Dr. Shailesh Thaker - Best Management Training Blog - Top Management Consultants

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LEADERS PURSUE PASSION WITH WILLINGNESS TO DIE FOR IT.
Loving what you do is the key source of accomplishment.
Find something you like to do so much that you had gladly done it of nothing, and if you learn to do it well, someday people will be happy to pay you for it.”
These are a true case in the life of most of the performers and achievers. A man without passion is merely impossible. Every individual have passion but most of them are unable to discover it.
How to discover passion? It took me only moment to autograph it on the paper.
1/ Act only those actions create pleasure, joy and fun in the life.
2/ Love to do it even though you are not paid money for it.
3/ Never give away from the life.
4/ Never feel tired while doing it for years and years. I feel most alive.
5/ While doing it you thing using potentiality at fullest.
Excellence is followed by passion. Things done in the life without passionate involvement hardly produces great results. Leaders never reached to the accomplishment level.
Martin Luther King said, “If a man did not discover something that he will die for, he is not fit to live.” We need to meet our purpose of aliveness. Why am I on the planet? What difference I can make to the world?
Focus on what you have instead of what is not available. Never stray away from your passion. Always learn to protect your passion. Remember, the golden rule,” People around you will always stop you when you are enlighten, with fire and going more innovative things.” You can apply it and feel it by one simple experience.
Today, when you seat with your family members on dining table, declare that, from tomorrow morning, you are going to start learning healing techniques to clean the soul. See what happened?
Leaders have passion for work and life. Let us starts living beyond limitations and trigger out the passion .Leaders need internal energizers and passion is the ultimate secret of aliveness.
“DEATH IS NOT THE GREATEST LOSS IN THE LIFE. THE GREATEST LOSS IS WHAT DIES INSIDE  OF US WHILE WE ALIVE.”
Norman Cousins.

“So it was clear that one of the things that’s really a big part of Harpo is the responsibility that  organization and its leaders—all of them—feel, because they have impact and because that’s where the world is going. People expect new things from business, and this organization has a sense of that. I spoke with Tim Bennett at some point about mission and social responsibility in the context of Harvard Business School’s purpose, and Tim said, ‘You know, I think you need to talk to Oprah about this.’” And that’s what happened.

At the end of March 2005, Winfrey phoned Koehn precisely as arranged, and the interview, originally scheduled for twenty minutes, lasted an hour and twenty minutes.

Koehn reflected, “Her message to our case was about purpose: one’s purpose and one’s service. I thought it was a very important, clear, and surprisingly rare message from the public stage at this moment in history. And it was said so accessibly, with great inspiration but also with great humility. That combination of inspiration and humility I found absolutely compelling.”
Oprah attends class

Last May as Koehn prepared to teach the new case to two sections of The Coming of Managerial Capitalism course, she invited Harpo executives and Winfrey herself to come to class. No one dared to imagine that Winfrey would take the time to attend, but she did.

“The students all did double takes when they saw Oprah sitting at the back of the classroom. I thought they would be a little nervous. But they were fantastic in each class I taught.”

After both sessions, Winfrey took the floor for half an hour to speak informally and address specific questions that the students had raised about her company. Winfrey said,
If you only desire to make money, you can do that. Obviously, everybody in here is going to make money. Everybody in here is going to have a level of financial success that most people in the world will not know. But what I will tell you—and I know this for sure too—that the money only lasts for a while in terms of making you feel great about yourself. In the beginning, the money is to get nice things. And once you’ve gotten those nice things, I think some of the most unhappy people I know are the people who’ve acquired all the things and now they feel like, ‘What else is there?’ What else is there? What else is there? And that feeling of ‘what else is there’ is the calling—is the calling trying to say to you [that] there is more than this. There is more than this.

“It was just a great message. And the students heard it.”

In the end, says Koehn, “I think what really impressed the students was Oprah Winfrey’s sense of the big picture and how individuals matter to that big picture. That’s really the essence of leadership.”

Koehn took away some other observations. “Many people attribute some of her success to the apparent contradictions or anomalies about her: She’s a woman in what is mostly a man’s world. Entertainment at both the corporate and entertainer level is still dominated primarily by men. She’s an African American in what is still predominantly a white person’s world. And for many years, off and on, she’s been a heavy person in a skinny person’s world.”

“And therein, I think, lies another lesson for the twenty-first century. Success, despite or because of such contradictions, shows us where people’s focus is, and where some of the new drivers of inspiration are. We are moving to a world that is more diverse, that is more comfortable with that difference.

