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thePEBBLE - 03/03/05 - Leadership Like White-Water Canoeing
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TODAY'S TRIVIA - - -
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When was Arbor Day first observed?
What mythological prophetess could see the future, but was
never believed?
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ANSWERS TO YESTERDAY'S TRIVIA - - - -
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Is April Fools' Day still celebrated in France?
Yes. It's called "Poisson d'Avril" and on this holiday French
children fool friends by taping a paper fish to the friends'
backs. When the trick is discovered by the victim, the child
yells "Poisson d'Avril" or "April Fish!" Where does the "fish"
come from? In April the sun is leaving the zodiacal sign of
Pisces, the fish. Napoleon I, emperor of France, was
nicknamed "April fish" when he married his second wife
on April 1, 1810.
Where does April Fools' Day last 48 hours?
In Scotland, April Fools' Day is called "Taily Day" and it
lasts two days, during which pranks involving the posterior
are played.
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I'LL SEE IT WHEN I BELIEVE IT!
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There are a lot of ways to become a failure,
but never taking a chance is the most successful.
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thePEBBLE CONTENTS:
1. STRANGE BITS AND PIECES!
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2. TITLE ARTICLE - - -
Leadership Like White-Water Canoeing
by Brent Filson
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3. MEDICAL COLUMN by Karin Henderson
Bones: Don’t Take Your Support
System For Granted
PART 3 of 9
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4. THE SAGA OF PINEHILL by Ken Darby
To Pinehill
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5. OBSERVATIONS OF OUR BUSINESS
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6. THINK ABOUT THIS TODAY!
7. HA! HA!HA!
8. CONTACT INFO
9. THE LAST LINE - - - - -
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STRANGE BITS AND PIECES!
The original name for the soft drink Pepsi was "Brad's
Drink."
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TITLE ARTICLE - - -
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Leadership Like White-Water Canoeing
by Brent Filson
Although world business is undergoing historic
changes, the prevailing view of what constitutes
business leadership is stuck in the past. Generally,
business leaders view leadership as an order-giving
process. The word "leadership" itself comes from old
Norse root meaning "to make go." Many leaders believe
that they must "make" people go by ordering them to do
things.
But today's new business realities are requiring
new kinds of leadership, leadership that has very
little to do with order giving. Organizations are more
competitive when leaders don't make others go but
instead have those others make themselves go when
employees are not ordered to do tasks but instead are
in the frame of mind and heart that they want to do
those tasks. That "want to" is the cutting edge of
competitiveness.
Order-leadership in business has its roots in the
beginnings of the Industrial Revolution. "Order" comes
from a Latin root meaning to arrange threads in a
weaving woof. The captains of the Revolution dealt
with the relatively uneducated country people who
flocked to their factories by ordering them where, how,
and when to work. The most efficient and effective
production methods resulted from workers being
"ordered" or ranked like threads in the woof of
production lines. Refined and empowered by the
Victorian commercial culture, with its patriarchal
power structure and strong links to Prussian military
organization, the culture of the order-giver leader
reached its zenith in the United States after World War
II.
During the post-war years, many U.S. businesses
were like ocean liners plowing through relatively calm
seas, their leaders, like liner captains and mates,
running things by getting orders from superiors, giving
orders to subordinates and making sure that those
orders were carried out.
But today, with competition increasing
dramatically, with the volume and velocity of
information multiplying, with the pyramidal structures
of order-giving businesses flattening, leaders need
skills not akin to ocean liner piloting but white-water
canoeing. Order leadership founders where lines of
authority are blurred, information proliferates,
markets rapidly changing, and employees are highly
skilled and educated.
A new kind of leadership, a new vision of
leadership is needed leadership based on the principle
that the leader doesn't make others go by ordering them
about but instead has
them go by creating an organizational environment in
which they prompt themselves to go.
This new leadership is: 1. Motivational. 2.
Action-based. 3. Results-driven.
Motivational: Leaders do nothing more important
than get results. But leaders can't get results
themselves. They need the people they lead to get
results. And the best way for them to get results is
not to order them but to motivate them to take action
that produces results. However, the English language
misconstrues motivation. English describes the act of
motivation as something one person does to another
person. Leaders can't motivate anybody to do anything.
We communicate the people themselves motivate. They
motivate themselves. Only they can motivate
themselves. The motivators and the "motivatees" are
the same people. We engage in the new leadership when
we recognize that we are motivating people to get
results only when we set up an environment in which
they are actively motivating themselves.
Action-based: A key aspect of the new leadership
lies in the first two letters of the word motivation.
Those letters "mo" are also found in the words
"motion," "momentum," "motor," "mobile," etc. The
words denote action physical action.
Motivation isn't what people think or feel but
physically do. To engage in the new leadership,
leaders must constantly be challenging others to take
physical action that leads to results.
Results-oriented: Motivated people are useless to
a business. People taking action are useless to a
business. Only those people who get results are
useful. The thing is that
people who are motivated and taking action are more
likely to get results. Leaders must have a passion to
achieve results. Not just results but more results,
faster results. They must permeate the culture of
their organization with a more results
faster esprit.
