Three Ways of Defining Leadership

Three Ways of Defining Leadership Here are 3 popular ways of defining leadership, each from a slightly different perspective: Leadership means being the dominant individual in a group. Leadership means getting things done through people. Leadership means challenging the status quo, promoting a better way. For many, leadership means doing all three of these things … Continue reading “Three Ways of Defining Leadership”

Three Ways of Defining Leadership
Here are 3 popular ways of defining leadership, each from a slightly different perspective:

Leadership means being the dominant individual in a group.
Leadership means getting things done through people.
Leadership means challenging the status quo, promoting a better way.

For many, leadership means doing all three of these things but there are subtle and important differences. Let’s look at them one by one.

Leadership means being the dominant individual in a group.

In primitive tribes and higher animal species the dominant individual was the leader. Being the leader simply meant having the power to attain and hold the top position for a reasonable length of time. Contrary to definition 2, you could be the leader without getting anything done through others. A leader was the person in charge even if the group was in a stable state where people went about their business as normal. As long as group members obeyed the leader’s rules, the leader did not even need to be actively involved in the lives of group members, let alone get anything done through them. You could also be the leader in such a group without promoting a better way as suggested by definition 3. If you didn’t need to be voted into power, why have a platform for change? You simply seized power; no sales pitch was needed on how you could make life better for the group. Yes, such leaders may have led groups successfully in battle and built great monuments with them, but, strictly speaking, you could be the leader without achieving anything through a group effort. The meaning of leadership, according to this definition, is simply to be at the top of the pile.

Leadership means getting things done through people.

Great leaders throughout history have led their groups to momentous achievements, but the idea that leadership should be defined as getting things done through people has been developed most fully by modern business, which is all about achieving results. As business has become more complex, the leadership challenge has grown form one of the simple issuing of orders to a few “hands” to the subtle coordination of highly skilled, diverse knowledge workers to build sophisticated machines and put men on the moon. There is a problem with this definition of leadership, however. It used to belong to management. Why the switch from management to leadership? And is this a good move? Up to the late 1970’s writers used the terms leadership and management interchangeably but with more emphasis on management. For example, the management theorists, Blake and Mouton, developed their famous managerial grid in the 1960’s. At the time, it was portrayed as a way of identifying your management style. Today, in line with the shift to leadership, the name is the same (managerial grid) but it is now positioned as a leadership style instrument.

Similarly, we used to talk about management style more than leadership style. Managers could be either “theory X” and task oriented or “theory Y” and concerned for people. But a profound shift in thinking took place in a revolutionary period lasting from the late 1970’s through the mid 1980’s. The cause of this upheaval was the commercial success of Japanese industry in North America. This led pundits to claim that the U.S. had lost its competitive edge because U.S. management was too bureaucratic, controlling, uninspiring and inept at fostering innovation. Rather than upgrade management, there was an emotional over reaction such that management was rejected and replaced by leadership. Since then, leaders were portrayed as theory Y, inspiring and concerned about people while management got saddled with all the bad guy attributes of being controlling, theory X, uninspiring and narrowly task focused. Similarly, the distinction between being transformational and transactional was originally launched to differentiate two leadership styles, but it wasn’t long before it became used to separate leadership from management, the former being transformational and the latter transactional.

In our haste to trash management, we grabbed whatever tools were handy but with heavy costs. First, we painted leadership into a corner by suggesting that you needed to be an inspiring cheerleader to be a leader, leaving no room for quiet or simply factual leadership. Second, we created a bloated concept of leadership by banishing management. Third, by attaching leadership to getting things done through a team, we associated leadership irrevocably with being in charge of people, thereby ruling out positionless leadership. Yes, there is informal leadership but this concept is essentially the same as formal leadership except for their power bases. Like its formal counterpart, informal leadership still means taking charge and managing a group to achieve a target. In either case, you need to have the personal presence, organizational skills and motivation to take charge to be a leader.

Leadership means challenging the status quo, promoting a better way.

We have always felt, intuitively, that leaders have the courage to stand up and be counted. They go against the grain, often at great risk, to call for change. We only need to look at Martin Luther King, Jr. His leadership rested not so much on his oratorical skills – they were just icing on the cake. He was a leader primarily because he marched and spoke against injustice. He challenged the status quo and promoted a better world.

However, and this is the whole point here, if you think through what it means to challenge the status quo or advocate change, there is no necessary implication that you have to be in charge of the people you are trying to influence. The bottom line is that this third definition, when worked through fully, gives us a way to break the stranglehold of the previous two definitions. The benefit of this move is that we gain a clearer understanding of how all employees can show leadership even if they totally lack the skills or inclination to take charge of groups in a managerial sense, even informally. Think again of Martin Luther King, Jr. He sought to move the U.S. Government and the population at large to think differently about such issues as segregation on buses. His leadership efforts were successful when the U.S. Supreme Court ruled such discrimination unconstitutional. Now, it is obvious that he was not in a managerial role within the Supreme Court. He showed leadership to this group as an outsider. You could say the same of Jack Welch who had a leadership impact on countless businesses around the globe through his novel practices, such as being first or second in a market. Again, those who followed the lead of Jack Welch did not report to him. They were not even members of a common group.

Leadership Reinvented for the 21st Century

If we cast aside the first two definitions of leadership, what is left? If leadership means nothing more than promoting a better way, then we need to upgrade management to take care of everything to do with getting things done through people. We need to say that management does not entail being controlling, bureaucratic or theory X, that they can be as inspiring as they need to be, good at coaching, developing and empowering people.

A critical supporting fact is that the power on which leadership is based is shifting from having a dominant personality to the ability to devise new ways of working, new products and better services. Businesses that compete on the basis of rapid innovation are engaged in a war of ideas and no one has a monopoly on good ideas. This is revolutionary because it suggests that leadership can no longer be about group domination. Now, leadership is a brief influence impact, an episode or act, not an ongoing state or role. You still may need a larger than life personality to ascend to the role of Chief Executive, but leadership conceived as a good idea for a better way can be very small scale and local. Any employee with a better idea can promote it, even if only by example, without having the personal presence to be promoted to a managerial role. Strictly, speaking there are no longer any leaders, only leadership. This view captures the fact that leadership is a fleeting state that can shift quickly from one person to another. It is an impact rather than a type of person or position. It must be so if it can be shown by outsiders.

Key Features of Leadership Reinvented

It does not involve managing people to get things done.
It comes to an end once those led get on board. It sells the tickets for the journey; management drives the bus to the destination.
It is a discrete episode, a one-off act of influence, not an ongoing position of dominance.
It is based on the promotion of a better way.
It can be shown bottom-up as well as top-down.
It can be shown by outsiders and between competing individuals or groups.

Thought Leadership – The Essence of Leadership Reinvented

Organizations today need all employees to think creatively and to promote new products. Promoting a better idea can be called thought leadership. In a knowledge driven environment, the newest, best idea influences others to get on board. When a product developer convinces top management to adopt a new product, that person has shown thought leadership bottom-up. But it can be shown across groups as well. When Microsoft develops products or services invented by Apple or Google, they are following the lead of these innovators. This also is thought leadership.

