Ole Carlson

Incumbency is an erroneous strategy with your customers in today’s world markets.
Relying upon what worked for you yesterday with your customers, employees, service providers, suppliers and others may not serve you justly as well today or in the near future. Conditions can change overnight dramatically. Just because you were favored yesterday by someone does not guarantee that you will be today. It’s fickle out there. Be aware!
You must be willing to deconstruct and reconstruct continually and consistently what you are doing in the organization, including your time worn leadership style. Examine objectively what you are doing; why you are doing it and question yourself is it still working according to expectations. Most organizations engage in those investigative activities when they discover there is an internal (slow receivables) or external (worst recession in eighty years) problem. The reactive approach is most often too little and much too late. Head off the disaster before the ensuing storm hits stressing the organization into terminal paralysis or rapidly making an ill-considered decision. The last nine words of any decaying organization is, “this is the way we have always done it.” Do not fall in love or become totally enamored with yourself when things are going good and the tide is raising all yachts.
It is best to audit the organization in times of strength not when you are wounded, have a shifting, unstable landscape beneath your feet or have your employees looking over their shoulder wondering if they are next to visit the HR director’s to discuss the latest severance package. Success often hides and disguises weaknesses and as soon as the organization experiences explicit severe pain the fault lines become obvious and difficult to overcome. Habitually deconstruct and reconstruct all elements of the organization and you will head off balance sheet threatening difficulties.

WEDNESDAY, JUNE 8, 2011

The last 2-days I was fortunate to spend time learning from the world acclaimed TEC Speaker Ole Carlson.

He is widely recognized as a true leader of leaders, Ole has served as a CEO coach, group facilitator and corporate trainer for TEC/Vistage, Inc, the world's largest CEO membership organization. Nearly two decades of experience working with business leaders at the highest levels have given him remarkable insights into what makes people and businesses work.

Ole has been so effective in this area, that he was honored as one of the Top 5 Speakers in the history of TEC/Vistage International at the Vistage International 50th Anniversary Celebration.

In his latest book "Aspire" he shows us how we all allow our internal filters to prevent us from creating what we really want out of both our professional and personal lives. In "Aspire", Ole helps us break that pattern and outlines a positive plan for those who want more - more time, more money, more life.

Here is a link to Aspire...I suggest you buy it.
www.influencemany.com

Trust your gut when making decisions especially about people.
I wish that I had a dollar for every time that I heard a leader say, “I wish that I just would have trusted my gut on that decision.” If I had, I suspect that I would have made a considerable deposit over time into my bank account. Leaders can often over analyze a situation and remain paralyzed into non-activity or making the choice that goes against what they deep inside know to be true and right. It is not our “gut” that is telling us what to do, but something much greater. Call it what you want; insight, intuition, a deity speaking to you, inkling, supreme wisdom, higher self or whatever you like. What I am talking about is a resource that is at our disposal under most normal conditions. Whatever it is, it is wise and can circumvent all the procrastination and continual gathering of more information looking for the magic potion and just the right time prior to pulling the trigger on an important decision.

I’m not suggesting that you eliminate all other sources to assist you in making that choice. That would be foolish and irresponsible. What I’m suggesting is that you include your “gut” in the decision making process and weigh it at a minimum equal to or above the more cognitive approach. Once you get used to trusting that source, the more active and influential it becomes. Shut it off completely and it fades into the background and eventually may disappear from lack of use.

It takes faith, courage and an elevated view of the Universe to rely upon your “gut” when making critical decisions. You have become successful in what you are doing by using all three. Please continue.

Do you realize that most of the obstacles that confront U R only obstacles created by your mind. Change your thinking & the obstacles leave.