Posts Tagged ‘application’

In 1492, columbus sailed the ocean blue

In 1492, Columbus sailed the ocean blue.

If you are like me, you learned that rhyme sometime in elementary school.

Specifically, Columbus left on his first voyage on August 3, 1492, sailing in search of a seagoing route from Europe to Asia with the vision of creating a trade route for spices, silk and more.

He led a crew of three ships on that voyage and, as history shows, instead found islands of North America. While not the first European to make this discovery (the Norse did it 500 years prior), it was his voyages that lead to the widespread awareness (and eventual colonization) of “the New World”.

Enough history.

I am writing about Columbus not because of his discoveries, or even his major mistakes, but because of what his life can teach every leader.

Here are five specific lessons, as valuable today as ever, that we all can take from Columbus` legendary life.

Exercise your belief. Columbus believed the earth was smaller in circumference than most did. This belief led him to the logical (based on his beliefs) assertion that within a few weeks his ships could reach Asia. While he was wrong, he built his plan based on that belief, gathered support for his plan in spite of ridicule and disbelief, and crafted a plan to test those beliefs. This is what leaders do.

When did you last exercise your beliefs in a tangible way?

Find great supporters. Columbus didn`t have the resources, power or money to put his plan into action. He tried to build support in Portugal and England, before finally persuading Ferdinand and Isabella of Spain to support his plan. Even Royalty wasn`t enough – his supporters also included a group of Italian business interests. Great leaders know they can`t do it alone, and they are persistent in building support for their visions and beliefs.

Have you created a team of supporters for your vision?

Don`t be satisfied. Columbus found land in his first voyage (what is now the Bahamas), but he didn`t find the trade route he sought. So he went again, and again and again. Ultimately he led four voyages; each finding new territory (and getting as far as Panama). While you could classify him a failure in achieving his desired goal, you can`t call him a quitter. When your vision is clear, and your belief strong, you can lead persistently.

How persistent are you? Do you lead past the first challenge or failure?

Build a plan. Columbus didn`t just go to Queen Isabella, turn on the charm, lay out some ideas and then go hop on the ship. His navigational beliefs, his travel plans, and his funding support came together over several years. The funding process alone started seven years before he sailed. Over that time he honed his plan, made adjustments, and continued to build as he brought the plan to ultimate fruition.

Do you plan? Are you willing to adjust and modify when necessary in service of your beliefs and vision?

Think bigger. In the time of Columbus you could get spices from Asia on the overland route. Before he sailed, people had even gotten there by sea by sailing around the tip of Africa. Columbus, though, thought bigger. He believed from his study and planning that he could make it directly, more quickly and more cost effectively by sailing west. He didn`t tie himself to conventional wisdom or approaches. He thought bigger. It was this bigger thinking that ultimately helped him sell his plan.

How big do you think? Are your visions large enough to captivate, persuade and engage others to follow you?

The story of Columbus proves that we can learn from events and actions from more than 500 years ago and while the context has changed, the lessons are as real and valuable as ever. The lessons are always there, when we look for them.

The other major message of this article isn`t just the lessons, but is found in the questions after each idea; questions that beg application of the lessons. Learn the lessons, but answer the questions to really bring the lessons to life for you and those you lead.

Remarkable Leaders are continually learning and practicing the lessons of Columbus, which is just one example of why learning continually is one of the competencies of The Remarkable Leadership Learning System – a one skill at a time, one month at a time approach to becoming a more confident and successful leader. You can get two months of that unique system for free as part of our Most Remarkable Free Leadership Gift Ever today at http://MostRemarkableFreeLeadershipGiftEver.com and become the leader you were born to be.

Oh, the stories we tell and the stories we hear

Oh, the stories we tell and the stories we hear. Have you ever heard anyone use one of the excuses below to distance themselves from their responsibility as a team member? Shame on those of us who use these excuses and on those of us who let others use them.

It is not my meeting – Guess what? If you have a business reason to be in the meeting, then it is your meeting too. Not only do you have the right to contribute, you have a responsibility to contribute, so speak up and share your expertise and opinions.

I did not set the agenda – Just a step or two away from “it is not my meeting” is the infamous “well, I did not set the agenda”. The implication is that only the person who defines the agenda can decide what is discussed. So if critical information is not brought to the table, well, that is just too bad, because “Hey, I did not set the agenda.”

Well, nobody asked me – This one is usually accompanied by a pouting face or a petulant tone of voice. None of us should be expected to have access to psychic powers, but if you know a problem exists and you know the solution – it does not matter that nobody asked you directly. Step up and step in to help.

It is not my job – So you knew from reports you receive that the database was about to run out of space. Guess what? Last night the database ran out of space and this morning the application was unavailable for two hours. But it is not your problem; after all, you manage the hardware not the database. It is not your job.

Now do any of these excuses really make sense? Of course not. Remember when one team member decides to disengage, we all suffer the consequences.

