Robert Kiyosaki and the Cash Flow Quadrant
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21 Irrefutable Laws Of Leadership List - communication Style Quiz
Hi friends. Now, I discovered 21 Irrefutable Laws Of Leadership List - communication Style Quiz. Which may be very helpful in my opinion therefore you. communication Style QuizTry this fun self-quiz to find out your dominant communication Style. Afterwards read about the distinct styles and reflect on how you can work with others of a distinct style. Pick the number of the statement that most closely resembles you:
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1. At a large communal gathering, you are most likely to:
a. Interact with many distinct people, strangers included.
b. Talk one-on-one mostly with population you already know.
c. Use the opening to make important contacts.
d. Leave as soon as it is diplomatic to do so.
2. When you first arrive at a meeting you are usually...
a. ...a bit late, and try to sneak in the back without being noticed.
b. ...purposely a bit late, you like to get there when things have started happening already.
c. ...arrive right on time and feel impatient if the meeting starts late.
d. ...arrive early so that you can be ready and organized when the meeting starts.
3. If you were preponderant in your field, which vocation would most suit you?
a. Movie star
b. Head of a company
c. Inventor
d. Humanitarian
4. What style of entertainment do you most enjoy watching?
a. Something warm and friendly.
b. Something quirky and intellectual.
c. Something political or satirical.
d. Something wild, outrageous and/or fun.
5. Of these four personality traits, you think your strongest to be:
a. Compassion
b. Assertiveness
c. Imagination
d. Persistence
6. The statement that most closely describes you is:
a. Sensible and frugal.
b. Rational and quick-witted.
c. Sensitive and reliable.
d. Creative and fiery.
7. Which appeals to you the most?
a. Taking operation on a calculated risk.
b. Creating harmonious human relationships.
c. Discovering the secret behind a complicated mystery.
d. Going to an curious communal event.
8. Which rules you more?
a. Your heart
b. Your head
c. Your wallet
d. Your libido
9. New and non-routine interaction with others:
a. ...usually stimulates and energize you.
b. ...revitalizes you, if you have a special connection with someone in the process.
c. ...taxes your reserves, and you aren't afraid to let population know it.
d. ...taxes your reserves, so you quietly slip away when no one is watching.
10. When doing group projects, which part of the process is most important to you?
a. Creating relationships with people.
b. Sorting out who is playing what role in the project.
c. Organizing the way the scheme is done.
d. Making sure the process of doing it is fun and exciting.
11. If you suddenly have some spare time on a weekend, what you regularly most Want to do is:
a. ...contact some friends and see if there is something fun going on.
b. ...have some ability time with one or a just a few people.
c. ...get a number of important things done on your To Do list.
d. ...focus your vigor on one specific hobby or project.
12. You want to buy a special gift for a new friend that you don't know very well. You are most likely to:
a. Buy the first thing you see that you intuitively think they would like.
b. Carefully find just the right thing, after much comparison-shopping.
c. Buy the same special gift you always buy for special people.
d. Get someone else to buy the gift, or just give your friend some money.
13. Which record most fits you?
a. Hard working and ambitious
b. Animated and gregarious
c. Focused and efficient
d. Cooperative and gentle
14. Most of the time, when working, you prefer:
a. To do your job quietly on your own.
b. To be an integral part of a team working together.
c. To affect the team in new and creative directions
d. To be the leader and structure-maker for the team
15. When the phone rings do you
a. ...answer it immediately and talk at length.
b. ...look forward to the call, but wait a few rings before answering.
c. ...deal with whoever it is fast and efficiently.
d. ...hope someone else will acknowledge it.
16. Your favorite type of clothing to wear:
a Something comfortable, practical and low key.
b. A unique ensemble that makes a statement.
c. An expensive-looking power outfit.
d. Something easy-going and nice.
17. Which genre of fiction to you most prefer:
a. Mystery, documentary or science fiction
b. Feel-good story or romance
c. Epic, historical or action
d. Comedy, psychological thriller, glitzy
18. Which is more admirable:
a. The ability to build and be methodical.
b. The ability to take payment in a chaotic situation.
c. The ability to motivate others to succeed.
d. The ability to make population feel comfortable and included.
19. In terms of comedy, I most closely recognize with population who can:
a. ...tell a heartwarming, funny story.
b. ...tell a good joke.
c. ...create great characters through movement, voice, costume, etc.
d. ...tell a witty one-liner, pun, or wordplay.
20. If a conflict arises between a friend and I, my first reaction is to:
a. ...make sure they understand my position on things.
b. ...make sure the connection doesn't get damaged.
c. ...avoid that someone for a while.
d. ...find a compromise, where we both get at least part of what we want.
Communication Style Quiz - Answers
Circle the answers you chose. Then, count the number of A's, D's, N's, and C's you have at the bottom
1. a. D b. N c. A d. C
2. a. N b. D c. A d. C
3. a. D b. A c. C d. N
4. a. N b. C c. A d. D
5. a. N b. A c. D d. C
6. a. C b. A c. N d. D
7. a. A b. N c. C d. D
8. a. N b. C c. A d. D
9. a. D b. N c. A d. C
10. a. N b. A c. C d. N
11. a. D b. N c. D d. C
12. a. D b. N c. C d. A
13. a. A b. D c. C d. N
14. a. C b. N c. D d. A
15. a. D b. N c. A d. C
16. a. C b. D c. A d. N
17. a. C b. N c. A d. D
18. a. C b. A c. D d. N
19. a. N b. A c. D d. C
20. a. A b. N c. C d. D
Total A's _____
Total D's ______
Total N's ______
Total C's ______
Total should come to 20
Read on about the varied communication styles. Keep in mind, the descriptions that corollary are extreme examples to expound how they differ. Most population are a aggregate of the four styles, and some population are so unique, they don't fit into any quadrant. Use the descriptions naturally as a guideline to help you see how workplace communications can be greatly affected by an individual's style
Demonstrators
Demonstrators are people-oriented, fast-paced and enthusiastic. They regularly have more open and casual body language. They tend to be curious and outgoing, and prefer an informal atmosphere. Demonstrators can be outrageous, spontaneous, excitable and sociable. They are ideas population who like to be in the limelight. If over-balanced in this style some weaknesses may show up such as being unreliable, self-centered, overly optimistic and indiscriminate.