While the possession of great emotional intelligence and the oratory of a Martin Luther King, Jr. can help thought leaders make their case, it is vital to see that these skills are nice to have add-ons, not an essential part of the meaning of leadership. Technical geeks with zero emotional intelligence and an obnoxious influencing style can show thought leadership if they can demonstrate the value of their ideas. This is very empowering because it moves us away from the demand to develop sophisticated leadership skills as a precondition of showing leadership. Strictly speaking there are no leadership skills, only influencing skills and great content. Imagine asking Tiger Woods. after the end of the third round when he is in the lead, how he developed such great leadership skills. The truth is that he shows leadership through being great at the content of his profession, not by having a separate set of talents called leadership skills. On the other hand, there are very definite management skills. Getting work done through people calls for quite sophisticated interpersonal and organizational skills.

Content is King

The point of the previous section is that convincing content or substance can trump great style or form. Having a larger than life personality may still help you get to be CEO but this is the power of style over substance. If the prospective leader has enough charisma, it almost doesn’t matter what is being advocated (the content). Conversely, thought leadership is most convincing if backed up by hard evidence. Having persuasive influencing skills helps but isn’t essential. This means that front line knowledge workers can focus on what it really takes to show leadership: begin by developing convincing content. If your idea is good enough it will virtually sell itself. It’s not that influencing skills are not valuable. The point is that we can define leadership without mentioning influencing style. Also, there is the fact that opportunists will get on board with a great idea with no persuasion whatsoever. Thus, if it is possible to show leadership without being personally persuasive, then having such skills cannot be a necessary condition to show leadership.

The Future of Leadership

Leadership reinvented can still be shown by CEOs. They just need to accept that much of what they do needs to be reclassified as management. They also need to devote more time to fostering leadership in front line employees, thereby taking empowerment a huge leap forward. If they want to reap the full innovative potential of all employees, CEOs and other managers need to engage and inspire employees more fully. Helping them to see how all employees can show leadership now could make all the difference between winning the war of ideas and falling further behind. Where knowledge rules, the old fashioned conception of leadership as group domination is dangerously obsolete. Complexity drives specialization. It is time to bring management back from the dead to take care of getting things done through people, leaving leadership to focus on finding and promoting new directions.

Definition number 1 may still be good enough to capture what happens in small street gangs and primitive tribes but it is most clearly out of date in a world that is a war of ideas. Number 2 is a mess because it is a total confusion of leadership and management. Only definition number 3 captures all leadership – that shown by people in charge, by those with neither the inclination nor the skills to take charge, and by outsiders like Martin Luther King, Jr. Uniquely, this definition also captures what it means to be a market leading company or a leading individual or team in sports. Leadership is simply a matter of showing the way. One of the many exciting features of this definition is that followers must choose to follow of their own free will because coercive power and authority are missing. Definition number 3 captures the essence of pure leadership.

The Characteristics of Good Leadership

The Characteristics of Good Leadership



Some leaderships have been characterized as good and have been used as challenges for others to emulate. This description however raises an obvious question: upon what criteria were these leadership characterized as good? It is certain that some leaders, whose leadership does not fall within this category, have good qualities that others can emulate. For this reason it is important not only to know that a leadership has been characterized as good but also to know the characteristics that qualifies it as good. According to Anthony D’souza, leadership involves an inter-relationship between three elements:

(a) The quality skills and needs of the followers
(b) The need and expectations of the group
(c) The demands or requirements of the situation.1

It can be observed from what D’souza has said that the first element deals with the personality of the leader; the second, his followers and the third, the task to be accomplished.

On the basis of what has been said the characteristics of good leadership will be identified under the following headings:-

(a) The personal characteristics of the leader
(b) The characteristics of the followers
(c) The leader’s task or mission. Selected leaders in the Bible, whose leaderships

have been classified as good will form the basis of this presentation.

(a) The Personal Characteristics of the Leader

It can be observed from scriptures that God was very selective in choosing leaders for specific tasks. God specifically chose Nehemiah to spearhead the rebuilding of the Jerusalem wall; Moses to bring the Israelites out of bondage in Egypt; Paul, to pioneer missionary work to the Gentiles and David, whose kinship would have a lasting dynasty, to replace Saul. These men certainly had qualities that were essential for good leadership. God recognized these qualities in them as potentials when He chose them.

In this section some of the qualities of leaders mentioned above will be discussed in a more general way. The goal is to show that it has been recognized that the good personal qualities of leaders, when applied to leadership are characteristics of good leadership.


In reflecting on the book of Nehemiah, John White said that “the book of Nehemiah serves primarily to unfold for us part of God’s on-going plan for his people. But always it is the man, his character and his leadership that holds my interest”.2 Two important things stand out from John White’s evaluative statement about Nehemiah’s leadership that are characteristic of good leadership. The first is the character and conduct of Nehemiah himself as a leader and the second, is his leadership ability. White further commended that probably one of the reasons why Nehemiah was chosen as a cupbearer was because of a well-trained personal quality like that of a stable character. Such well-trained stable character was not just the effort of Nehemiah alone. This can be seen in the following statement – “God used Nehemiah’s active prayer life to mold him into a godly leader”.3 As a godly leader, Nehemiah was dependent upon God from whom he received his personal support and encouragement, which motivated him enough to succeed. Nehemiah achieved his ministry goal and his leadership has been characterized as good. His good character and conduct and his demonstration of leadership abilities were personal characteristics of his leadership, which made him succeed.


Moses’ childhood training as an adopted son of Pharaoh’s daughter was tailored towards leadership. The incidence, which led to his escape from Egypt, revealed that he recognized his leadership qualities before God called him to leadership. However, it took 40 years from the time of his escape from Egypt, before God called him to leadership. Joyce Peel observed that Moses learns how to be a shepherd. Long years of looking after sheep taught him the patience he was to need as leader of the cantankerous children of Israel.4 This observation by Joyce Peel shows that the personal quality of patience in Moses’ life was a characteristic of his good leadership. This quality was made evident in the life of Moses through the great challenges he faced as a leader over Israel. One example was when he came down from Mount Sinai and found the people worshiping the golden calf. He smashed the tablet inscribed with God’s commandment, and, with a rousing cry, ‘who is on the Lord’s side?’, summons the faithful Levites to a massacre.5 The next day he reproaches the people and then brokenhearted, goes back up the mountain to plead for their forgiveness.6

Patience was not the only personal quality that Moses had. But it has been used to show that good personal qualities, when applied to leadership, bring about positive results. Therefore, good personal qualities are characteristics of good leadership.


