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The Courage to Walk Away

Wed, 2013-03-13 10:10 -- tomjonez


The following is a response from last week’s Leadership Notes:

Stephanie writes: I had a problem recently that I've never had in the nearly six years I've been managing associations.  I took on the management of a property a number of years ago … I made the internal commitment to be in it for the long run to help the Board members … in the best possible way.

The Courage to Go First

Wed, 2013-03-06 12:01 -- tomjonez


We have looked at several aspects of courage over the past few weeks, including the need for courage in leadership, the willingness to face and learn from failure, the essential need to develop a heart of courage, the value of friends who remind us to remain courageous, and the direct correlation between Courage and Truth.

There is another point in time when courage is required:

The Courage to Face Our Failures

Tue, 2013-02-05 20:03 -- tomjonez


Last week we discussed three decision points in time when those in leadership must exhibit Courage. Certainly anyone who is vested with the responsibility to lead knows that courage is one of the main food-groups of the mantle they wear.

There is another point at which leaders need courage: it takes courage in leadership to face our failures.  And if we lead, we will have plenty of failures to face.

And yet failure is not something that we celebrate well in America.  Just ask the San Francisco 49ers.  Ouch...just had to bring that up...

Courage and Leadership

Wed, 2013-01-30 11:00 -- tomjonez


In a previous issue of Leadership Notes we began a discussion of courage as it relates to Leadership.  Certainly anyone who bears the responsibility of leadership is well aware of the reality of the requirement that courage must be an integral component of one’s wiring harness.

As a quick summary, there are at least three times when courage is particularly essential:

Maximum Effectiveness: Help from a Coach

Wed, 2013-01-16 05:48 -- tomjonez


In the continuing pursuit of achieving a worthy objective in 2013, we have outlined several practical steps: select "one-thing" as the primary learning objective for the year, break it up into 4 segments consisting of 90-days each, and take each segment as an intermediate objective, and then ask a friend to hold us accountable for each objective along the way.

Maximum Effectiveness: Help from a Friend

Tue, 2013-01-08 20:43 -- tomjonez


In the continuing pursuit of achieving a worthy and yet focused, objective in 2013, in other words, the "one-thing" we have selected as our primary learning objective for the year, we have agreed that it is most effective to break it up into 4 segments.  Then, taking each one as an intermediate objective, seek to accomplish each of them on a quarterly basis, resulting in a successful year of reaching the intended goal.

We could stop there and many people would be successful in achieving their goal for the year.


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