How to recognize Demonstrators
They tend to:
o be somewhat disorganized
o have problem being on time and retention track of details
o wear curious colors
o sit in an open posture
o take the initiative in the conversation
o laugh unquestionably and loudly
o are fun-loving
o like to talk about themselves
Types of professions where you find many Demonstrators
o Salesperson
o Trial Lawyer
o Entertainer
o Public Relations Officer
o Advertising Executive
o Social director
Famous population who are predominantly Demonstrators
Steve Martin
Carol Burnett
Robin Williams
Jim Carey
Lucille Ball
Jerry Lewis
Elvis Presley
Zig Ziglar
Pierre Trudeau
Marilyn Monroe
Charlie Chaplin
Assertors
Assertors are fast-paced and direct, like Demonstrators, but are more task-oriented, than people-oriented. They tend to be hard working, ambitious, leader types. They are good at development decisions fast and efficiently. They are goal-oriented, assertive and confident. Assertors are the take-charge population who let nothing stop them. If over-balanced in this style some weaknesses may show up such as being too impatient, competitive and judgmental.
How to recognize Assertors
They tend to:
o like timeliness and efficiency
o look and appear excellent and formal
o sit in an erect posture
o be extremely discriminating in many areas (people, opportunities, food, etc.)
o laugh less often than demonstrators, contend a more serious demeanor
o take a leadership role in most situations
o ask pointed or curious questions
o have strong opinions and creative ideas to share
Types of professions where you find many Assertors
o Corporate Ceo
o Politician
o Stockbroker
o Lawyer
o Hard-driving newspaper reporter
o Independent consultant
o Drill sergeant
o Film/Tv Director
o Entrepreneur
Famous population who are predominantly Assertors
Jonathan Winters
Bea Arthur
Joan Rivers
John Cleese
Muhammed Ali
Carroll O'Connor
Ed Asner
Clint Eastwood
Candace Bergen
George C. Scott
David Letterman
Margaret Thatcher
Contemplators
Contemplators are task-oriented like Assertors. Any way they are more indirect and slow-paced. Contemplators tend to be analytical, detail-oriented, thinker types. They are persistent, good qoute solvers, and pride themselves on their orderliness and accuracy. Often seen alone, they tend to have quiet, low-key personalities. If over-balanced in this style some weaknesses may show up such as being too withdrawn, rigid, closed-minded, and overly pessimistic.
How to recognize Contemplators
They tend to:
o wear conservative, simple, functional clothing
o sit in a fulfilled, posture
o keep to themselves
o not activate conversations, wait for you to do that
o take copious notes
o maintain just organization
o stay serious, rarely laugh
o like to hear facts, figures, statistics and proof
Types of professions where you find many Contemplators
o Accountant
o Secretary
o Bookkeeper
o Repair person
o Engineer
o Draughtperson
o Electrician
o Plumber
o Jeweller
o Scientist
Famous population who are predominantly Contemplators
Albert Einstein
Rick Moranis
Steven Wright
Woody Allen
Leonard Nimoy
Paula Poundstone
Deepak Chopra
Victor Borge
Carl Sagan
Al Gore
Angela Lansbury
Narrators
Narrators are slow-paced and indirect like Contemplators, but they are more people-oriented like Demonstrators. They are warm, friendly, diplomatic and cooperative. They extremely value relationships over goals. They are good at listening, have a sweet temperament, and tend to be open-minded. Most population find them to be loving, and emotionally intuitive. If over-balanced in this style it can show up as overly meek and unquestionably sidetracked.
How to recognize Narrators
They tend to:
o come over as very accommodating and helpful
o wear casual, uncomplicated clothing, nothing too loud
o take the initiative to generate relationships, like to both talk and listen
o have pictures of house on their desk
o laugh quietly and often (but sometimes they're laughing just to be polite)
o show gratitude easily
Types of professions where you find many Narrators
o Counselor
o Teacher
o Minister
o Human Resources Manager
o Nurse
o Social Worker
Famous population who are predominantly Narrators
Mary Tyler Moore
Bill Cosby
Jean Stapleton
John Candy
Mr. Rogers
Gilda Radner
Dan Ackroyd
Jack Canfield (Editor of the Chicken Soup for the Soul books)
Leo Buscaglia
Jimmy Carter
Barbara Walters
Bill Clinton
Florence Nightengale
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Laws Of Leadership - Road to Financial Freedom
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Road to Financial Freedom Tube. Duration : 3.22 Mins.The Five Stages of Team improvement - A Case Study
The 21 Irrefutable Laws Of Leadership Summary - The Five Stages of Team improvement - A Case Study
Hi friends. Now, I learned about The 21 Irrefutable Laws Of Leadership Summary - The Five Stages of Team improvement - A Case Study. Which may be very helpful in my opinion so you. The Five Stages of Team improvement - A Case StudyEvery team goes through the five stages of team development. First, some background on team development. The first four stages of team increase were first developed by Bruce Wayne Tuckman and published in 1965. His theory, called "Tuckman's Stages" was based on investigate he conducted on team dynamics. He believed (as is a coarse belief today) that these stages are confident in order for a team to grow to the point where they are functioning effectively together and delivering high capability results. In 1977, Tuckman, jointly with Mary Ann Jensen, added a fifth stage to the 4 stages: "Adjourning." The adjourning stage is when the team is completing the current project. They will be joining other teams and engaging on to other work in the near future. For a high performing team, the end of a scheme brings on feelings of sadness as the team members have effectively come to be as one and now are going their separate ways.
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The five stages:
Stage 1: Forming Stage 2: Storming Stage 3: Norming Stage 4: Performing Stage 5: Adjourning
This record provides background on each stage and an example of a team going through all five stages.
Stage 1: Forming
The "forming" stage takes place when the team first meets each other. In this first meeting, team members are introduced to each. They share data about their backgrounds, interests and sense and form first impressions of each other. They learn about the scheme they will be working on, discuss the project's objectives/goals and start to think about what role they will play on the scheme team. They are not yet working on the project. They are, effectively, "feeling each other out" and looking their way colse to how they might work together.
During this introductory stage of team growth, it is foremost for the team leader to be very clear about team goals and provide clear direction with regard to the project. The team leader should ensure that all of the members are involved in determining team roles and responsibilities and should work with the team to help them fabricate how they will work together ("team norms".) The team is dependent on the team leader to guide them.