Paul made great achievements in the ministry God called him to. Achievements should however be seen as pointers to personal abilities or qualities that a leader has that made him to succeed. What then were those qualities in Paul that made him to succeed? First it would be important to look at some of the achievements that Paul made. He made remarkable impact in his missionary work and also in his writing. John Stott observed that thirteen letters ascribed to Paul in our New Testament form almost exactly one quarter of the whole New Testament. It was the rediscovery of the theology of Paul which led to the reformation of the sixteenth century, that theological revolution which prompted an upheaval within the Roman Catholic Church and led to the birth of all the present day Protestant Churches.7 Paul’s educational background gave him this advantage. It should not go unnoticed that this great apostle used all that he had personally achieved in his formative years in his leadership role. Making use of his personal qualities in bringing about positive results in his leadership was a characteristic of Paul’s good leadership.


According to Ted W. Engstrom, David the second king of Israel was a striking contrast to Saul, the first king.8 This was because of his noble, generous and admirable qualities he demonstrated in his leadership. This comparison indicates that David’s leadership was not only better than Saul’s but his leadership can be characterized as good. John C. Maxwell also compared the two leaders. In answer to a question, which he posed – ‘Why did Saul fail as Israel’s king while David, who appeared to be weaker succeed?’ he said that it was because of David’s attitude. Unlike Saul, David tried to become a better leader.9 It is clear from these two authors that David’s personal qualities, especially that of his attitude to always be a better leader were characteristics of his good leadership. Having the qualification or qualities is one thing, but applying them in one’s leadership role is quite another. David applied his leadership qualities in leading and made an impact as a leader.

The Characteristics of the Followers

Some of the characteristics of good leadership can be identified with the followers. Before identifying these characteristics, it would be helpful to examine some definitions of leadership, to be reminded of the relationship between leaders and followers. According to Oswald Sanders, leadership is influence. It is the ability of one person to influence others to follow his or her lead. Ted W. Enngstrom defines leadership with just two words – ‘leaders lead’. Myron Rush also gave a definition of leadership and his definition of leadership as ‘leader reproducing himself on the followers’. These definitions point to the relationship between leaders and followers but most significantly, what they considered to be the goal of the relationship. Oswald Sanders and Engstrom focus on the aspect of following. This focus identifies one of the characteristics of a good leadership – willing followers. If one gives consideration to D’souza’s point cited in the introduction, that one of the elements of leadership is ‘the needs and expectations of the group’, it follows that one reason why people will willingly follow their leader is because their needs and expectations are met. Another characteristic can be identified from Myron Rush’s definition – making leader out of followers, there is a guarantee of the continuity of that ministry. The four leaders, Nehemiah, Moses, Paul and David, whose leaderships have been classified as good, will now be used as test case to identify the two characteristics.


When Nehemiah returned to Jerusalem from Susa, he first personally assessed the situation of Jerusalem’s destruction. Afterwards he called the people and shared his vision. The Bible stated that the people responded to Nehemiah (see Neh. 2:8). This shows clearly that from the start of his mission Nehemiah had willing followers. They were willing to follow because they realize that the vision was good and that some of their needs as a community will be met. Maxwell noted that the wall of Jerusalem was rebuilt because of Nehemiah’s ability to work with people and lead them where they need to go.10 This shows that Nehemiah had willing followers.

In addition Nehemiah gave recognition to subordinate leaders as he delegated responsibilities to them. This, as he said, opens the leadership potentials for others.11 Therefore one can rightly say that Nehemiah not only had willing followers but also leaders were reproduced under his ministry.


When Moses returned to Egypt to set the Israelites free, they were at first excited. But when Moses made their situation worse they were no longer excited about freedom. However, by the end of the ninth plague they had realized that Moses was God’s servant sent to deliver them. They followed Moses’ instructions in observing the Passover and then willingly followed him as he led them out of Egypt.

There is also scriptural evidence that leaders were produced under Moses’ leadership. One example is that of Joshua, who replaced him. Joshua who had been the personal assistant of Moses was mentored by Moses to become a leader. Moses’ leadership therefore had the characteristics of willing followers and that of reproducing leaders.


Even when he was “Paul the aged”, he remained the model and leader of a group of dynamic young men. The affection he kindled in his followers’ heart was mirrored in the tears that flowed when he told them they would see him no more (Acts 20: 36-38).12 Sanders revealed in the passage cited above that the apostle Paul’s leadership had the characteristics of willing followers. His ministry had great impact in the lives of many, who were also not willing to exchange his leadership for another.

Like the Lord Jesus, Paul invested his life on a few people because he expected much from them. These were the people he took on his missionary journeys. Two of the people, Timothy and Titus became leaders of local Churches. Therefore, like Moses, Paul’s leadership had the characteristics of willing followers and that of producing leaders.


David rose to fame when he killed Goliath, the Philistine giant. Eugene H. Merrill, commenting on David’s victory reserved that with his rising popularity among the people came a deterioration of his relationship with Saul, for the king became insanely jealous of Israel’s new hero.13 It is obvious that David had a large following. People followed him because of the potential they saw in him. They recognized him as a great leader, even before official recognition was given to him.

David ruled Israel for approximately 40 years and by the time he was stepping down as king, Solomon, his son had already been groomed for that position. So, like Nehemiah, Moses and Paul, David’s leadership was characterized by willing followers and the producing of leaders.

(c) The leader’s task or commission

It can be observed from scripture that God always give a specific task or mission to every person he calls to leadership. Some of the characteristics of good leadership can be identified in the way the leaders set out to accomplish their task or mission. There are two things that are of primary importance to how a leader accomplishes his task. These are his vision and his style of leadership. A leader’s vision and style of leadership can be characteristics of both good and bad leadership. However, in this section the purpose is to shoe how these two characteristics can be characteristics of good leadership.

According to John Haggai, a vision is important because it is a key factor in successful leadership.14 A leader can have a good vision and yet his vision does not contribute in any way to make his leadership good. Haggai points out what a leader needs to do to make his vision a contributing characteristic to good leadership. First, he says that both leaders and followers must grasp the vision. It is the leader’s responsibility to help the followers understand the vision and accept it. Second, both leader and followers must commit themselves to act on the vision. This action involves designing a goal program to fulfill the vision. In this way both the leader and followers are prepared to face difficulties and eliminate obstacles. It is in this way that a vision can be a characteristic of good leadership.15

The other aspects mentioned that can be a characteristic of a good leadership is the style of leadership. Leadership styles have been given different classification by authors. Anthony D’souza classified leadership styles in a continuum in which one end is described as task-oriented and the other as relationship-oriented.16 Myron Rush also agreed with D’souza that leadership styles can be seen in a continuum, but he used different descriptive terms for the different styles within the continuum.17 The four styles used within Rush’s continuum are: dictatorial, authoritative, consultative and participative. These authors argument about styles was not to point out the best but rather to show the importance of all of them. The point that they were making was that a good leadership had the characteristics of the different leadership styles. The leader must be flexible to the changing situations. When he is able to adjust his leadership styles to changing situations, then his leadership styles… become characteristics of good leadership. Myron Rush gave examples of situations where particular leadership styles are appropriate. He said, dictatorial leadership style is appropriate in an emergency or when people’s lives, are at stake; consultative style in conducting on-going planning for the department or organization; authoritative style when employees constantly misuse authority and participative style as people become competent in performing their routine responsibilities.18

The four leaders mentioned in this paper, whose leaderships have been classified as good, will now be used as test cases to determine whether the points mentioned here are characteristics of their leaderships.