“We are moving into a world in which just the self as a primary unit of analysis may no longer be enough; where benefits, satisfaction, and purpose are about connecting not only one’s own needs, but also with one’s needs in relation to helping others, or trying to help others, however indirectly.

“This was another level that I didn’t see before this project, and I think it’s very important in this case. It’s another reason the students are engaged by the message ‘find your purpose, it’s about service.’ And it’s a lesson we at Harvard Business School, I think, understand, as very much in keeping with our mission. In that sense we need to be very conscious of our responsibility as a school, as an educational institution, of where the world is going.” by Nancy Koehn and Erica Helms

Oprah Winfrey:

Leaders never think others are responsible for their situation assign the blame to various conditions, organization, society or people. Sometime people blame “ system”. By playing game of blame what people want to prove?
You’re innocencey!
We are totally responsible for what
We see,
We feel,
We experience,
We achieve,
We lose,
We gain,
We create
And
We destroy.
Let us take a life in our hands. What happened? Now no one can blame for our accomplishment and failure.
Leaders never prefer to go to excuses. Never make other responsible for their failure. Leaders do prefer more blame and less credit. “A man can fail many times, but he isn’t a failure until he begins to blame somebody else.” Asserted by John Burroughs. If I have to prefer between blame people or share credit. I would love to select share credit.
But I prefer to go to what am I and what have i? In fact, it is a place to start from where are you to where you want to go, with what you have.
When we blame, we show our incapacity and capability to bring results. Leadership is never to blame anyone for your situation and position. We should fix the problem, not the blame. We must have guts inside to accept the failures or mistakes which we made.
When a patient dies in the hospital, we ask what happened. How does he die? We never asked who the doctor was. Why in company we asked, who is responsible? He can be messenger, service staff, junior executive, or anyone. Even in company blame is a politics than politics to be redefined.

Wayne Dyer direct us by “All blame is a waste of time. No matter how much fault you find with another, and regardless of how much you blame him, it will not change you.”

Norman Vincent Peale quoted “Throw your heart over the fence and the rest will follow!”
Thomas Alva Addison said after finding out bulb,” I have invented 1000 ways through bulb cannot be invented in the world.”
Brilliancy is not possible over night. Practice is everything. Everyday practicing. Everyday homework. Everyday investment in efforts leads us to accomplishment.
Very popular cricketer Sachin Tendulkar always goes to Shivaji Park for practice. A melodious singer Lata Mangeskar still today goes for rehearsal before final performance. Amir Khan a bollywood star went for exercise of 4 hours every day for the performance in the film “Gazhani”
Can we get world class success without homework? World class brilliancy can be created by everyday homework, practice and passionate efforts. Major accomplishment is supported by consistent efforts, devoted life and triggering talent.
“An ounce of practice is worth more than tons of preaching.” Indian freedom fighter said profoundly by Mohandas Gandhi.
Every day, efforts bring some improvement in the performance.
Input of goal achievement case of world class swimmer……………….
Practice as if you of the worst. Perform as if you are of the best.

On June 6, 1944, 156,000 American, British, and Canadian troops landed in Normandy to establish a foothold in France and begin the drive to Berlin and victory in Europe in World War II. It’s easy to remember the victory and to praise the leaders and stand in awe of their competence and confidence.

But there were plenty of uncertainties at the time. Nothing this large or complex had ever been attempted. The great mass of US troops were still untested in battle.

The excellent German army was just across the Channel in well-prepared fortifications. They were led by one of Germany’s legendary military leaders, Field Marshal Erwin Rommel.

Even the weather was a factor. Eisenhower had already postponed the invasion because of some of the worst storms in memory. When he gave the order to launch the operation on June 6, he had only the most rudimentary weather information to go on.

Since we know how things came out, it’s easy to underestimate the uncertainty. But, for Ike there were huge gaps in information, complex operations that could break down, and a determined foe whose actions would influence the outcome of the day.

He faced the very real possibility that the invasion would fail and that thousands of Allied men would die without achieving victory. As he thought about that, he wrote out the message he would release if things went badly. Here it is.

“Our landings in the Cherbourg-Havre area have failed to gain a satisfactory foothold and I have withdrawn the troops.

My decision to attack at this time and place was based upon the best information available. The troops, the air and the Navy did all that bravery and devotion to duty could do. If any blame or fault attaches to the attempt, it is mine alone.”

That kind of willingness to take responsibility is rare today. Today our leaders often deny any part in decisions that turned out wrong. They practice the art of spin.

How about if, just for the Fourth of July, we talk less about leadership and think more about responsibility?

Boss’s Bottom Line

No one wants to work with a coward or a liar. Be assured that your people will know if you act like either one. Great leaders give praise and take responsibility.