Stage 2: Storming
As the team begins to work together, they move into the "storming" stage. This stage is not avoidable; every team - most especially a new team who has never worked together before - goes through this part of developing as a team. In this stage, the team members compete with each other for status and for acceptance of their ideas. They have distinct opinions on what should be done and how it should be done - which causes friction within the team. As they go develop through this stage, with the guidance of the team leader, they learn how to solve problems together, function both independently and together as a team, and settle into roles and responsibilities on the team. For team members who do not like conflict, this is a difficult stage to go through.
The team leader needs to be adept at facilitating the team through this stage - ensuring the team members learn to listen to each other and respect their differences and ideas. This includes not allowing any one team member to control all conversations and to facilitate contributions from all members of the team. The team leader will need to coach some team members to be more assertive and other team members on how to be more productive listeners.
This stage will come to a closure when the team becomes more accepting of each other and learns how to work together for the good of the project. At this point, the team leader should start transitioning some decision manufacture to the team to allow them more independence, but still stay involved to settle any conflicts as fast as possible.
Some teams, however, do not move beyond this stage and the whole scheme is spent in friction and low morale and motivation, manufacture it difficult to get the scheme completed. Ordinarily teams comprised of members who are expertly immature will have a difficult time getting past this stage.
Stage 3: Norming
When the team moves into the "norming" stage, they are beginning to work more effectively as a team. They are no longer focused on their individual goals, but rather are focused on developing a way of working together (processes and procedures). They respect each other's opinions and value their differences. They begin to see the value in those differences on the team. Working together as a team seems more natural. In this stage, the team has agreed on their team rules for working together, how they will share data and settle team conflict, and what tools and processes they will use to get the job done. The team members begin to trust each other and actively seek each other out for aid and input. Rather than compete against each other, they are now helping each other to work toward a coarse goal. The team members also start to make valuable develop on the scheme as they begin working together more effectively.
In this stage, the team leader may not be as involved in decision manufacture and problem solving since the team members are working great together and can take on more responsibility in these areas. The team has greater self-direction and is able to settle issues and friction as a group. On occasion, however, the team leader may step in to move things along if the team gets stuck. The team leader should all the time ensure that the team members are working collaboratively and may begin to function as a coach to the members of the team.
Stage 4: Performing
In the "performing" stage, teams are functioning at a very high level. The focus is on reaching the goal as a group. The team members have gotten to know each other, trust each other and rely on each other.
Not every team makes it to this level of team growth; some teams stop at Stage 3: Norming. The extremely performing team functions without oversight and the members have come to be interdependent. The team is extremely motivated to get the job done. They can make decisions and problem solve fast and effectively. When they disagree, the team members can work through it and come to consensus without interrupting the project's progress. If there needs to be a convert in team processes - the team will come to bargain on changing processes on their own without belief on the team leader.
In this stage, the team leader is not involved in decision making, problem solving or other such activities engaging the day-to-day work of the team. The team members work effectively as a group and do not need the oversight that is required at the other stages. The team leader will continue to monitor the develop of the team and celebrate milestone achievements with the team to continue to build team camaraderie. The team leader will also serve as the gateway when decisions need to be reached at a higher level within the organization.
Even in this stage, there is a possibility that the team may revert back to an additional one stage. For example, it is potential for the team to revert back to the "storming" stage if one of the members starts working independently. Or, the team could revert back to the "forming" stage if a new member joins the team. If there are valuable changes that throw a wrench into the works, it is potential for the team to revert back to an earlier stage until they are able to manage through the change.
Stage 5: Adjourning
In the "adjourning" stage the scheme is advent to an end and the team members are engaging off into distinct directions. This stage looks at the team from the perspective of the well-being of the team rather than from the perspective of managing a team through the traditional four stages of team growth.
The team leader should ensure that there is time for the team to celebrate the success of the scheme and capture best practices for hereafter use. (Or, if it was not a successful scheme - to evaluate what happened and capture lessons learned for hereafter projects.) This also provides the team the occasion to say good-bye to each other and wish each other luck as they pursue their next endeavor. It is likely that any group that reached Stage 4: Performing will keep in touch with each other as they have come to be a very close knit group and there will be sadness at separating and engaging on to other projects independently.
Is The Team productive or Not?
There are various indicators of either a team is working effectively together as a group. The characteristics of effective, successful teams include:
Clear communication among all members Regular brainstorming session with all members participating Consensus among team members Problem solving done by the group Commitment to the scheme and the other team members Regular team meetings are productive and inclusive Timely hand off from team members to others to ensure the scheme keeps engaging in the right direction Positive, supportive working relationships among all team members
Teams that are not working effectively together will display the characteristics listed below. The team leader will need to be actively involved with such teams. The sooner the team leader addresses issues and helps the team move to a more productive way of working together, the more likely the scheme is to end successfully.
Lack of communication among team members. No clear roles and responsibilities for team members. Team members "throw work over the wall" to other team members, with lack of concern for timelines or work quality. Team members work alone, rarely sharing data and contribution assistance. Team members blame others for what goes wrong, no one accepts responsibility. Team members do not retain others on the team. Team members are oftentimes absent thereby causing slippage in the timeline and additional work for their team members.
Example of a Team engaging through the Five Stages
Background and Team Members
A team has been pulled together from various parts of a large aid society to work on a new process correction scheme that is needed to enhance how the company manages and supports its client base. The team lead on this scheme is Sandra from the Chicago office who has 15 years sense as a scheme manager/team lead managing process correction projects.
The other members of the team include:
Peter: 10 years sense on various types of projects, expertise in scheduling and allocation control (office location: San Diego) Sarah: 5 years sense as an individual contributor on projects, strong programming background, some sense developing databases (office location: Chicago) Mohammed: 8 years sense working on various projects, expertise in earned value management, stakeholder diagnosis and problem solving (office location: New York) Donna: 2 years sense as an individual contributor on projects (office location: New York) Ameya: 7 years sense on process correction projects, background in developing databases, expertise in earned value management (office location: San Diego)
Sandra has worked on projects with Sarah and Mohammed, but has never worked with the others. Donna has worked with Mohammed. No one else has worked with other members of this team. Sandra has been given a very tight deadline to get this scheme completed.
Sandra has decided that it would be best if the team met face-to-face initially, even though they will be working virtually for the project. She has arranged a meeting at the New York office (company headquarters) for the whole team. They will spend 2 days getting introduced to each other and studying about the project.