Joyce Peel, commenting on Nehemiah’s task of building the walls of Jerusalem said that a dispirited nation needs an inspired leader who can unite and galvanize his people into action. Such a man was Nehemiah.19 These words not only revealed that Nehemiah had a clear vision of his task but also was able to make his followers understand the vision and commit themselves to act on it. This was just one reason why they were able to rebuild the walls in fifty-two days. Many Jews lamented over the ruins of Jerusalem city wall, but it took the vision of one man, who united the people and gave them hope to change the situation. Engstrom also pointed to the fact that the people caught Nehemiah’s vision and acted upon it, when he noted: “One has only to read the Book of Nehemiah to discover the importance of people at work. The leaders in building the temple and city walls never lost sight of the total goal and overall picture. They were able to keep this focus by using all the people as well as experts who were trained to do specific work”.20 Nehemiah’s leadership had the characteristic of a clear vision which was actively pursued by himself and his followers.

It can be observed from the book of Nehemiah, that Nehemiah used the consultative style of leadership when he got to Jerusalem to begin the work. However in the last few chapters of the book, when things were going wrong, his style of leadership changed to an authoritative one. Therefore it can be said that Nehemiah’s leadership had the characteristics of a vision and a changing style of leadership.


Moses has a clear vision when he returned to Egypt to lead the children of Israel out of bondage. The Israelites wanted to be free, but they doubted the possibility of Moses setting them free. However, when they became certain that Moses was God’s servant who will set them free from bondage, they obeyed his instructions and later walked out of Egypt following him.

The biblical records also show that Moses varied his leadership styles. Before Jethro came to visit him, he carried a heavy load of work all by himself. Myron Rush pointed out that it was an authoritative style of leadership because Moses had to make every decision.21 After his encounter with Jethro his style of leadership changed to more of a consultative one.


Paul’s vision was not only clear to him but also to his followers. Since his Damascus road experience, he knew he has been called by God to be a missionary.

Sanders observed that Paul was a missionary trail-blazer, leaving behind him a string of new Churches. It is a significant face that the greatest missionary advances of the last fifty years have followed the rediscovery or re-emphasis of Paul’s missionary principles.22 It is because Paul’s vision and principle of accomplishing that vision was so clear that long after he has gone people still followed his steps.

It can also be seen from the Acts narrative that Paul varied his leadership styles. For example, in the contention between himself and Barnabas over John Mark, Paul displayed an authoritative style of leadership. Most times he is also authoritative when dealing with issues in the Church. At other times he demonstrated a consultative style of leadership – in the issue that lead to the Jerusalem council. It can be seen that Paul’s leadership was characteristic of a clear vision and changing leadership styles.


Two things are very clear in scripture about David. The first is his vision for Israel and the second his vision for God. David was a king of war and he led his army in battle against Israel’s enemies and took the land God gave to them. He also lived his life in devotion to God. He had a vision to build a dwelling place for the Lord. Although God denied him this privilege, he made great preparations for this temple, which was later built by his son Solomon.

It is evident in scripture that David changed his leadership styles in accordance with changing situations. He displayed an authoritative leadership style when he led his men in battle. For example in the situation when Nabal refused to reward him and his men with food supply for protecting his servants and sheep in the fields. At other times he demonstrated a consultative style of leadership. When the biblical records are examined, one could clearly see that David’s leadership show characteristics of a clear vision and a changing style of leadership.


In this article some of the characteristics of good leadership have been identified. This was done under the following headings: (a) the personal characteristics of the leader, the characteristics of the followers and the leader’s task or commission. These divisions were based on the findings of Anthony D’souza, which revealed that leadership involves an inter-relationship between three elements – the leader, the followers and the task to be accomplished. Six characteristics of good leadership were identified and they are as follows:

a) The personal qualities of the leader, which give him his leadership ability.
b) The leaders conduct or character which is formed by the godly life he is living.
c) The willingness of the people to follow without coercing.
d) The reproducing of leaders from the followers.
e) The clear vision of the leader, which eventually becomes the people’s vision and

focus in the ministry.
f) The variations in the style of leadership to meet different leadership situations.

Six leaders, whose leaderships have been characterized as good, were used as test cases to see whether the qualities mentioned can be found in their leadership. It was proved that these characteristics were evident in each of their leadership. There are many more qualification of good leadership, but it is primary importance to have a balance in the three major areas identified. An individual can have all the good qualities of leadership and yet his leadership may not be good because of his style of leadership. Also, the people may not follow the leader because his vision is not clear to them. Good leadership does not only depend on the leader or on the follower or the style of leadership but on all three of these qualities. When there is a balance in these three areas, leadership becomes exceptional and that was the kind of leadership Nehemiah, Moses, Paul and David portrayed.


1. Anthony D’souze, Being A Leader (Achimota: African Christian Press, 1990),

p 25.

2. John White, Excellence In Leadership: the Pattern of Nehemiah (Leicester:

Intervarsity Press, 1986), p 10-11.

3. Ibid, p 14.

4. Joyce Peel, A Journey Through The Old Testament: The Story of God’s

Relationship With Man Woman and the World (Oxford: The Bible Reading

Fellowship, 1993), p 35.

5. Ibid, p 41.

6. Ibid. p 41.

7. John Stott, Men With A Message: An Introduction To New Testament And Its

Writers (Suffolk: Evangelical Literature Trust, 1996), P 86.

8. Ted W. Engstrom, The Making of A Christian Leader (Michigan: Zondervan

Publishing House, 1976), p 30.

9. John C Maxwell, The 21 Most Powerful Minutes In A Leader’s Day; Revitalize Your

Spirit an Empower Your Leadership (Nashville: Thomas Nelson’s Publisher, 2000), p 4.

10. John C Maxwell, The 21 Most Powerful Minutes In A Leader’s Day: Revitalize Your

Spirit and Empower Your Leadership (Nashville: Thomas Nelsons Publishers, 2000),

P 68.

11. Oswald Sanders, Spiritual Leadership (Chicago: Moody Press, 1994), p 166.

12. Oswald Sanders, Paul the Leader: A Vision For Christian Leadership Today (Glasgow:

Kingsway Publication Ltd., 1983), p 42.

13. Eugene H Merrill, I Samuel: The Bible Knowledge Commentary (Colorado: Chariot

Victor Publishing, 1985), p 449.

14. John Haggai, Lead On! Leadership That Endures In A Changing World (London: Word

Publishing, 1986), p 16.

15. Ibid. p 17.

16. Anthony D’souza, Being A Leader (Achimota: African Christian Press, 1990), p 36

17. Myron Rush; Management: A Biblical Perspective (Illinois: Victor Books, 1996), p 219.

18. Myron Rush, Management: A Biblical Approach (Illinios: Victor Books, 1983), p 226.

19. Joyce Peel, Journey Through the Old Testament: The Story of God’s Relationship with

Man. Woman and the World (oxford: The Bible Reading Fellowship, 1993), p 141.