Clearly, many order leaders have a passion for
results. But as to the new leadership, how people get
results is as important as their getting those results.
To get more-results-
faster, the order leader demands that people run faster
in the organizational gerbil wheel. But there is a
limit to how fast and hard people can work before they
burn out. The new leader, however, recognizes that
to achieve more results faster on a continuous basis
that people can't simply speed up, work harder, and be
straight-jacketed by tight controls. They must
replenish their spirit and energies. They must slow
down to develop and employ powerful processes, and they
must challenge others to lead for results. The new
leader's effectiveness is not measured so much by
his/her actions but by the effectiveness of the
leadership activities he/she challenges others to
engage in.
The recent emergence of interlocking global
markets has stimulated a new vision of world commerce,
a vision of a single global playing field. Leaders
must match their business activities to the demands of
that vision. But a corresponding new vision of
leadership has not emerged.
Stuck with an outmoded vision of order leadership,
today's leaders are not seizing the full array of
opportunities before them. When they begin to
establish leadership that is not order-driven but is
instead motivational, action-based and
results-oriented, the world might not beat a path to
their door but more importantly, they will beat paths
to the doorsteps of the world.
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© 2005 The Filson Leadership Group, Inc. All rights
reserved.
The author of 23 books, Brent Filson's recent books
are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL
and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is
founder and president of The Filson Leadership Group,
Inc. and has worked with thousands of leaders worldwide
during the past 20 years helping them achieve sizable
increases in hard, measured results. Sign up for his
free leadership ezine and get a free guide, "49 Ways To
Turn Action Into Results," at w.actionleadership.com
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For a spiritual journey to live as your Maker wants
http://www.spiritual-underground.com
Find information and knowledge that, while in plain
sight, has been hidden from man for centuries. If you
are on "the path" this is for you.
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What is that power within you, that you call intuition?
---- Ken Darby
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MEDICAL COLUMN - - - -
by Karin Henderson
Bones: Don’t Take Your Support
System For Granted
PART 3 of 9
Bones work in “teams” or alone: can be tiny or very
large. The femur is the longest bone in your body. The
leg bone is one long “set” of bones working top to
bottom...the middle ear has the three tiny bones
connecting side to side. And the ankle area, with its
tibia, talus, and calcaneous, combines to form a joint:
top to bottom and side to side. Each group of bones has
several parts, joined to each other by soft tissue
connections, moving in harmony. All allow for
flexibility of movement but with strong support. You
can have flat bones as in the skull, iliac crest or the
shoulder blade, small round ones as in our fingers, or
hollow ones for your eyeball to sit in. We tend to
forget that teeth are bones of a special composition,
but they are an integral part of your existence. Where
would you be without them!
What do bones do? Like all parts of your body, bones
have a “local” function and a “systemic” function.
Locally, they perform the ongoing work of keeping their
cells active and healthy. Systemically they do their
framing, protective, and metabolic work. Supporting
would include whatever part of your body they are
upholding: a finger, a spine, an ear canal, an eye
orbit. Bones give form as a framework for all other
tissues and systems to be connected over and around and
through your body. This framework also offers
protection to such vital organs as the brain and heart.
Some bones are hollow with shafts through their
centers. Others appear to be flat. Small bones such as
the malleus, incus, and stapes are in the tiny confines
of the middle ear. They work as a “special team”. They
have little to do with support, but everything to do
with hearing (and in some cases, balance). Their work
relates to the transmission of vibrations and
electrical impulses. Large bones such as the skull,
femur, and pelvis work more independently but are also
connected to other bones. There are many bones that
appear to be shifting, yet they are solid. They
function and act as a framework for the body to “live”
in.
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Karin Henderson is a registered nurse and is thePEBBLE's
columnist for our MEDICAL COLUMN.
We appreciate her input very much. Thanks Karin.
You can send Karin questions at
mailto:kflh@shaw.ca
Health Information Newsletter.
http://www.prescotts-inc.com
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THE NET'S BEST KEPT SECRET
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THE SAGA OF PINEHILL
by Ken Darby
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Eloise Henry, age 18 when the story began
and David Wylie, age 20, were selected by a
stranger in town to take a dangerous trip,
together. The idea was that each was to take
only the clothes on their back and go
anywhere in the world where the stranger
took them. They were to be left there to find
their own way home. They had no money,
no identification, and no idea where they
were. If they arrived back home, there
would be a million dollars waiting in each
of their bank accounts
The story deals with their adventures along
and leads to the only way they could survive.
The story leads to many friends, many
adventures and many places.
As you read enjoy. It continues . . . . . . .
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For those who like the thoughts and ideas proposed
in this story, you might like to subscribe to
http://www.spiritual-underground.com
(It is a simple donation of $4.94 per month and
helps us spread the word.)
Many, many thanks to those of you who support this
work. It allows others to learn. Thank you.
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Alewka Henry was very much a confident woman,
yet she knew that in her marriage, regardless of
Sam treating her as an equal and consulting her on
everything he did, she still put him first. That's
because Sam was a bit of an extrovert and would
always face things head on. He would prefer to
take on any trouble long before it reached any of
his family. As such, Alewka was a strong supporter
of Sam and was always there to look after the
things Sam could not or, from habit, would not.