The introductory Meeting (Stage 1: Forming)
The day of the face-to-face meeting in New York has arrived. All team members are present. The schedule includes:
Personal introductions Team building exercises Information about the process correction project Discussion colse to team roles and responsibilities Discussion colse to team norms for working together Introduction on how to use the SharePoint site that will be used for this scheme to share ideas, brainstorm, store scheme documentation, etc.
The team members are very excited to meet each other. Each of them has heard of one another, although they have not worked together as a team before. They believe they each bring value to this project. The team building exercises have gone well; every person participated and seemed to enjoy the exercises. While there was some consulation colse to roles and responsibilities - with team members vying for "key" positions on the team - full, there was bargain on what needed to get done and who was responsible for single components of the project.
The onsite meeting is going well. The team members are getting to know each other and have been discussing their personal lives covering of work - hobbies, family, etc. Sandra is mental that this is a great sign that they will get along well - they are engaged with each other and categorically seem to like each other!
The scheme Work Begins (Stage 2: Storming)
The team members have gone back to their home offices and are beginning work on their project. They are interacting via the SharePoint site and the scheme is off to a good start. And then the arguments begin.
Peter has put up the scheme schedule based on conversations with only Mohammed and Ameya on the team. Donna and Sarah feel as if their input to the schedule was not considered. They believe because they are more junior on the team, Peter has wholly disregarded their concerns about the timeline for the project. They challenged Peter's schedule, stating that it was impossible to perform and was setting up the team for failure. At the same time, Sarah was arguing with Ameya over who should lead the database fabricate and improvement effort for this project. While Sarah acknowledges that Ameya has a few years more sense than she does in database development, she only agreed to be on this scheme in order to take a lead role and fabricate her skills additional so she could develop at the company. If she knew Ameya was going to be the lead she wouldn't have bothered joining this scheme team. Additionally, Mohammed appears to be off and running on his own, not retention the others apprised of develop nor retention his data up to date on the SharePoint site. No one categorically knows what he has been working on or how much develop is being made.
Sandra had initially taken a side role during these exchanges, hoping that the team would work it out for themselves. However, she understands from past sense managing many scheme teams that it is foremost for her to take control and guide the team through this difficult time. She convenes all of the team members for a virtual meeting to reiterate their roles and responsibilities (which were agreed to in the kick-off meeting) and to ensure that they understand the goals and objectives of the project. She made some decisions since the team couldn't come to agreement. She carefully that Ameya would lead the database improvement fabricate component of the project, working intimately with Sarah so she can fabricate additional sense in this area. She reviewed the schedule that Peter created with the team, manufacture adjustments where valuable to address the concerns of Donna and Sarah. She reminded Mohammed that this is a team effort and he needs to work intimately with the others on the team.
During the virtual meeting session, Sandra referred back to the ground rules the team set in their face-to-face meeting and worked with the team to ensure that there was a plan in place for how decisions are made on the team and who has responsibility for manufacture decisions.
Over the next few weeks, Sandra noticed that arguments/disagreements were at a minimum and when they did occur, they were worked out quickly, by the team, without her involvement being necessary. Still, she monitored how things were going and held quarterly virtual meetings to ensure the team was engaging in the right direction. On a monthly basis, Sandra brings the team together for a face-to-face meeting. As the working relationships of the team members started improving, Sandra started looking valuable develop on the project.
All is Going Smoothly (Stage 3: Norming)
The team has now been working together for nearly 3 months. There is absolutely a sense of teamwork among the group. There are few arguments and disagreements that can't be resolved among the team. They retain each other on the scheme - problem solving issues, manufacture decisions as a team, sharing data and ensuring that the ground rules put in place for the team are followed.
Additionally, the team members are helping each other to grow and fabricate their skills. For example, Ameya has worked intimately with Sarah to teach her many of the skills he has learned in database fabricate and improvement and she has been able to take the lead on accomplishing some of the components of their aspect of the project.
Overall, the team members are becoming friends. They enjoy each other's company - both while working on the scheme and after hours via communicating on email, via instant messaging, on Twitter, or over the telephone.
Significant develop is Made! (Stage 4: Performing)
The team is now carefully a "high performing team." It wasn't easy getting to this stage but they made it! They are working effectively as a group - supporting each other and relying on the group as a whole to make decisions on the project. They can brainstorm effectively to solve problems and are extremely motivated to reach the end goal as a group. When there is friction on the team - such as a divergence on how to go about accomplishing a task - the group is able to work it out on their own without relying on the team leader to intervene and make decisions for them. The more junior members - Donna and Sarah - have categorically developed their skills with the retain and help of the others. They have taken on leadership roles for some components of the project.
Sandra checks in with the team - praising them for their hard work and their progress. The team celebrates the milestones reached along the way. When necessary, Sandra provides a link from the team to the executives for decisions that need to come from higher up or when additional retain is needed.
The scheme is on time and within budget. Milestones are being met - some are even ahead of schedule. The team is pleased with how well the scheme is going along, as is Sandra and the executives of the organization.
Time to Wrap Up (Stage 5: Adjourning)
The scheme has ended. It was a huge success! The internal buyer is pleased and there is absolutely an correction in how the company supports its clients. It has been a great 8 months working together...with some ups and downs of course. Each of the individuals on the scheme will be engaging to other projects within the organization, but no one is going to be on the same project. They will miss working with each other but have vowed to remain friends and keep in touch on a personal level - hopefully to work together again soon!
The team has gotten together in the New York office to discuss the project, including documenting best practices and discussing what worked effectively and what they would enhance upon given the occasion to do it again. Sandra has taken the team out to dinner. They are joined by the scheme sponsor and some other executives who are extremely pleased with the end result.
The End!
This is a simplistic view of a team working through the five stages of team development. I hope it provides some benefit to you.
Remember that at any time this team could revert back to a former stage. Let's assume that an additional one individual joins the team - the team will revert back to the "forming" stage as they learn how to work with the new team member; reestablishing team guidelines, looking their way again, and studying how to work cohesively as a team. Or, let's assume that Mohammed slips back into his old ways of retention to himself and not sharing data with the team - this may cause the team to revert back to the "storming" stage.
Summary
It is foremost to remember that every team - regardless of what the team is working on - will corollary these stages of team development. It is the job of the team leader to help see the team through these stages; to bring them to the point where they are working as effectively as potential toward a coarse goal.