20. Ted W Engstrom, The Making of A Christian Leader: How To Develop Management

And Human Relations Skills (Michigan: Zondervan Publishing House, 1976), p

21. Myron Rush, Management: A Biblical Perspective (Illinois: Victor Books, 1976), p 220.

22. Oswald Sanders, Paul: A Vision For Christian Leadership Today (Glasgow: Kingsway

Publication Ltd, 1983), p 967.


1. Anthony D’souza, Being A Leader (Achimota: African Christian Press, 1990),

p 25.
2. John White, Excellence In Leadership: the Pattern of Nehemiah (Leicester:

Intervarsity Press, 1986), p 10-11.
3. Ibid. p 14.
4. Joyce Peel, A Journey Through The Old Testament: The Story of God’s

Relationship With Man Woman and the World (Oxford: The Bible Reading

Fellowship, 1993), p 35

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Investing in new companies is nothing completely new, though with the amount of startups being made along with the higher chance quite a few won’t last beyond the initial year, it can be challenging for a new business proprietor to obtain investors enthusiastic about their organization. Nevertheless, there are several things they are able to do to ensure the investors will be interested and therefore happy to invest cash in the new business.

It is essential for the company owner to actually think ahead and to actually have confidence. They are going to have to show their strategic business plan to prospective investors and also demonstrate to them there is a strong business plan that will function in the long term. They’ll wish to ensure they do not hide from just about any weak points and may need to supply virtually any solutions they might have to the possible investors to be able to demonstrate they are serious and that they have ideas for nearly anything that could jeopardize the company as it gets going. All this is supposed to ease the investor as well as to be able to demonstrate to them that they’re making a decent choice when they opt to invest in the organization.

The business owner could additionally wish to concentrate on long term strategies to be able to help clearly show they are invested in their own business for the long term as well as keep track of analytics continuously so they are aware of precisely what is actually transpiring with their own organization as well as manage to anticipate precisely what will take place in the immediate future. This offers them the chance to show they may be on the right track and are working in the right locations to market their own business and thus help it increase as much as is possible. Investors desire to observe that the business is going to be doing as much as is possible to be able to turn into a sustainable company and not just another startup that may well not last.


leadership Starts From Within

leadership Starts From Within

The global recession, directly or indirectly, will impact leadership – yours, your market, your competition, your region and, yes, your nation. Why?
Because leadership is ubiquitous. It is all around us. It is of primary importance. Yet, it is seemingly underserved, undervalued and under resourced. Need some proof?

According to the Development Dimensions International ‘s Global Leadership Forecast 2008/09 (1) from research of 1493 HR professionals and 12,208 business leaders across 76 countries:

75% of business leaders identified that improving or leveraging of leadership talent was their #1 priority.
Only 41% of business leaders are satisfied with the help they get to develop leadership capabilities.
One of the core needs within organizations is to create a sustainable supply of quality leaders.
The primary skill shortfall amongst organizations is in leadership skills and interpersonal skills.

Leadership is a leaking bucket. All organizations, large and small, from the family to local sport team to government to the boardroom of a leading global company, will at some time need to replace leaders. This arises from necessity and/or from natural attrition. From the information above, there is clearly a pervasive problem or, in a more positive tone, there is an opportunity – an opportunity to address this chronic shortcoming. How?

Start with yourself. Leadership starts from within.



To begin to explore this important distinction let’s start by looking at the definition of leadership.According to the Oxford Dictionary leadership is the action of leading a group of people or an organization, or the ability to do this.


To lead is to cause (a person or animal) to go with one by holding them by the hand, a halter, a rope, etc. while moving forward.

Leadership therefore requires influence, direction and action. However, for leadership to manifest so that others follow, it stands to reason that the leader, whoever or whatever that may be, must first influence themselves, give self-direction and act on that direction.

Chronic Question

There exists a perennial question about leadership – “Are leaders born or made?” or to rephrase it “Nature versus nurture”.

Why does it need to be one or the other? Do you see many babies leading Fortune 500s or governments or the local sports team? Regardless of your opinion or perceptions one thing is for sure. Leadership is something into which you grow. Importantly, we are all born to lead ourselves at least!

In nature there must be reasonably synchronous growth regardless of the “ecosystem”. Teenagers may experience growing pains when their bones are growing at a faster rate than their muscles. Our DNA is programmed so that eventually growth levels out and all systems are aligned and developed to their full design specification.

An individual promoted to a new role in an organization can experience a skill, attitude and/or ability gap compared to the new demands. To address the gap or deficit, the same individual must seek within first and begin the process of change there.

Admittedly, in organizations it is possible to experience growing pains too – sales and demand exceed the ability to supply and/or service the customer. Leadership must, therefore, develop within the organization to address the imbalance and ensure that harmony is restored.

What Does Google Have To Say?

As Google is the #1 search engine, it gives an impartial and objective perspective on leadership.

Just by typing in “leadership” yields 118 million results – sites, references etc. According to Google AdWords searches on the word “leadership” receives >4 million hits globally per month. Both of these facts suggest that leadership is a topic of significant interest and that there is a huge diversity of data, opinions, perceptions, models, styles, concepts and experts. The monthly searches also suggest there is a perpetual quest for answers, solutions and information on leadership.

Interestingly, when the global search is narrowed there are only:

4400 hits per month for “successful leadership”
33,100 hits per months for “effective leadership” and
18,100 hits per month for “self-leadership”.

It is interesting that, in the face of all the need out there for leadership, the refined search on successful and effective leadership globally produces comparatively so few hits. Why is that? Is there a global delusion that we just need to know more about leadership or just understand it better rather than define what it takes to make a good leader or even a great one or to establish a legacy of outstanding leadership?

People – Your Most Important Asset

The mantra that people are your most important asset is spoken around the world. Too bad the mantra is wrong.

People are not your most important asset – the right people are. And that is especially true for the right leaders. The right leaders will attract, inspire, develop and retain the right people. The right leaders will be intent on growing other leaders. The right leaders will start by growing themselves – from the inside out. They know that to be a great leader they have to establish their own strong foundation of principles, values and attitudes.

A skills-based approach to leadership, however, takes an outside-in approach. That is where many individuals, teams and organizations get it wrong and contribute significantly to the statistics of the Global Leadership Forecast 2008/9. A skills approach to leadership assumes that good foundations have been laid upon which to lay the skills. To outright ignore examining and establishing the right foundation is in place is a huge risk. Regrettably, whether assumptions have been made or the matter outright ignored, this often equates, effectively, to throwing skills on Teflon. The result is skills will not stick.

Applying the skills-based approach, consider a formula for success, here applied to leadership, as Be x Do = Have. Have = good right leadership. Do = skills. Be =? Without addressing the ‘Be’ it is no surprise that leadership is chronically found wanting.

You get the people you deserve. It’s your decision. For you to attract and lead better people you need to become the leader those people need and desire. That means you must invest in yourself first.

Where to Start

The majority of leaders should know and understand that people are the core building block of their team and/or organization. But to be an effective leader, you need to know the core building block of your people – their respective roles.

