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There are 12 months, 365 days and 8,766.15 hours in a year.
How many days will you be spending in procrastination, regrets, and fear?
How many days will you be spending your time to meet long-range objectives?
How many days will you be spending in indecision and doubt?
How many days will you be spending to meet a short-term goal?
How many days will you be spending creating memories and building lasting legacies?
You can earn another dollar but you can't get back lost time.
We have 365 days and 8,766.15 hours in a year.
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If you have many goals to make in 2021, you'll likely never going to execute many of them.
If you have two pragmatic, midlevel goals, you can succeed.
You can't do too short-term, because by the time you read this blog, you are on the way to accomplishing it!
You can't do too long-term, because the horizon for the next 5 years isn't that indicative enough to make strategic foresights. COVID19 overperforms the rest of the disruptors for the global upheaval that we now experience.
Midlevel is about a year and a half- the objective is to achieve a breakthrough not perfection.
This applies to your organizational as well as personal life. The act of setting your sights is clarifying and hopefully inspiring.
Accelerate your goal achievement by reducing your wants to doable aspirations.
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in as to how it will play for the first two quarters?
Are you skeptical of the power of the vaccine to destabilize the pandemic and stabilize societies?
Are you feeling like you don't have a lot of control in gaining back revenue losses?
You're not alone. Millions will have a very bleak Christmas.
Not that they can't bounce back, but the current realities blight their outlook.
I was playing with my daughter and we have to poke each other's noses.
I can't see her when I was so up-close!
Imagine if we continue to focus on the problem, instead of finding a way out of our situation, we can't think large, even effectively. Putting a magnifying glass on the problem can't solve anything.
Taking a step back provides the perspective we need to be completely aware of our environment and the opportunities that come with challenges. Not the Pollyannaish type of optimism, but hopefulness based on the macro-trends and facts on the upswing.
You don't have to be miserable at this time of the year.
Remember, you do what you think, and you think what you imagine.
So imagine a better and more robust 2021~
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Now that the year is ending, a perfect vision emerges.
Here are some of the top questions to guide you to reflect on the year that is ending very soon.
What had we accomplished this year and what didn't work?
What were the accidental successes and what were the unexpected failures?
Should you do more with ___what?
Should you do less with ____ what?
What should you build?
And what should you be forsaking?
What breakthroughs could be imminent?
What was the most positive feeling felt and when did that occur?
What was the most frustrating feeling felt and when did that occur?
What would be the strongest and most breakthrough resolve you can make next year?
Think about these questions whether in your personal, professional, and organizational life, and get back to me.
This is better than therapy shopping, I tell you!
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Tell me that you know what to do next year?
Yes, 2021 is around the corner. Another lockdown is in the offing.
Who would have thought a year ago that we will have to endure and even thrive in this crisis?
One thing before you start planning is to CELEBRATE your achievements.
Do this in a contemplative state where even the minutest things in life are worth rejoicing about.
The second thing to do is THINK ABOUT WHAT WORKED as opposed to all the negative issues that arose out of the pandemic. There must be, think hard if you can't find, even a single thing that worked well in your business or organization as you adjusted, modified, and recalibrated your actions.
The third thing to do before planning is to FIND THE RIGHT INTERSECTION between your intention (Objectives), where the traction is (Business opportunities), and your passion.
This is difficult, especially at this point, where you might have to pivot in a slightly different way, ala curbside ordering or take-out for restaurants, phone-appointments for salons, phone consults instead of in-person, putting on lots of Zoom videos and online courses for academic and training businesses. etc.
Ask yourself, if the current business model is not working, how do you get to your objectives without putting monies down the drain? What opportunities exist during this crisis for leveraging? What new passions have surfaced in the course of your adaptation? Finding the right intersection may get you on the long but sure road to recovery and in a new place for your organization.
Do these three things and you'll have the right positive mental scape to begin anew.
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In my work with leaders and executives with on-purpose organizations, I noticed these three issues that arise when leaders do not let go of the need to be 'in control.'
Delegate with power
A leader of a group of leaders must delegate with power or else, giving free rein without the full authority to get the job done becomes a sticking point later on. This is a case of artificial empowerment which benefits no one.
Those who get 'volun-told' need not be afraid to ask for the full authority, not a training opportunity or a practice assignment.
Are you still in control while delegating the work to others? Give them the power and authority, give them the broad strokes, and let them create the outcomes that you seek.
Detach from outcomes
Senior leaders have the habit of putting their heads on their team members' plans and targets and watching them over their shoulders.
Let go of the need to control their outcomes for them. I once had a boss who had to be in one of my meetings to ensure that our objectives are met and the he gets to see things through. Waste of manager time! If you can't ensure, you failed in training, providing capacity, and setting the high tones. When I see directors sitting in one their staff's presentations or meetings, applying primitive managerial style is insufferable!
When they face problems, get them back again to their objectives and make it a teaching moment.
Honing your own leadership style
Nowadays, with all the bad content that you need to copy the power nap of so and so, and the 5am work style of this and that is atrocious.
People are beginning to be confused about leadership style and personal habits. Leadership style is your own sense of leading others, based on your values and strategies at it relates to the needs of your followers and organizational goals. Personal habits are not something that can be applicable to everyone. Take it with a grain of salt.
Leaders are made, not born. You can be in control of something but not all things in the organization. Learn to trust your team and begin to see real and positive change in the workplace.