References
The Team Handbook, 3rd Edition (Scholtes, Joiner, Streibel), Publisher: Oriel
Managing the scheme Team (Vijay Verma), Publisher: Pmi®
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The 21 Irrefutable Laws Of Leadership Summary - It's Your Ship - A Book overview
Hello everybody. Yesterday, I learned about The 21 Irrefutable Laws Of Leadership Summary - It's Your Ship - A Book overview. Which could be very helpful in my experience therefore you. It's Your Ship - A Book overviewA challenge for every society is to attract, reserve
and motivate employees. If a business succeeds in doing
so, employees work with more passion, energy, and enthusiasm. This translates to an growth in
productivity and more profit for the company.
The 21 Irrefutable Laws Of Leadership Summary
Another factor to remember is this: real leadership
must be done by example. Remember that the habitancy below
you follow your lead and that you have an colossal
influence on your employees. They will look up to you
for signals on how to behave and what the society
expects from them.
Remember that one of the secrets to a victorious
management of any society is to be able to
articulate a coarse goal that inspires habitancy to work
hard together. Proper, productive and open transportation
of goals, rules, instructions and expectations can
spell a difference.
The best way for an society to follow is to give
the employees all the responsibility they can handle
and then stand back. Trusting your employees to do
their job well sustains the company.
Trust is also a public covenant - you have to earn it.
Trust is earned when you give it. When habitancy start
trusting each other more and more, they stop
questioning motives and start to work as one unit.
Encourage the habitancy in your society to be more result-oriented by opening their minds to new ideas. Encourage them to use their imagination to find new
ways of doing things. Your employees must learn how
to take the initiative.
It is also leading to remember that sometimes, you
need to learn to take calculated risks. Bet on habitancy
who think for themselves. By taking a "leap of faith"
and trusting that one man can do the job and do it
right, you growth his self-confidence and make him
do his job even better. You must also learn to take a
chance on a promising sailor. Give habitancy second
chances especially if you see potential in him. He
might just surprise you with excellent results.
Lastly, if a rule doesn't make sense, break it
carefully. Remember, there is all the time room for
improvement but think ideas completely before
implementing it.
In any business, proper operating procedure (Sop)
is the rule. It is safe, proven and effective. However,
Sop seldom gets excellent results and distracts
people from what is as a matter of fact important.
Innovation and progress are realized when you go
beyond proper operating procedures. Sometimes, you
have to look for new ways to handle old tasks and find
new approaches to new problems.
Good leaders progress their society by construction
their habitancy and helping them feel good about
themselves and their jobs. When this happens, morale
and productivity is improved which translates to
increased profit for the company. Focus on construction self-esteem. Show them that you trust and believe
in them. Praise them for a job well done.
Unity is significant to any organization. If you don't
support each other, the society will soon
encounter significant problems that may be irreparable.
The job of a leader is to assemble the best team
possible, train the unit, and outline out the best way
to get the members to work together for the good of
the organization.
Lastly, remember that habitancy who enjoy and look
forward to going to work are more productive and
happy. You can create a certain climate at work
by letting habitancy have fun and interact with their
colleagues. Having fun at work creates more public
glue for the organization. This results in productivity
and loyalty.
About the Author:
Captain D. Michael Abrashoff is a old Commanding
Officer of the United States Navy. He is also founder
and Ceo of GrassRoots Leadership, Inc. Immediately
after leaving the Navy, Mike created GrassRoots
Leadership, advising others on how to empower their
people while addition profits and cutting costs.
Mike continues to spread his message straight through his
first book, "It's Your Ship", published by Warner Books.
3/14/09: Your Weekly Address
Laws Of Leadership - 3/14/09: Your Weekly Address
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21 Irrefutable Laws Of Leadership List - 101 High energy Motivational Sales Tips
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Below you will find a list of 7 great inspirational books and 101 high-energy motivational sales tips and ideas that will help weighty your sales career.
1. Think and Grow Rich, by Napoleon Hill
2. How to Win Friends and affect People, by Dale Carnegie
3. Who Moved my Cheese, by Spencer Johnson & Ken Blanchard
4. The greatest Salesman in the World, by Og Mandino
5. The Strangest Secret, by Earl Nightingale
6. Seven Habits Of very efficient People, by Stephen R. Covey
7. The Laws of Success, Napoleon Hill
Top sales professionals are not only readers they are also determined thinkers. Check out the 101 high-energy motivational thoughts to keep you focused on sales success.
1. Great salespeople have a burning desire to succeed. That's the edge that separates them from the coarse employee.
2. It is great manufacture sales! Big sales, diminutive sales, they all feel fantastic. Selling validates our existence.
3. You don't apply for a multi-million dollar sales job. You build a multi-million dollar sales career.
4. It's easy to energize your sales career, just make a sale at a high margin.
5. There is a lot of science of mind involved in selling. What's why most citizen can't do it.
6. Do things that generate lasting success. Take activity today and you'll get something determined tomorrow.
7. Listen to your customers and they will tell you exactly how to sell them.
8. Don't worry about reasoning covering the box. Think about what you can do today to make a sale.
9. You have to have fun. You can't prosper in this job unless you truly enjoy it.
10. Don't reinvent the wheel. Learn how to sell correctly and then repeat that process.
11. First get the customer to trust you. And then, when they buy, deliver your solution with passion!
12. It is more important to understand the system of selling than the techniques of selling.
13. Appreciate the value of others people, show genuine concern for their needs.
14. Some customers are forceful and strong-willed others are steady and relaxed. You need to learn how to sell to both styles.
15. If you are motivated by money and power you possess the two most important values of a top sales producer.
16. Never be dependent on one source of sales income. Diversify your customer base.
17. When you receive great customer service your are happy. When you deliver it they are happy.
18. Salespeople make it easy for citizen to do business with them.
19. If person doesn't buy from you today, remember they will buy from you tomorrow.
20. You can't talk person into buying your goods or service.
21. Take a walk in the park and clear your mind. You won't just feel better, you'll make more sales.
22. Stay focused and remember it's all in the details.
23. Visit a trade show and you will see firsthand what is important to your customers.
24. Learn to speak in front of a group of citizen and your sales will increase tremendously.
25. You must thoroughly understand everything about your sales territory.
26. citizen buy in spite of salespeople everyday. Don't ever forget this.
27. You can't make person buy from you. You must be in the position to help them when they want to buy.
28. citizen throw the title of salesperson around too freely. Salespeople make most of their money from commissions.
