And the kings of the earth, and the great men and the rich men, and the chief captains, and the mighty men, and every bondman, and every free man \u2026 <\/i><\/p>\n
\u2014Revelation 6:15<\/i><\/p>\n
3011<\/b> Hints On Getting Along With People<\/b><\/p>\n
James L. Hayes, head of American Management Association, after nearly 40 years in management education, gives the following \u201cHints for Getting Along with Workers\u201d:<\/p>\n
(1) Be people-conscious. Create a climate that will lead to job satisfaction in your company or organization. <\/p>\n
(2) Tell workers exactly what you expect from them. <\/p>\n
(3) Be a good listener. <\/p>\n
(4) Have a two-way door. Encourage employees to come to your office but also get out to where people work. <\/p>\n
(5) Be patient. Realize that bringing workers along in their jobs takes time. <\/p>\n
(6) Give your employees not only problems to deal with but opportunities to grow. <\/p>\n
(7) Keep your promises. Credibility creates trust. <\/p>\n
(8) Be a problem preventer, not a problem solver. <\/p>\n
(9) Tell the truth. <\/p>\n
(10) Pass the pride along. Show prompt appreciation for good ideas and good performance. <\/p>\n
3012<\/b> Boss Or Leader<\/b><\/p>\n
H. Gordon Selfridge built up one of the world\u2019s largest department stores in London. He achieved success by being a leader, not a boss. Here is his own comparison of the two types of executives:<\/p>\n
The boss drives his men; the leader coaches them. <\/p>\n
The boss depends upon authority; the leader on good will. <\/p>\n
The boss inspires fear; the leader inspires enthusiasm. <\/p>\n
The boss says \u201cI\u201d; the leader, \u201cwe.\u201d<\/p>\n
The boss fixes the blame for the breakdown; the leader fixes the breakdown. <\/p>\n
The boss knows how it is done; the leader shows how. <\/p>\n
The boss says \u201cGo\u201d; the leader says \u201cLet\u2019s go!\u201d<\/p>\n
\u2014Sunshine Magazine<\/i><\/p>\n
3013<\/b> Virtue Of Simplicity In Leadership<\/b><\/p>\n
Just as important to a leader as credibility, is something most vital that creates belief in him: simplicity. <\/p>\n
Simplicity includes the capacity of a leader to avoid becoming in any way entangled in the confused web of his own power. To keep a clarity of purpose in the midst of the most devious machinations. Not to live many lives, as did a simple enough man like Warren G. Harding, or a complicated one like Woodrow Wilson, but instead to embody a few unmistakable goals, as did Lincoln, who was a very complicated simple man. <\/p>\n
A leader\u2019s simplicity is often expressed in grossly sentimental terms\u2014Nasser\u2019s weeping; de Gaulle\u2019s defiance, reedy singing of the Marseillaise to a silent, hostile crowd\u2014but it awes even a leader\u2019s opponents. <\/p>\n
3014<\/b> No Extremes In Leadership<\/b><\/p>\n
Self-reliant but not Self-sufficient<\/p>\n
Energetic but not Self-seeking<\/p>\n
Steadfast but not Stubborn<\/p>\n
Tactful but not Timid<\/p>\n
Serious but not Sullen<\/p>\n
Loyal but not Sectarian<\/p>\n
Unmovable but not Stationary<\/p>\n
Gentle but not Hypersensitive<\/p>\n
Tenderhearted but not Touchy<\/p>\n
Conscientious but not a Perfectionist<\/p>\n
Disciplined but not Demanding<\/p>\n
Generous but not Gullible<\/p>\n
Meek but not Weak<\/p>\n
Humorous but not Hilarious<\/p>\n
Friendly but not Familiar<\/p>\n
Holy but not Holier-than-thou<\/p>\n
Discerning but not Critical<\/p>\n
Progressive but not Pretentious<\/p>\n
\u2014Selected<\/p>\n
3015<\/b> \u201cLanguage Of Leadership\u201d Book<\/b><\/p>\n
New York (UPI)\u2014A dictionary of modern magic words has been compiled. It\u2019s called Buzzwords: A Guide to the Language of Leadership<\/i> and is described as a guide to the \u201cinside\u201d vocabulary of upper-level leadership in industry, finance, government and the professions. <\/p>\n
There are about 600 buzzwords in the book and the definition of each is somewhat extensive and discursive since they are used to cover wide varieties of concepts and situations. <\/p>\n
Author Mueller says his magical buzzwords not only make business and professional conversation lively and amusing but they manage to convey convincingly the impression the speaker knows \u201call you need to know\u201d about the topic in hand. <\/p>\n
On the contrary, it is claimed they are expressions of exceptional potency, which can be used either to convince other persons or to obscure the issue and throw everybody else into helpless confusion. <\/p>\n
Mueller gives as the supreme example of this by a rewrite of the twenty-third Psalm. <\/p>\n
It starts: \u201cThe Lord is my external-internal integrative mechanism, I shall not be deprived of gratifications for my vice-rogenic hunger\u2019s or my need-dispositions. He motivates me to orient myself towards a non-social object with effective significance. He positions me in a non-decisional situation. He maximizes my adjustment. \u2026 \u201d<\/p>\n
3016<\/b> It\u2019s Still Men That Count<\/b><\/p>\n