Many organizations just look at their people in their professional capacity. Whilst they may invest in their development and endeavour to lead them they often miss the mark. To ensure that your leadership “fits” and attracts the right people doing the right things to generate the right results, you need to ensure that you take into account all the roles each person comes to work with – within and outside the team or organization. This means you must address their personal roles outside of work e.g. parent, spouse, charity volunteer, team captain of local hockey team and coach of daughter’s swim team (5 roles).

All of a person’s roles show up at work. A leader is no different. They have as many if not more roles. The right leader will be addressing their growth and development in each role according to priorities and available “resources” (time, money etc.).

Self-leadership therefore begins by identifying core roles, prioritizing them, planning their development and then acting on the plan. To do all that it must begin from within.


Interestingly, a leader will attract into their lives people and circumstances from which to learn and grow. Life is, after all, a mirror. The quality of your leadership is determined by the quality of your relationships.

There are two often quoted adages – love your neighbour as yourself and do unto others as you would have them do unto you. These both stress the importance of meaningful relationships and emphasize that all relationships start with you.

So leadership starts with your relationship with yourself. To improve your relationships with others so that you can become a better leader, you need to improve your relationship with yourself first. Regrettably, this revelation is often overlooked and/or not given the attention it is due.

A Critical Ingredient

Any relationship starts with you. Leadership starts with you. Self-leadership (and any leadership for that matter), to be effective, is dependent on the ability to communicate well – internally and externally. There is plenty of focus on external communication. For example, throughout the school systems around the world there is an emphasis regarding training around the messages from our mouth and from our pen or keyboard. However, what has been sadly overlooked is the greater importance of our internal communication.

All communication starts as a thought before it is translated into words and messages. How many of us have allowed ourselves to “speak first and think later”? What was the result? In many instances it likely created some unwelcome ripples in your life and in your leadership.

We all have an internal voice – actually we have two – our internal ally or our internal adversary. Our ally is working for us. Our adversary is working against us. As a leader which voice is loudest most often or to which one do you listen to most? When the adversary prevails it is often because we are reacting to a situation or challenge. Self-leadership knows to proactively and consciously control the voice to which it listens.

With self-leadership our internal (and external) communication must be open, honest, clear, timely and, at times, radical. Integrity then flows from this. When our thoughts line up with our words our actions will follow in alignment. We are congruent. We walk the talk. When we do that people do what people see. Your self-leadership then flows into leadership.

Parting Questions

To help initiate your self-leadership here are some extremely helpful questions for you to consider:

What is the detailed profile of the ideal leader for you, your team or your organization?
What are the foundations for self-leadership?
On a scale of 1-10 (1 being poor and 10 being excellent) how do you score on self-leadership?
In the event you did not score a 10 for #3 what do you need to be and/or do to improve your score to an 8+?
How do you encourage and develop self-leadership individually and/or as team or organization?
Where applicable, how will you integrate self-leadership into your existing leadership development?


There is a global need for leadership – always will be. The important distinction is the need for great leadership. Great leaders lead themselves well first. But before they become great they know they have to grow into it. To do that means they must invest in themselves first and begin that by developing themselves from the inside out role by role. Ultimately, the quality of your leadership is determined by the quality of your relationships which are determined by the quality of your internal or self-communication.

Playing Roulette Wheel: Things You Should Know

Is playing a casino game one of your wants but you’re not well-informed on how you’ll carry it out? Or maybe you are tired of your old casino game and you are looking for something more pleasurable to experience? If you’re having this feeling, you should consider playing roulette. So, if learning how to play roulette is your concern, you can surely gain a lot from this write-up.
Everything about the Historical past of Roulette
In 1665, a French physicist, innovator and mathematician known as Blaise Pascal introduced roulette. The word “roulette” comes from a French word meaning, a small wheel. Originally, Pascal is attempting to invent a perpetual motion machine and not a casino game. Regrettably, his experiment failed that’s the reason why roulette was introduced in casino instead a year later. Since that time, the game became one of the most well-liked casino games globally including America and Europe.
Roulette Rules and Betting System
Outside and inside bet are the 2 types of roulette bet. Inside bet consists of, straight, split and also square bet, where you must guess the exact number the ball will land on, or the range of numbers within the roulette table. There would be a greater chance to win on outside bet because of the higher range of numbers that you can select from. The Column Bets, Dozen Bets, Red or Black, Even or Odd are the bets which are viewed as outside bets.
In order to determine the outside and inside gamers, several casinos are utilizing various color of chips. Minimum and maximum bets also imply in each and every spin of the wheel. When the dealer states “no more bets” or “rein ne va plus”, players are not allowed to put bets any more. Once the ball stops, the dealer will place a dolly or a marker on the winning number. Putting or getting rid of of bets which are already on the table isn’t allowed when the marker is still placed. The croupier will then collect the losing bets and give payouts to those winning bets. Once the dealer is finished with the collection and payouts, the marker will then be removed, which signals the player that the table is ready for another set of bets.

Just How To Take Care Of Injuries At The Job

Just How To Take Care Of Injuries At The Job

Whenever a person is working offshore, the possibility for accidental injuries could be high. If perhaps an individual is severely injured while doing work, they will wish to contemplate hiring a Houston Maritime Injury Lawyer to be able to make certain they’re fully compensated for their injuries. This runs specifically true when they did not contribute to their injuries but the worker’s compensation won’t want to compensate them for their own doctor bills or even lost pay.

Someone that is significantly wounded while working should be able to receive compensation for their particular hospital bills and for just about any lost income while they recover. This is often required for someone who is going to have to miss out on a great deal of time to be able to recover or perhaps that is permanently hurt and thus unable to resume work down the road. If perhaps a person might be denied coverage or perhaps they are not positive precisely what they need to do in order to become fully compensated for their own injuries, speaking with an attorney that’s informed about these types of circumstances can help. The legal representative might evaluate just what transpired as well as how much the person will need to receive in order to help them obtain the correct amount of compensation.

If you have been harmed while doing work offshore, do not be reluctant to make contact with a  Lawyer. They are able to help you ensure you obtain the compensation you’ll need in order to financially recover from your injuries.

The Downward Spiral of a Productive Investor in China

The Downward Spiral of a Productive Investor in China

When the Chinese stock market bubble burst, lots of individuals were definitely hit hard. The investors that had been doing far better than anyone envisioned looked to collapse instantaneously, and people providing information watched their particular status plunge. Xu Xiang of Shanghai Zexi Investment is a good example of one of these individuals. During November 2015, he was in fact arrested on charges of possible insider investing. He moved up rapidly in fiscal circles, amassing an approximated wealth of $300 million and some of his funds improved by 300% in just a few months, therefore countless folks decided to adopt his suggestions, only to get burned. Xu Xiang came under mistrust due to his association with Zhou Jianming, a man previously charged and ticketed for stock methods. Despite the fact that Xu Xiang kept excessive amounts of seclusion, the Chinese government continued to monitor him tightly, hoping to see how not to mention precisely why he could become extremely prosperous in a fluctuating stock market. He looked to be invincible, nonetheless, and that’s why many felt reassured relying on him. Once the stock market had a downward spiral, one that watched it shedding approximately 33% of its valuation in just a few weeks, individuals began trying to find someone to blame and he turned out to be the best choice. He did not have formal instruction in monetary investing, but taught himself everything he was required to understand. Throughout the years, he committed himself to the stock exchange and didn’t appear to have any external interests. Evidently, governmental regulators felt it was of interest, as he was actually doing better than quite a few with years of education. Although they have yet to definitively find him accountable for anything at all, because they can’t state it was simply excellent luck which made him so productive or if perhaps he had help unavailable to all, he stays within a detention center on charges of insider stock trading, hence people have to be aware of who they are obtaining help and advice from.

