Discussion: View Thread

Is your viable/valuable discussion of leadership stuck in committee?

Just take your ideas, approach a few seminar holders, ask to try
your approaches and SEE WHAT WORKS/WHO SALUTES IT!

It APPEARS as though you want to talk it to death. Why not concurrently
try to apply what you are talking about. If it falls on its face,
you will have learned something. If it scores, you will also have
learned something.

Otherwise, I think I have read more about Leadership in two weeks than
was previously discussed in the previous 25 YEARS! (Too many managers
talk things to death; the Edsel! Great idea originaly; but by the time
it was put into practice, the world had changed.

Or, if you like sharing quantities of words, I will gladly butt out!
K. Kemper

--
Talk entrepreneurshp with me
entre@aztec.asu.edu
602-279-0561 office fax 602-955-5459

> Otherwise, I think I have read more about Leadership in two weeks than
> was previously discussed in the previous 25 YEARS! (Too many managers
> talk things to death; the Edsel! Great idea originaly; but by the time

Leaders talk things to death, or until the idea is implemented. Leaders
talk, talk, talk. Yet a better way to say this would be to say leaders
persuade, persuade, persuade.

Perhaps a paraphrase of Churchill will help.

"Never give up. Never give up. Never ever give up."

I also find it distressing that the most reading author above has done on
leadership in the last 25 YEARS is a short two week long discussion on
leadership. Perhaps managers should stick their heads out of their shells
and look around every once in awhile.

______________________
Great Optimism,

Dutch Driver
Dept. of Communication
McMurry University
Abilene, TX
ddriver@cs1.mcm.edu

> Perhaps a paraphrase of Churchill will help.
>
> "Never give up. Never give up. Never ever give up."

"Have heard never give up... Never give in."
---quote from my S.O.

--
Best Regards,

Pat Gantt pagantt@worldnet.att.net Pat@HomeMail.com
The University of Tennessee M.S. Human Resource Development
Electronic Performance Instructor Information Source Locator (ISL)

Dr. Driver missed my point; as a reasonably decent leader and manager,
I have planning, organizing, staffing, (the components of management)
and wandering around my 35 nation firm to do--my leadership analysis
skills take their proportion of the WHOLE! Leadership TRAINING and
MONITORING take their proportionate time as well. I cannot afford to
spend lopsided amounts of time in any one sphere of activity.

K. Kemper, CEO, ECI
>
>> Otherwise, I think I have read more about Leadership in two weeks than
>> was previously discussed in the previous 25 YEARS! (Too many managers
>> talk things to death; the Edsel! Great idea originaly; but by the time
>
>Leaders talk things to death, or until the idea is implemented. Leaders
>talk, talk, talk. Yet a better way to say this would be to say leaders
>persuade, persuade, persuade.
>
>Perhaps a paraphrase of Churchill will help.
>
>"Never give up. Never give up. Never ever give up."
>
>I also find it distressing that the most reading author above has done on
>leadership in the last 25 YEARS is a short two week long discussion on
>leadership. Perhaps managers should stick their heads out of their shells
>and look around every once in awhile.
>
>______________________
>Great Optimism,
>
>Dutch Driver
>Dept. of Communication
>McMurry University
>Abilene, TX
>ddriver@cs1.mcm.edu
>
>

--
Talk entrepreneurshp with me
entre@aztec.asu.edu
602-279-0561 office fax 602-955-5459

>> "Never give up. Never give up. Never ever give up."
>
>"Have heard never give up... Never give in."
>---quote from my S.O.
>>
and Dr. Driver's "persuade, persuade, etc. talk, lead, [look at me,
I am here to change your behavior or get you to be better].

AT ECI, I don't need to do these these things. I explain my vision.
Andy Robertson, my CFO, either agrees or disagrees or explains why
he doesn't buy parts of my proposition; whatever it might be.

Tom Summons, my COO, shares with me what he thinks I am missing, what
I might want to concentrate on, and if I disagree, I suggest why
my behavior is as it is and why I will continue with it.

So far, I have not had any [regardless of language used] "you're full of
it," "I don't buy that" or other dissent. They are welcome to dissent.
They are welcome (they meaning my team) to redirect the boat any time
they think their direction is superior to mine or if they think I am
off course! I seldom am! If I want to do more traveling (which I
do, Tom suggests ways my absence can be covered!)

I call this damn good leading, managing, "buying in," etc.

In the mean time, we are likely to become a $500M company by the
end of the year, and right at this moment, we aren't even known
to most people!

AS a business consultant, I am most cognizant of all; be careful to
both follow my own advice and I am not ECI's God! I am its leader
and I am not perfect. Some of my visions are too futuristic but
no one has told me yet that I am a space cadet; I know if I want to
start something and I haven't the funds to do it with, I will drag
down the entire firm and my team and customers are too valuable
to me to do that to them!

I TRUST my people and I have had slight turnover. I also create
both physical site and virtual partnerships and have little
dissent because I prepare my vision and if one doesn't buy into it
quickly, then we amicably part company! Thanks. K. Kemper, ECI

--
Talk entrepreneurshp with me
entre@aztec.asu.edu
602-279-0561 office fax 602-955-5459