29. Take the time to invent great sales habits early in your sales career.
30. Take a negotiating class and learn how to overcome your customer's tactics with your own counter tactics.
31. Remember most citizen don't like salespeople. Don't go into sales to please the masses.
32. Get an early start and work on the most important things first.
33. I still believe that success is when opening and preparing meet. Your big break may come today, be ready.
34. Very few citizen come to be prosperous working just 40 hours a week.
35. Make sure you riposte the phone with a determined attitude and great energy.
36. Doing a lot of things is not the incommunicable to success. You must do the right things.
37. Adversity is not always a bad thing. It troops you to think.
38. They say you can come to be an expert in anyone in five years. How many years will you wait before you learn how to sell?
39. When a customer buys from you they expect a great Return On Investment, give it to them and they will keep buying.
40. citizen pay attention to what is interesting. Is your presentation interesting? Are you interesting?
41. I have discovered that when a customer knows you appreciate their business, they give you more.
42. Do you have a sense of humor? Do you know how to make citizen laugh? everybody likes to work with citizen who can make them smile.
43. Pre-call sales planning is very important. Don't get into the habit of selling by the seat-of your pants.
44. Don't over evaluation your own sales capability or underestimate your competitor's.
45. Don't run away from the problem; embrace the challenge to exceed your customers expectations.
46. You should have some determined affirmation circling around in your head. My personal popular is "My sales are enhancing daily".
47. It is smart to always let your customer base know you truly appreciated their business.
48. A thought about person possesses a rare blend of rugged independence and esprit de corps.
49. always give your customers more than they expect to receive.
50. citizen won't buy the worst goods from a good salesperson, but will buy a lesser goods from a great salesperson.
51. Persistence is sometimes the only thing we have, but it's all we need. If you refuse to quit you will eventually succeed.
52. Ask your customer every once in a while how can I exceed your expectations?
53. A customer once asked me, do you work on Saturday? I replied. . . Do you buy on Saturday?
54. Presenting in front of a group of decision makers is a great way to multiply your sales efforts. Look for opportunities to do this.
55. Want to learn how to sell? Watch other great salespeople in action. inspect what they do the same, not what they do differently.
56. If you don't love what you are doing you just have a job.
57. customer 57 doesn't care that customer 56 gave you a hard time. Each customer is unique.
58. If the customer tells you he or she wants to buy right now, and you recommend they think it over, then stop reading and get an additional one job.
59. You will get fewer price objections if you concentrate on your customer's needs first.
60. Top producers are determined and optimistic. Meek and shy citizen are rarely great salespeople.
61. It is good to ask for the order once at the right moment than six times at the wrong moment.
62. You must generate systems to procure useful data about your customers and modernize it on a regular basis.
63. A pleasing personality is the foundation for exquisite customer service.
64. goods knowledge is about 40% of the success formula, 60% is sales skills and attitude.
65. Having empathy for your customer is important. Condolement is hazardous and high-priced to your lowest line.
66. It's important to understand what your customer perceives as value, not what you perceive as value.
67. Sales citizen sell the first product, customer service sells the second.
68. Make sure you show appreciation to your internal customers.
69. If it is true that you come to be what you think about most of the time, what do you think about most of the time? I hope it's your sales career.
70. It's all about asking the right questions to the right citizen at the right time.
71. If the customer asks you to cut the price, ask them why. Let them answer, build some value and then say no.
72. Have the willingness to bend the rules to help the customer achieve their goals.
73. A great salesperson once told me he was prosperous because he conception about selling all the time.
74. Selling is honestly not a general job. The desire for money may get you into sales; the lifestyle will keep you in sales.
75. If you don't know where you are in the sales process, or where you're going, then you won't know what went wrong. And then you've got a big problem.
76. If you always have to be the cheapest to make the sale, you are not a professional salesperson.
77. Put in order written questions in improve of meeting your customers.
78. You need to direct your sales energy toward the completion of a goal without an external catalyst.
79. Learn to ask checking questions: Is this what you have in mind? How do you like this?
80. For any group to get beyond mediocre success, they need to get beyond mediocre cooperation first.
81. Top salespeople usually have a persuasive personality. Your job is to convince others to accept the best solution.
82. If you talk you sell less, if you listen you sell more.
83. Do you have at least fifty sales books in your personal library?
84. Smart salespeople are problem solvers. The customer has a problem you solve it. That's how you get paid.
85. Loyal customers come to be your second sales force.
86. Great salespeople have internal and external emotional control. We are a lot stronger than most citizen think.
87. Multi-million dollar producers think differently. That is why they are multi-million dollar producers.
88. everybody in your club can help you sell. Be sure to treat them accordingly.
89. Take the time to learn about yourself. Then you will understand the idiosyncrasies of your customers.
90. This profession is all about results. Don't confuse activity with success. You are only fooling yourself.
91. Great salespeople have the capability to read in the middle of the lines in such things as body language, reticence, and emotions.
92. Too many sales are lost because salespeople don't stay excited about their goods or service.
93. Your personality whether attracts or repels others. Do you have a pleasing personality?
94. Insight the complexity of a sales situation is significant to your success.
95. When was the last time you sent a handwritten thank you note to a customer?
96. Your price is too high! You will hear this from your first day in sales until you retire. Learn to overcome it!
97. Sales are like the ebb and flow of the tide. When the tide is out remember it will return. Just keep working and it will return sooner.
98. Don't forget your mentors. They were the paradigm pioneers. They showed you that success was obtainable.
99. It is what you do when you don't have to that will decree your long-term sales success.
100. No sales or customer service strategy will work unless you execute the plan.
101. always give your clients more value then they expect and exceed their expectations daily.
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Laws Of Leadership - What is Green Chemistry?
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21 Irrefutable Laws Of Leadership Quotes - Divine Empowerment of Christian Leaders
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Luke's comprehension of the Divine Empowerment of Christian Leadership provides essential comprehension into shaping the values of spiritual leaders. God prepares leaders with a exact purpose and task in mind. Luke, in Acts 2, utilizes the Old Testament to highlight the importance of the divine empowerment of leaders. Acts 2 underscores theory such as Vision, Inspirational Power, and humility. The pages that follow will account for the role that Divine Empowerment plays in personal leadership formation for contemporary Christian Leaders.
