The first time I lost that amount of money was during the devastating economic crash in the real estate market. My
company was investing in real estate doing flips, rentals, and short/long-term investments. We also got into hard money lending. During the crash we had individuals and companies default on money we lent. That was the first time!
The second time was yesterday, but not as significant. I am playing a game on
ESPN called
Streak for the Ca$h. The game is simple and it is free, you simply pick a game winner for all different sports and whoever get's the longest winning streak for the month wins $50,000, and if you have over 27 winning streaks in a row, you can win $100,000.
Don't worry there is a leadership lesson here, not just a sports talk... Keep reading!My approach was more based off running simple statistics and probability to get the wins versus who I thought would win or what other people were voting for. I made sure to not...
Are you good at what you do? Chances are, unless you are completely new at what you are doing you have gotten good, perhaps you have even became an expert in your field. In one recent conversation with a client, he told me that after an average of 2 months most of his sales guys are 'great' at what they do and at that point are creating their own desired income. He says that it only takes a little time to learn their clients, their computer system and organizational expectations. Typically in my professional past experiences, I would say it was a 2-6 month time frame before I felt comfortable and in some cases good at what I was doing. Of course if there was previous experience in that industry then that 2-6 months could be mere weeks.
On one hand it is good…
Many times we as leaders/creatives/pastors/etc. are faced with tough situations. The way we react to those situations highly reflects our influence in others around us. Many times we doubt ourselves to make great decisions. These three components allows us to have a confidence when making the tough decisions, the decisions that are ones we don't want to make nor ones we make lightly.
The first point is...
In one of my recent grad projects we had to identify several gaps within our organization. Once identified came the task of trying to figure out the root cause. After knowing the cause the next process was to lay out a plan on how to fix the initiatives. Then the final task of the project was to point out any resistance to the initiatives.
What is tough is not identifying the gaps. We are good at that. We are great at looking at the flaws of a system, item, or process, and sometimes we are even good at exploiting those gaps to help out our own cause. However most of the times we do not...
George Rathman, a charismatic chemist, felt that the purpose of bureaucracy is to compensate for incompetence and lack of discipline. He also felt that problem largely goes away when you have the right people in the first place. George was the co-founder of
Amgen from back in 1980 who brought the company to $1 billion by 1996.
Jim Collins says in his book, Good to Great, "Everyone would like to be the best, but most organizations lack the discipline to figure out with egoless clarity what they can be the best at and the will to do whatever it takes to turn the potential into reality."
If you have heard me speak or heard my life story you have heard the words resonate from my lips...
When purchasing an item at a local store over the Christmas season a few months ago I was asked whether or not I wanted a gift receipt with my purchase. The thought struck me that if I included a gift receipt with my gift it would be like saying to the person- “I doubt you will really like this anyway, but here, take the credit and go get something you really want.” This is a type of 'plan B' approach to gift giving that also permeates the rest of our society as well.
Take for instance the...
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