The Cunard White Star Lines ran a series of full-page advertisements some time ago on various phases of their transportation business. Among them was a very striking one bearing the title, \u201cIt\u2019s Still Men That Count.\u201d It pointed out that although the modern ocean liner is in constant touch with every shore, her bearings confirmed by radio, her course held true by a gyro-pilot, nevertheless the men on the bridge know that the destiny of the ship and its passengers is in their hands. <\/p>\n
\u2014Roy L. Laurin<\/p>\n
3017<\/b> Importance Of Human Factor<\/b><\/p>\n
We were reminded of this vital fact when reading an advertisement of Grumman Aircraft Engineering Corporation. Here is part of that advertisement: \u201cA man is still the heart of the system. Grumman never forgets it. Grumman builds aircraft, spacecraft, seacraft, and underwater craft which extend man\u2019s power by extending his reach. But at the heart of all Grumman vehicles is the human factor\u2014men.\u201d<\/p>\n
\u2014Prairie Overcomer<\/i><\/p>\n
3018<\/b> Revolution Led By Deaf-Dumb Man<\/b><\/p>\n
Umai of Tinnevelly, India, was the most astonishing rabble-rouser in history. He was a deaf-mute who could harangue crowds in sign language and inflame them to desperate deeds. In 1801 he instigated\u2014by the power of the unspoken word\u2014the so-called Poligar Rebellion, in which a mob of a few thousand desperados took on the whole British Empire. The rebellion was brought under control but not before several thousand men were killed and millions in treasure expended. Umai himself was caught and executed. \u201cNever underestimate the power of a fanatic.\u201d<\/p>\n
\u2014Robert Ripley<\/p>\n
3019<\/b> Employers Prefer Pear-Shaped Heads<\/b><\/p>\n
London (Reuter)\u2014Pear-shaped-headed men are those most likely to be the world\u2019s leaders, according to an article published, which cites British Prime Minister Harold Wilson, Napoleon and General De Gaulle as examples. <\/p>\n
Mr. John Byrne, a business man, writing in the Director<\/i> magazine, said this shape, also known as the Burgundy bottle look, was the key to success in business and politics. <\/p>\n
He suggested that a person\u2019s shape could well be taken into account when applying for a job. <\/p>\n
\u201cThere is the beginning of a new sort of management game which could be developed indefinitely.\u201d he added. <\/p>\n
3020<\/b> Ockham\u2019s Razor<\/b><\/p>\n
One of the earlier practitioners of work simplification was William of Ockham. This man lived in England about 600 years ago. He was a graduate of Oxford University. <\/p>\n
William\u2019s trouble came to a head when he tangled with ecclesiastical authorities on a moot problem of the day. He contended that the church should confine itself to the business of saving souls, not messing around with government. He raised such a fuss that the powers decided to get rid of him. He escaped to a distant country, and there went to work sharpening up the tool which later became known as Ockham\u2019s Razor. <\/p>\n
The Razor of Ockham is simply a method of thinking which cuts directly to the core of any problem, separating the essentials from the non-essentials, removing all unnecessary facts or elements of the subject being analyzed. Nothing was left to view but the bare bones of the problem. The \u201ctool\u201d has become an important implement in every supervisor\u2019s management kit. <\/p>\n
3021<\/b> When Decisions Are To Be Made<\/b><\/p>\n
People who supervise others have decisions to make every day. They range from minor incidents to vital problems\u2014whether to reprimand someone for being five minutes late or to setting quotas on a production line. Each decision saps energy and requires effort. But they must be made. Otherwise management is failing to manage. <\/p>\n
If an important policy or big sums are involved, take time to think, but not to tremble. Consider all the angles. Then, if it\u2019s up to you, make the best decision you can and let the chips fall where they may. Your decisions will never be 100% correct; neither will those of your subordinates. If you want action, not indecision, make it clear that you don\u2019t expect perfection every time. <\/p>\n
Good leaders want their managers to manage. They want action and a winning average\u2014not perfection. They want an organization that moves instead of one that rests on its laurels for fear of making mistakes. <\/p>\n
\u2014Bits a Pieces<\/i><\/p>\n
3022<\/b> The Supervisor\u2019s Prayer<\/b><\/p>\n
\u201cLord when I am wrong, make me willing to change; when I am right, make me easy to live with. So strengthen me that the power of my example will far exceed the authority of my rank.\u201d<\/p>\n
3023<\/b> Epigram On Leadership <\/b><\/p>\n
\u2022 It is better to train 10 people, than to do the work of 10 people. But it is harder. <\/p>\n
\u2014Moody<\/p>\n
\u2022 A man who wants to lead the orchestra must turn his back on the crowd. <\/p>\n
\u2022 If you\u2019re not afraid to face the music, you may some day lead the band. <\/p>\n