Luke wrote the third Gospel as an list of Jesus' earthly life and Acts continues that story. The New Testament divides into two equal sections: The first being the Gospels that tell about Jesus' life on earth. The second, beginning with Romans, concerns the preparation of churches after Jesus left. In the center is the book of Acts. Acts creates the transition from Jerusalem to Rome. With Acts, the New Testament transitions from the history of one man, Jesus, to the new church. The framework for this book was form by Jesus in Acts 1:8 "...ye shall be witnesses unto me both in Jerusalem, and in all Judea, and in Samaria, and unto the uttermost part of the earth." Acts follows that outlined: The first seven chapters show the church in Jerusalem, the next five centers on Judea and Samaria, and the rest of the book follows the gospel to the outposts of the Roman Empire.
The foresight of God's Kingdom At-Hand
Acts records a series of stages straight through which Peter's speech in episode 2 offers an excellent example of adapting the gospel message to a single audience. Preaching to Jews gathered in Jerusalem to celebrate Pentecost, he relied heavily on quotations from the Old Testament. Though his main intent was to tell them about Jesus, he referred to the prophet Joel and David - the Bethlemite sheppard anointed to be King.
"Afterward" in Joel 2:28 is referring to the period beyond restoration. In Joel 2:25 the recovery is from the plague of insects. However, in Acts 2:17 "afterwards" was substituted with "in the last days it will be" to signify the eschatological view of Joel in that the new ageement does not abolish the old but supersedes it in the sense that straight through the new ageement the old is fulfilled and its purpose realized. "The last days" began with the first arrival of Christ and was fulfilled with his second coming.
Inspirational Power
Joel's view of the outpouring of God's spirit was quoted by Peter in Acts 2:17-21. Adding the clause "...they shall prophecy" (Acts 2:18) suggests that the view that Joel prophesied had been fulfilled in Jesus Christ, indicating that God would acknowledge to Jews and non-Jews alike. Paul continues this view in 1 Corinthians 11:10-11 by referring to the woman's authority as co-ruler with man. They make the point that God will confer the spirit upon every person regardless of age, sex, race, or rank.
Joel 2:30 purports there will be wonders in the form of cosmic events. Blood from war; fire, and pillars of smoke are all signs of God's presence (Joel 2:10, Isaiah 13:9-10). Acts 2:19 presents a clear spatial incompatibility between the "wonders in heaven above" and "signs in the earth beneath." The author immediately follows this incompatibility by identifying who will be saved in Acts 2:21, "...whosoever shall call on the name of the Lord." This call to worship includes faith and response rather than merely words while the disunion of actions "above" and those "beneath" indicates that those above will search for the wonders of God but only those below will be branch to the devastation.
After establishing that outpouring of the spirit was to be for every person that called on the name of the Lord, the author of Acts emphasizes that this promise came from the top authority. "Therefore being by the right hand of God exalted, and having received of the Father the promise of the Holy Ghost..." (Acts 2:33). Paul also testifies "For there is one God, and one mediator between God and men, the man Christ Jesus" (1 Timothy 2:5).
A Humble King
Generally, the Old Testament offers wee comprehension into life after death. The apostle Peter portrayed David's prophetic voice with his recitation of Psalm 16 in Acts 2:25-28 by reconfiguring the text and changing the meaning of the "Holy One" to refer to Jesus. Peter also re-contextualized Psalm 110 to give a deeper meaning to David's Psalm of God's Priest-King, "The Lord said unto my Lord" (Acts 2:34). The initial reading of the Psalm, leads us to believe that David is speaking of the coronation of his son Solomon. However, reading it in the context of Acts, the second "Lord" is not referring to a mere descendant but rather someone that would be greater than David himself - the Messiah - and because of Jesus' resurrection, David and all God's people would come to new life after death.
Values of Divine Empowerment
When God sent Samuel to Bethlehem to find a transfer for Saul, each of the sons of Jesse was rejected, except David - the youngest whom Samuel is told to anoint (1 Samuel 16-17). 2 Samuel 7:12-16 states that God was so pleased with David that He promised that the Davidic line would endure forever; Therefore many believed that the Messiah would be a direct descendant of King David.
When most people dream empowered leaders, they envision leaders such as Presidents and Prime Ministers or leaders of great armies. History is filled with strong personalities, but none more well-known than King David. We can only image the reliance that David felt when he had been chosen by God to lead. The Old Testament gave numerous examples of the Divine Empowerment of King David. When we think of David we see the young man who left the battlefield at Shochoh to feed his father's sheep at Bethlehem but later returned to defeat the Philistines, not with a great army but with a sling and a stone. We see David on a roof top, lustfully gazing down at Bathsheba. We hear David's suffering as he cries to God for the life of his baby child. We see David as he danced before the Lord with all his might and as he stumbles out of Jerusalem, pursued by his rebellious son.
The Old Testament does not retell David as a excellent character or as a excellent model of impel and confidence. He had striking weaknesses, yet he appeals to us as a leader who survived a dozen crises by maintaining a passionate trust in God. Living by faith is not easy, nor was it so for David. Though the bible offers no magical formula to solving daily problems, it does speak to the formation of theory for contemporary Christian Leaders. Specifically, Acts 2 suggests that Christian Leaders have been given the Divine Empowerment of Vision, Inspirational Power, and Humility.
The basal quality of Leadership: Vision
Merriam-Webster defines foresight as a supernatural appearance that conveys a revelation or the power of imagination. All efficient leaders have a foresight of what they must accomplish. That foresight becomes the energy behind every effort that drives the organization. In Psalm 110, David's prophecy of the arrival of Jesus as the Messiah confirmed the reign of Jesus as Lord and Savior but is also validated the teachings of the disciples. When asked to retell the ideal leader, nobody ever stated that he should be a great planner. The quality they identify in the ideal leader is vision, the enhanced quality to retell the present situation and the desired hereafter in a way that inspires action. foresight involves insight, foresight, and wisdom.
Insight is empowering to the leader who has it. The leader with comprehension believes that not only what he envisions can be done, but that it must be done. "There will always be a point where the environment changes, the competition changes, something essential changes, and you must perceive this and take the prominent role in meeting change." (Farkas and Wetlaufer, 1998, p. 122). comprehension includes optimism, trust, and hope. Before people trust your insight, they must believe in you - they must you know that you care. Maxwell (1993) believed you should "Let them see your heart before they see your hope" (p. 154).
