme:<br />
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<span class="yiv9032688069story_headline" id="yui_3_7_2_1_1369858082556_6361"><a href="http://r.smartbrief.com/resp/ewtNCakwluCiAfpXCidmzpBVFKEi?format=standard" id="yui_3_7_2_1_1369858082556_6360" rel="" style="color: #9b1542; font-family: Helvetica; font-size: 16px; font-weight: bold; line-height: 25px; text-decoration: none;" target="_blank">How to spot fake leaders</a></span> <br />
<span id="yui_3_7_2_1_1369858082556_6358" style="color: black; font-family: Helvetica; font-size: 14px;">The world is full of bosses who can't tell the difference between leadership and management, and aren't that good at either, write Art van <a class="zem_slink" href="http://maps.google.com/maps?ll=52.0858333333,4.74444444444&spn=0.1,0.1&q=52.0858333333,4.74444444444%20(Bodegraven)&t=h" rel="geolocation" title="Bodegraven">Bodegraven</a> and Kenneth B. Ackerman. The real danger comes when <a class="zem_slink" href="http://en.wikipedia.org/wiki/Second-rate" rel="wikipedia" title="Second-rate">second-rate</a> bosses start bragging about their supposed leadership ability rather than simply demonstrating it. "Life's too short to waste on 'leaders' who can't lead and managers who can't manage. And you are too good to sell your soul to make the great pretenders look like geniuses," Van Bodegraven and Ackerman write.</span><span id="yui_3_7_2_1_1369858082556_6370" style="color: #999999; font-family: Helvetica; font-size: 14px;"> <a href="http://r.smartbrief.com/resp/ewtNCakwluCiAfpXCidmzpBVFKEi?format=standard" id="yui_3_7_2_1_1369858082556_6371" rel="" style="font-size: 14px;" target="_blank">DC Velocity online</a><span id="yui_3_7_2_1_1369858082556_6369" style="color: #999999;"> (5/20)</span></span><br />
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<a class="zem_slink" href="http://en.wikipedia.org/wiki/Look_%28American_magazine%29" rel="wikipedia" title="Look (American magazine)">Look</a> to mission-directed, impassioned achievers instead of to slick politicos and gamers of the government promotional apparatus to find leaders who can truly affect change instead of making sacrifices to mythical deities in order to temporarily palliate the masses.<br />
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<a href="http://www.douglasecastle.com/" target="_blank">Douglas E. Castle</a> for <a href="http://takingcommand.blogspot.com/" target="_blank">The Taking Command Blog</a> and For <a href="http://sendingsignals.blogspot..com/" target="_blank">The Sending Signals Blog</a>.<br />
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