\u2022 Success is knowing the difference between cornering people and getting them in your corner. <\/p>\n
\u2014Bill Copeland<\/p>\n
\u2022 The employer generally gets the employees he deserves. <\/p>\n
\u2014Sir Walter Bilbey<\/p>\n
\u2022 It is a fine thing to have ability, but the ability to discover ability in others is the true test. <\/p>\n
\u2014Elbert Hubbard<\/p>\n
\u2022 We too often love things and use people, when we should be using things and loving people. <\/p>\n
\u2022 The wisest thing Woodrow ever said was one of the simplest when he remarked that, as President, he liked to put a man on an important job to see whether he grew or \u201cjust swelled.\u201d<\/p>\n
\u2014Malcom Bingway<\/p>\n
\u2022 Leadership is the art of getting someone else to do something that you want done because he wants to do it. <\/p>\n
\u2014Dwight D. Eisenhower<\/p>\n
\u2022 As General Patton once put it: \u201cDon\u2019t tell a man how to do a thing. Tell him what you want done, and he\u2019ll surprise you by his ingenuity.\u201d<\/p>\n
\u2022 The ability to have our own way, and at the same time convince others that they are having their own way, is rare among men. Among women it is as common as eyebrows. <\/p>\n
\u2014Thomas Bailey Aldrich<\/p>\n
\u2022 A good leader inspires other men with confidence in him; a great leader inspires them with confidence in themselves. <\/p>\n
\u2022 The formula for success is simply putting the right people in the right jobs and then sitting on the sidelines and being a good cheerleader. <\/p>\n
\u2014A. Marshall Jones<\/p>\n
\u2022 There is no limit to what can be accomplished if it doesn\u2019t matter who gets the credit. <\/p>\n
\u2014Emerson<\/p>\n
\u2022 People\u2019s minds are changed through observation and not through argument. <\/p>\n
\u2014Will Rogers<\/p>\n
\u2022 When you ask people to do something, be sure to also tell them why. It\u2019s well worth the effort. <\/p>\n
\u2022 Success in almost any field depends more on energy and drive than it does on intelligence. This explains why we have so many stupid leaders. <\/p>\n
\u2014Sloan Wilson<\/p>\n
\u2022 Rationalization is a great timewaster. Some people spend half their working hours rationalizing past mistakes or character flaws. Good leaders tend to be confident, honest people who have no need to be constantly justifying either their weaknesses nor past mistakes. <\/p>\n
\u2014Bits & Pieces<\/i><\/p>\n
\u2022 Executive: A man who talks to visitors so the other employees can get their work done. <\/p>\n
\u2014Minneapolis Tribune<\/i><\/p>\n
\u2022 The question \u201cWho ought to be boss?\u201d is like asking \u201cWho ought to be the tenor in the quartet?\u201d Obviously, the man who can sing tenor. <\/p>\n
\u2014Henry Ford<\/p>\n
\u2022 President Woodrow Wilson: By the time anything gets to me it\u2019s a problem. <\/p>\n
\u2022 Robert Frost once observed that if a man works faithfully eight hours a day he may eventually get to be a boss and work twelve hours a day. <\/p>\n
\u2022 English dog trainer Barbara Woodhouse says, \u201cI can train any dog in five minutes. It\u2019s training the owners that takes longer.\u201d<\/p>\n
\u2014Quote Magazine<\/i><\/p>\n
\u2022 It isn\u2019t the business you get. It\u2019s the business you hold that counts. <\/p>\n
\u2014Bruce Crowell<\/p>\n
\u2022 Soldier to officer: \u201cLet me know when this becomes a volunteer army. I\u2019d like to volunteer to be a general.\u201d<\/p>\n
\u2014Ed Reed<\/p>\n
See also:<\/b> Labor-Management ; Skillfulness ; Rev. 18:23.<\/p>\n","protected":false},"excerpt":{"rendered":"
And the kings of the earth, and the great men and the rich men, and the chief captains, and the mighty men, and every bondman, and every free man \u2026 \u2014Revelation 6:15 3011 Hints On Getting Along With People James L. Hayes, head of American Management Association, after nearly 40 years in management education, gives … Continue reading “LEADERSHIP”<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-5116","post","type-post","status-publish","format-standard","hentry","category-sermons"],"_links":{"self":[{"href":"https:\/\/www.biblia.work\/sermons\/wp-json\/wp\/v2\/posts\/5116","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.biblia.work\/sermons\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.biblia.work\/sermons\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.biblia.work\/sermons\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.biblia.work\/sermons\/wp-json\/wp\/v2\/comments?post=5116"}],"version-history":[{"count":0,"href":"https:\/\/www.biblia.work\/sermons\/wp-json\/wp\/v2\/posts\/5116\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.biblia.work\/sermons\/wp-json\/wp\/v2\/media?parent=5116"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.biblia.work\/sermons\/wp-json\/wp\/v2\/categories?post=5116"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.biblia.work\/sermons\/wp-json\/wp\/v2\/tags?post=5116"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}