Foresight involves the leader's quality to visualize the end follow of the policies and methods he advocates. The leader looks to understand how the policies will affect hereafter generations. "[Foresight] is a clear photo of what the leader sees his or her group being or doing" (Maxwell, 1993, p. 149). This implies nothing about how the comprehension was obtained but, under the banner of vision, one would expect that this knowledge was obtained straight through the leader's wisdom.
Wisdom gives the leader equilibrium and helps to avoid recklessness. Maxwell (1993) maintained "A foresight should be greater than the someone who has it" (p. 148). Wisdom helps the optimistic leader to be realistic, it gives comprehension into the heart of things, and adds foresight to ordinary mental and experience. The foresight must be defined by the leader's wisdom. But it is the subordinates who must define the objectives that move the society toward the desired outcome. "[Vision] accomplishment must be the follow of many people bringing many resources to the job" (Maxwell, 1993, p. 148).
If knowledge comes by study then wisdom comes by the Holy Spirit. Paul's prayer for the Christians at Colosse was that they "be filled with the knowledge of his will in all wisdom and spiritual understanding" (Colossians 1:9).
The Authority of Leadership: Inspirational Power
God's leader is marked by the power to inspire others into service and sacrifice. Spiritual leadership requires spirit-filled people. The book of Acts is the story of people who construct a church and led the missionary enterprise. In Acts 2 God tells us that even the lay persons shall be filled with "my Spirit; and they shall prophesy" (Acts 2:18). A someone can have excellent managerial skills but without spirituality he or she is incapable of spiritual leadership. This power of inspiration is obtained straight through prayer and moral courage.
Prayer can help us focus our spiritual life on what God is willing to offer us in our times of need. These prayers open us to God's free and loving grace. We can be made aware of God's peace in the midst of fear and God's forgiving love in the midst of resentment. These prayers help us bring faith into every aspect of our lives and relationships. We cannot pray without faith, faith that God exists and that it pays to seek Him. Spitzer (2000) asserts "Faith and prayer can help bring about the higher viewpoints" (p. 156). Faith is not the feeling that something is going to happen in acknowledge to our prayers but rather the obedient response on our part of who God is. This obedience requires that we open our hearts to God daily.
The obedient response of faith and prayer is what gives Christian leaders the moral courage to lead without conviction. White (1986) argued "the Holy Spirit is always ready to show us what needs to be dealt with and will never ignore us" (p. 22). Moral Courage is that quality of mind which enables people to encounter danger or strangeness without fear or discouragement. Paul admitted to knowing fear, but it never stopped him. "I was with you in weakness, and in fear, and in much trembling" (1 Corinthians 2:3). However, the key is that he did not stay home out of fear for the journey. Moral courage is an prominent virtue in varied areas of life, along with religion, faith and ethics. It is called for while times when doing the right thing goes against the status quo.
The Hallmark of Leadership: Humility
Humility is the least admired leadership quality. When we think of leadership presence, we think of reliance and charisma - not humility. However, humility is the trademark for Christian leadership. A humble someone is commonly view to be unpretentious and modest: someone who does not think that he or she is better or more prominent than others. In Psalm 110, David demonstrated exceptional humility in acknowledging that it would be his descendant that would rise to the right hand of God and not himself. Humility is not mental highly of yourself nor is it mental lowly of yourself. Humility is simply not mental of yourself at all. Among the outcomes of humility are the possible qualities of integrity and sincerity.
Integrity is being what you claim to be and doing what you promise to do. It would be easy for leaders to say what others want to hear instead of what they unmistakably feel or believe. We are all faced with conflicting desires. No one, no matter how spiritual can avoid this battle, integrity and sincerity is what determines which desires prevail. In 2 Corinthians 2:17 Paul wrote "For we are not as many, which corrupt the word of God: but as of sincerity, but as of God, in the sight of God speak we in Christ." Paul is referring to false teachers who had infiltrated the Corinthian Church - themselves insincere and dishonest - presented themselves in a persuasive manner with the chief interest of making money. Paul, by contrast, had preached the gospel with integrity and sincerity, and free of charge. Paul spoke of his failures and successes with an openness few of us are prepared to duplicate. However, the two leadership qualities of integrity and sincerity were part of God's law (Deuteronomy 18:13). God wants His people to show a transparent and open character.
Decisive Determination
Christianity is often referred to as a race (Ecclesiastes 9:11, 1 Corinthians 9:24, Hebrews 12:1). If this be the case, then Christian life should be viewed as a long-distance race rather than a short sprint. Some Christians are tempted to drop out of the contest because of persecution, others because the disagreement between the flesh and the spirit is too demanding. However, a good runner always begins a race with the last lap in mind. Just as the runner considers the close line, Hebrews 12:2 directs Christian leaders to "look unto Jesus the author and finisher of our faith." By constantly looking to Jesus, their thoughts will strengthen holy affections. Acts 2:42 demands that we continue "stedfastly in the apostle's philosophy and fellowship, and in breaking bread and in prayers." These verses emphasize the purpose of Christian estimation in remaining focused on what Jesus taught - especially those with the Divine Empowerment of leadership.
Conclusion
Wisdom, Foresight, and comprehension come together to furnish the leader with a foresight which is the basal quality of Leadership. Moral courage is to speak out for what is right when excellent troops desire alternative actions. And it is humility that gives God the clear view into the heart of Christian Leaders. From God, to Jesus, to the first disciples, we stand in the direct line of heritage of Divine empowerment to embrace, encourage, and enlighten. Christian Leaders were blessed with Divine Empowered when they received the Holy Spirit from Jesus - "Peace be unto you: as my Father hath sent me, even so send I you" (John 20:21).
References
Holy Bible. (1997). King James Version. Zondervan Publishing, Grand Raids Michigan
Farkas, Charles M. And Wetlaufer, Suzy (1998). Harvard enterprise retell On Leadership: The Ways Chief menagerial Officers Lead. Boston, Ma. Harvard enterprise School Press.
Maxwell, John C. (1993). Developing the Leader within You. Nashville, Tn. Thomas Nelson, Inc.
Merriam-Webster (2006). Merriam-Webster Online Dictionary. Merriam-Webster.com
Spitzer, Robert J. (2000). The Spirit of Leadership: Optimizing Creativity and turn in Organizations. Provo, Ut menagerial Excellence.
White, John. (1986). Excellence in Leadership. Reaching Goals with Prayer, Courage & Determination. Downers Grove, Il. Inter Varsity Press.
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