I want to introduct something about br-bc415-5 brush cutter gas brush cutter garden tool

I want to introduct something about BR-BC415-5 brush cutter gas brush cutter garden tool. Place of Origin: China Zhejiang Model Number: GE-BC415-5 Brand Name: GeRui Engine: 1E40F-5: Power: 2Hp Terms of Payment: L/C,T/T Brush Cutter Engine: 1E40F-5 Fuel Use: 2-Cycle oil/gasoline mixing ratio: 1: 25 Displacement: 43cc Ignition: CDI Power: 2Hp Start system: Recoil Shaft length: 1650mm straight shaft Shaft diameter: 28mm Handle: Double Bicycle handle Belt: Double belt Blade: Nylon cutter or metal blade Protector: Big red or Little black Engine:1E40F-5 Fuel Use:2-Cycle oil/gasoline mixing ratio: 1: 25 Displacement:43cc Ignition:CDI Power:2Hp Start system:Recoil Shaft length:1650mm straight shaft Shaf
IMCO Carbide Tool Inc.
Type
Private (family owned)
Founded
1977
Headquarters
Perrysburg, Ohio
Key people
Perry Osburn, President & CEOMatthew S. Osburn, VPSteve Whitlow, VP
Industry
Cutting tools
Products
End mills, drills, burs
Revenue
In excess of $12 Mil (2007 Sales)
Website
www.imcousa.com
IMCO Carbide Tool is an American manufacturing company founded in 1977 by Lawrence Osburn. It designs and manufactures high-performance cutting tools for a variety of applications. From headquarters in Perrysburg, Ohio, IMCO serves a diverse customer base of small, medium, and large companies in the aerospace, automotive, medical, petrochemical, and manufacturing industries throughout North America and other countries around the world. The company is ISO 9001:2000 registered.

Products
The company tools are designed, tested, sourced and manufactured in the United States for use on the following materials: aluminum, copper and magnesium alloys, brass, bronze, composites, plastics, graphite, cast iron, carbon and stainless steel, tools and die steels, titanium, and high-temperature alloys.
IMCO tools include high-performance end mills, drills, roughers/finishers, general purpose cutting tools, counter sinks, reamers, routers, burs, custom-made special purpose precision tools, and custom modification of off-the-shelf cutting tools. A versatile end mill dubbed Streakers was introduced by IMCO. And several metal shops have used an IMCO end mill called the Omega-6 to get “performance they didn’t think was possible” because the mill uses a temperature-resistant carbide coating, which insulates the substrate from heat.
Competitors
ISCAR
Kennametal
OSG Tool & Die
Sandvik
SGS Tools
References
^ Die Casting Engineer. Ann Arbor, Michigan: Society of Die Casting Engineers. 1999. http://www.worldcat.org/wcpa/oclc/1566622.
^ “Cutter cuts time and saves money”. MetlFax (Gale Group). 2000-09-01. http://www.highbeam.com/doc/1G1-65574413.html. Retrieved on 2008-11-06.
Coordinates: 4135?54?N 8332?44?W? / ?41.59833 83.54556? / 41.59833; -83.54556
External links
Cutting Tools: Carbide to the rescue (example of carbide tool in real application)
Ohio Manufacturer Cuts Milling Time By 75 Percent (example of IMCO work with complex machining operations)
Categories: Companies established in 1977 | Tool manufacturers
Hidden categories: Orphaned articles from February 2009 | All orphaned articles(and so on) To get More information , you can visit some products about actual size ruler, splitting axe, . The BR-BC415-5 brush cutter gas brush cutter garden tool products should be show more here! 

Executive leadership training programs can sharpen and focus your strategic vision

Executive leadership training programs can sharpen and focus your strategic vision.

By acquiring the skills, expertise and processes of visionary leadership you will magnify and telescope the effectiveness of your leadership behaviors.

In today’s globally competitive economy, all professionals, supervisors, managers and entrepreneurs should participate in executive level leadership training.

Because executive leadership training programs should prepare you to create strategic leadership visions that will meet the challenging demands of leading your projects, operations, employees and the activities of other stakeholders.

The principles and concepts of strategic leadership enables executives to formulate, communicate and execute on their powerfully compelling visions.

What ingredients give your visions energy and inspire people to take positive actions?

Engage Them!
Your strategic visionary leadership challenge is to discover ways of blending together three essential ingredients for added spice and flavor in the aroma of your vision:

1) Map It – show them the avenue leading to bountiful opportunities and hidden treasures
2) Model It – reveal how all the moving parts will work together when you flip the switch
3) Diagram It – draw out the specs, structures, synergies and signposts behind the vision

Empower Them!
Most executive leadership training, coaching and development programs need to invest more effort and devote additional time to teaching the fundamentals and strategies of human capital enrichment.

Executive leaders should train themselves to focus their attention and concentrate their energies on:

=> Constantly tweaking and using a dependable, potent system for empowering their employees, associates, partners and key stakeholders;
=> Discovering and deploying some type of failure-resistant system for producing successful individuals and outcomes;
=> Turning their management-dominated strategic planning exercises into a “total employee involvement program”

In this Age where imaginative applications of Knowledge are the primary source of competitive advantage, it is foolish to rely on anything less than executives who expertly inspire and leverage their people’s potential through strategic, visionary leadership practices.

Encourage Them!
The acid test for executive leadership training programs reveals itself through these criteria:

1) Do leaders exhibit the kinds of desirable personal, organizational and societal traits, values and work patterns within their strategic leadership behaviors?

2) Are visionary leadership attributes – such as, continuous learning and growth, an eagerness or greediness for new things and a unshakable commitment to embrace broader perspectives – embedded in this executive leader’s DNA?

3) Which components, if any, of your leadership agenda are driven by the human capital developmental priorities of your strategic visions?

Without a vision, the people perish but without the hope supported by:

– Behavioral models which honestly reflect a set of high ideals,
– An open exchange of, interactions with and search for new ideas,
– A daily agenda that actively promotes excursions into self-discovery, professional education and community enrichment,

Without all the seeds containing those forms of hope, your organization will find itself bleeding the emotional, spiritual and psychological strengths it needs to survive, flourish and thrive.

So the question remains: how will design your executive leadership training program to help you develop your strategic leadership skills, visionary leadership competencies and proficiency in enabling, educating and enriching your human capital assets?

Copyright © 2008, Mustard Seed Investments Inc., All rights reserved.

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