Hundreds of thousands of people in Canada are members of Costco. I was fortunate be be interviewed for the November/December 2009 issue. See a link to the article here. http://www.costcoconnection.ca/connectioncaeng/20091112/?folio=23
Whether you’re loyal to your girlfriend or your cell phone customers, a family member or your boss, loyalty will get you far in life.
Dag Hammarskjold said: “It is more noble to give yourself completely to one individual than to labor diligently for the salvation of the masses.” In this challenging market, it can be difficult to retain good employees and customers. Showing that you’re loyal can save you both!
Mount Everest is such an amazing laboratory and training ground for leaders and teams. The level at which you must communicate, lead, problem solve, build trust, and deal with change and risk is phenomenal. If you are looking for it you can see great examples of amazing leadership and teamwork and shocking displays of ineffective leadership and total lack of team. If you look closer you can easily see the factors that create success and failure.
conditions of complexity call for high levels of human interaction in organizations – and meetings play a key role in helping leaders accomplish goals. Certainly these are some of the most complex times in history. Meetings are one for the most important tools leaders have for tapping into their intellectual capital and for building the social capital so necessary to weathering tough times
If all you are looking for is a small improvement you can likely just tweak your existing system to meet your goal. If you are looking for a total shift in your culture or to meet stretch goals you may need to bust your old system and develop a completely new one. This will take courage, trust, communication and leadership.
When we face risk, we learn about ourselves. We may learn what our limitations are but, most importantly, we learn about what our limitations ARE NOT. This can free us to try new things and to be more successful than we were before.
There are basically two strategies you can use to make it through 2009. You could choose to lay low, cut costs, cut spending and hope to survive or you can focus on growth and innovation. We as a company have chosen the later.
Leading people is difficult enough, but when you factor in generational differences it becomes downright complex.