How You Work Is Your Business

How You Work Is Your Business

As a leader, you have the option to work ON your business, proactively shaping the future of your organisation; and, IN your business, reactively handling the day-to-day workload. How you do this is influenced by the qualities of your personality, your temperament, what you value, as well as your skills. How do these elements drive you in the right or wrong direction? What results do and can these elements trigger? Do you want to know or would you rather not know?

Taking the decision to raise self-awareness takes courage, as does doing something differently as a result of exploring feedback. What’s the alternative? To knowingly or unknowingly put your head in the sand which is a great way to stay stuck and leave things to chance. Here is a classic example of leaving things to chance, to fester, for decades:

Research for the magazine Nursing Times suggested there was an NHS attitude of discouraging staff from reporting problems and this was putting patients at risk. The research showed many nurses are afraid of being labelled troublemakers, being side-lined and ostracised by senior staff if they highlight concerns, being bullied and marginalised by their colleagues, and end up feeling ashamed and guilty, as well as concerned their careers are over. There were lots of interesting statistics coming from this report, too many to list here.

Leadership needs attention otherwise weeds will appear. The weeds in an organisation show up in its culture. Sometimes these weeds can be very time-consuming and expensive to treat, and require radical interventions such as for the above scenario.

Executive coaching is the number one way to proactively build positive working habits and prevent performance, career, and culture derailment. To help you make the most of executive coaching, here are my 7 high-value top-tips:

How to make the most of your Executive Coaching Experience

1. Realise that coaching is not remedial. It’s about enhancing performance. Think of Andy Murray, the Wimbledon Champion 2013. He has many coaches and mentors because it’s about building the required performance to get the desired career and business goal. An open mind is ultra-helpful, a commitment to invest in your performance and career, and a commitment to apply learning and actions will help you get the most value out of your coaching experience.

2. Research shows that the more power someone gets, the more likely it is that their empathy reduces. Therefore, they have to work at rebuilding that empathy. Unfortunately someone with high power and low empathy can view the rebuilding of empathy as wishy-washy. This makes it harder to get the softer elements of leadership (the traits that engage others) on the table. If that rings a bell with you, I would encourage you to realise people-related skills such as building relationships are not wishy-washy! Engagement skills build a sustainable leadership career and business. Numerous worldwide and national surveys confirm the need for engagement e.g. The Sunday Times Top 100 Employers. Hard and soft leadership traits need to be in a reasonable balance in order to create a positively productive culture.

3. Realise you’ve got to know yourself before you know someone else. Otherwise, you could be viewing and valuing (or not) the other person through your lens. Understanding others allows you to question and consider your approach, communicate with them better, and motivate them. Not understanding them can create discord and conflict.

4. Get a coach that will take you beyond surface level skill requirements. These are often urgent but often it’s beneath the surface requirements that are really important (the qualities of your personality, your temperament, what you value, and so on). These types of conversations need transparent dialogue – it’s more productive for you. To reassure you, you can expect confidentiality unless you are planning to do something illegal!

5. Realise that increased self-awareness is a result of coaching so expect that. Psychometric testing (profiling) is the ideal way to raise self-awareness. These tests get under the surface to what makes you tick. There are many profiling tools on the market from popular-culture to scientific-based products. Some will be more meaningful than others for you and which you opt for should relate to your situation and requirements. Full-circle feedback otherwise known as 360 degree feedback is very useful to gain an understanding of how others perceive you. These tend to be great for skill development and open the door to a more in-depth and meaningful coaching experience.

6. You shape your business and career. It’s worthwhile getting an executive coach who will support you 100% and also challenge you 100%. It’s the only way to release your potential. Most coaches offer a ‘chemistry’ meeting which is ideal as you get an opportunity to find out whether you could work well together. However bear in mind you don’t have to get on with a coach for it to be effective. Some of my most effective coaches have been very blunt but boy has it moved me forward.

7. Last but not least, don’t become dependent on your coach. Coaching is about setting someone up for success, allowing them to blossom, and not being a crutch.

So, are you currently working IN leadership (reacting out of habit) or working ON leadership (raising self-awareness and modifying behaviour where appropriate)? How you are as a leader shapes the culture of your organisation. How you work is your business.

Strategy Design Goals

Strategy Design Goals

Your idea is fabulous and you want to make progress on it but you need a strategy to execute your vision as it relates to long-term success or it needs to be reevaluated to ensure that it is on course. Strategy is, “a careful plan or method for achieving a particular goal usually over a long period of time,” per Merriam-Webster dictionary. However, we need a functional definition as it relates to your companies vision and goals. Therefore, I would say that strategy is, “the intent to act, the volition to act, and the design to achieve plans of action as they relate to the direction and future of your business.” Strategy development is a long-term process that is evolutionary and it should be evaluated yearly, quarterly, and more if conditions warrant a strategy session.

We will evaluate briefly the ten major areas of strategy creation as they relate to you achieving your goal. These ten areas will be listed and broken down to help you evaluate and reevaluate your current position in strategy design. They will be listed logically as they relate to an idea in your head and build upon that. In addition, the creation of a strategy is not a single day event. It takes time to gather what you know is needed and what you find is needed once you begin. We begin at the beginning. You should at this point have a vision and goals developed to help guide your organization in fulfilling its purpose.

Products/Services Offered

Your product or service is what you offer the world to add value to the lives of others. This can be either qualitative or quantitative but you should be aware at this point. Ask these questions and others that help define this category well.

What product or service do we sell or plan to sell?
What does it look like?
What is the outcome of its use?
How do we update our products/ service to stay competitive?

For instance as a consultant my product/service is the ability to improve my clients condition based on over a decade of experience helping organizations professionally. This relates to you because you have to list your products and services that are offered in there fine detail. They must but listed in a way to allow rapid access to the information for future needs as the strategy secession progress.

Customer/User Groups

You have to serve by helping customers or clients in some way. Your invention, technology, pastry, picture, music or designs have to connect with others. Asking ourselves a few questions clarifies that for future understanding.

Who is buying our product or service?
What organizations are buying our service?
Who uses it regularly?
How do we expand the diversity of the group?

Your target customer is the person you have identified as the one who is most likely to purchase your products, according to This is a specific person, who is elated to use your product/service when needed or desired. Be very narrow in your description here, as it will provide clarity. Examples would include specific age, specific education, and specific income. These identifiers are so spot-on that a picture could be painted of the individual without negating the various individualities of who uses your service.

Market Served

This is an expansion of the above and is a broader category of client or customer base. This will be larger demographics through a range and not specific. Each product or service may cater to different aspects of the market served and they should be listed in conjunction with your product/service. Target market should also list the reason why these specific customers are likely to buy. In addition, this information will help in creating a primary component of your marketing plan.


Technology is how you use information to create and maintain a competitive advantage. The planning associated with this is a tie in for numerous other aspects of your organizations success. Technology is used in commerce, in design, and much more. Your organization marketing will also take into account the use of technology to deliver your value proposition.

How is technology changing that we can grasp early?
What changes in technology make it more affordable to deliver our goods?

Use technology as a multiplier of your organizations success. Evaluate what you have been using and determine if it needs to be upgraded, eliminated, or in line with current competitors use.

Production capability

Creating knowledge, a teddy bear, a balloon, a house all have production element that deals with methodologies useful to arriving at a final product.

How will we create our product?
How will we produce the intellectual capital for our services?
What needs to change to produce of product/service faster?
What needs to change to produce our product/service less expensively?

Evaluating production on a constant basis ensures costs are controlled, quality is maintained, and your customers/clients are happy. I would remind you that, quality in gets quality out. This has been how Apple, Inc has maintained lead over its competitors. Production can be done with a planned ramp up to the best quality. Plan to find the most expensive means of production first, then scale it back your companies’ production budget.

Natural/Human Resources

The ability to create tangible or intangible goods and services are always acquired in there rawest form. Whether it is raw intellect, precise hands, or machines, they will need to be accounted for. A few examples to ask of the executive leadership team deal with the following questions:

What is our companies’ raw material needs to produce goods or services?
Who is needed to create the value in our goods or services?
What automated systems can create this value?

This subset deals with elements that are inputs to production and delivery. This group must be managed to ensure it is efficient, effective, and motivated. In addition, the natural resources have to be measured per there influence to the environment and there frequency of price change.

Methods of Sale

This can be an extensive list of varying options but they will deal with financing on store credit (Macy’s Credit, Home Depot, Dillard’s, etc.), third-party credit (American Express, Visa, MasterCard, etc.), cash or other arrangements. Cash will be king but credit cards speed up payments. Ensure you have both options.

What impact does our method of sales have on future profits/returns?
How will we accept payment?
What needs to change in the future to increase revenue from sales?

Ensuring that this subset is managed well will provide the resources, data, and fuel to innovate internally with information based on the organizations initiatives.

Method of Distribution

Moving goods from manufacture, to warehousing, storage, and in store handling, etc. is a sophisticated dance of timing.

How will the product/service be delivered through manufacturing, shipping, retail options, shipping again, and varying other combinations?
What are retail distribution options?

These questions ask a lot out of a leader but being stretched is why you are here. “How will item p get to y and both be happy?” This is a measure of logistic sophistication and there can be multiple routes. The best choice is better than the perfect choice. There should always be a balance between quality and cost. Erring on the side of higher cost to ensure quality is delivered.


This micro strategy subset deals with using past data of the size and speed of growth of your organization and comparing it to where you would like to go.

What is our target in growth?
Have we prepared for a boom in our business?
How will we know we are on the right path?

These question deals with the future as well as benchmarking the present state. Thru analysis of vital KPI’s we would compare your organization to your peers so we can ensure that your leadership is thinking of growth.

What is the most useful size?

This deals with people, facilities, customer base served by projection, and more.


This is where all the hard work pays off for shareholders in for profit organizations; in addition to where nonprofits determine where they can return more to the individuals that are served.

Where do we reinvest the profits?
What expansions can be completed now?
What needs to be saved?

The likely outcome of a for-profit venture is a profit if you plan for success and are vigilant in guarding and executing your plans. In addition, non-profits can benefit from strategy planning to enable an orderly creation of the means to return funds, goods, services, etc to the recipients.

Strategy design is a real worldview of the future of your organization. It provides planning and tactics to the board of directors, executives, management, and other associates. These questions are designed to increase your understanding of your organizations direction and actions to take to accomplish that. Remarkable, what can simply be listed, but the task does not end at creating a list, Alan Wise says, “Strategy doesn’t fail in creation, it fails in implementation,” and we will cover that in future white papers. In addition, each section of the strategy design is an overview of what will be much more information intensive reports. These subsections are created by individual leaders.

Cool Tips on Starting a Small Business

Cool Tips on Starting a Small Business

There are few more challenging, exciting or potentially rewarding endeavors in life than starting your own business. Setting out on your own can feel everything from unnatural to downright foolhardy, but if you’re among the select few that manage to get it right just be set for life.

Sadly, there’s no blueprint for getting it right in every single business area across the board, but at the same time there are plenty of tips and tricks guaranteed to set you in good stead.

Here’s a quick look at 10 of the coolest tips you’ll come across for starting out a successful business of your own:

1 – Expect a Rocky Transition

If you expect to go through the process without a single doubt or moment of confusion, you’re barking up the wrong tree. When starting out alone, you’ll question your sanity, wonder if your goal makes sense and probably panic a little. This is natural, so don’t be afraid of a little inner turbulence in the early days.

2 – Fake It Until You Make It

So you’re not a high-flying business leader yet – that doesn’t mean you can’t pretend you’re one. Even if you’re not making a penny yet, dress as if you were running an important business, schedule your working days and stick to your itineraries like glue – all positive habits you can’t form soon enough.

3 – Minimize Risks

Savvy advice in all areas of the business world, but as you’re on your own you really can’t risk big losses and setbacks. So while it might mean keeping your targets and ambitions low for a while, keep risks to absolute minimums.

4 – Remember Downtime

And while you’re burning the candle at both ends, don’t forget that without measured and structured time off, you’ll never be at your best when it matters most.

5 – Don’t Fear

You won’t be confident until you know what you’re doing is right and this will take some time. So in the meantime, accept that you’ll run into a few confidence issues and don’t be afraid to be afraid.

6 – Seek Inspiration

Think of who it is that inspires you most and what it is about them that gets you fired up. From business leaders to political icons and really anyone else you admire, take a leaf from the book of your idol and be inspired.

7 – Recognize Procrastination

When you’re building a business all alone, you and only you can draw the line between time wasted and time well-spent. Don’t let procrastination ruin your chances.

8 – Accept Failure

Not of the business, but rather of your ideas. If something clearly doesn’t work, don’t flog the hell out of it just to save face – walk away and learn from your mistake.

9 – Ask for Help

If you’re wholly intent on going it alone from start to finish, there’s no harm in using your family and social circles for a little fresh input from time to time. Asking for help doesn’t constitute failure – struggling alone and eventually going bust however does!

10 – Network

And finally, sure you’re in it alone, but that doesn’t mean you can’t connect with millions of other professionals out there with a ton of helpful advice to offer. Use all available web resources to tap into advice and build your business network.