That meant Alewka did all the grocery
shopping, and clothes shopping, and school supply
shopping, plus all the household chores. Sam would
do any of that if she asked him but the
relationship made it quite clear these were the
areas over which she had responsibility and
therefore the leadership role.
On the flip side of that coin, Sam was the one
responsible for earning the family income,
keeping the house and yard in a good state of
repair, pay all the bills and that kind of thing.
Those were the areas of his responsibility. And
Alewka would help him anytime he asked.
Now, living by higher law these many years
those chores blended together a little. The lines
of responsibility were not so clear anymore. When
the kids were out of school and now living by
higher law themselves then the lines became even
more blurred.
That was fine with Alewka and Sam. They were
very much in love with one another and the
blurring of these lines meant they spent much time
together.
Yet Alewka had a soft spot in her heart for
the relationship she had with her daughter,
Eloise. Before Eloise had left on that dangerous
journey she and Alewka used to spend a lot of time
together. They had become best friends. Now that
Eloise had moved away and started a family of her
own, Alewka missed her and while being able to
handle it and while being proud of her daughter
she still missed the daily interface with her.
Alewka must have had a melancholy moment and
was thinking reverently about the past and the
things she and Eloise used to do. In that moment
of reminiscing she must have connected with Eloise
because mere minutes after she came out of her
reverie there stood Eloise, Mazunta and the kids.
"Oh! I was just thinking about you guys. How
are you? It is so good to see you." Alewka rushed
up to them and gave them all a big hug. She
especially loved the grandchildren.
"We're fine Mom. I knew you were thinking
about old times. I was too. So we decided to come
up for a visit. It has been a long time since we
were last here. It would be good for the kids to
get used to the clothing kids wear up here, and to
the kinds of things kids do up here. A little
training, so to speak."
"Come, sit, have some coffee and tell me all
you've been up to. Your Dad is in the garage
puttering with something, I'll call him."
"That's fine Alewka," said Maz, "I'll go out
and get him." With that Mazunta left for the
garage.
"Hi Sam. How are you today?"
"Maz! How are you? It's good to see you. What
brings you up here, away from paradise?"
"Lady stuff, Sam. Eloise misses her Mom and
her Mom misses Eloise. It has been a long time
since we visited for any length of time so we
thought we might stay awhile."
"That's terrific. Glad to have you. Let's go
in for a cup of coffee."
"I'll bet it's already on the table, if I know
Alewka."
"Maz, I'll bet you're right. She knows me like
a book. I can't get away with anything any more."
They both laughed. There was a great deal of
comfort in having a mate that knew you that well.
Slipping into the house, Sam was immediately
greeted by the grandchildren. He grabbed them and
lifted them up in a hug and carried them back to
the kitchen. "How are you guys?" he asked them.
Each responded in their way. They loved their
grandpa.
"Hello, Tinkerbell. I'm glad you can visit for
a while. You'll be taking your Mother off my
hands. She's been a terrible problem lately."
"Sam!" Alewka slapped him on the arm.
"Daddy, you're such a tease. How are you?"
"I'm fine, sweetheart. And I see all your
family is fine. What are you guys up to?"
"We were just down visiting Miguele and
Abetta, Oomano, Romano and Riata. Then we came up
here."
"How are those folks. We haven't seen them for
a while either. Gee there Mother, I guess you and
I will have to go do some visiting." Sam was
thinking that for quite a while actually.
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TOMORROW - - - In Pinehill
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OBSERVATIONS OF OUR BUSINESS
Many of you have become interested in following what
we are doing in our business.
It is a way of seeing some of the good things and not so good
things that happen to us along the way.
While it may not replicate your story, neither may it be replicated
by you, it does keep you updated on some of the trials and
tribulations of doing business on the internet.
We thought we would keep it up.
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TODAY'S REPORT:
Today was an enjoyable day. The weather up here gets
the blood coursing through your veins. Spring does that
up here. Even the birds and squirrels are getting
twiterpated, as Bambi calls it.
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THINK ABOUT THIS TODAY!
"Human beings have the remarkable ability to turn nothing
into something. They can turn weeds into gardens and
pennies into fortunes."
---- Jim Rohn
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HA! HA! HA!
At one Army base, the annual trip to the rifle range
had been canceled for the second year in a row, but the
semi-annual physical fitness test was still on as planned.
One soldier mused, "Does it bother anyone else that the
Army doesn't seem to care how well we can shoot, but
they are extremely interested in how fast we can run?"
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THE LAST LINE - - - - -
"Do as much research on the client as you can prior
to your first meeting. This is very impressive."
---- Brian Tracy
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AN INTERNET BUSINESS MAY NOT BE FOR YOU!
OR, THEN AGAIN, IT MIGHT BE! Go have a look. We
have laid out the steps and methods in a clear and
to the point series of short letters. Send a blank email to:
mailto:professional@rr-email.com
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REMEMBER! - IF YOU SEE IT IN thePEBBLE - IT IS SO!
Fear is never the Father of good decisions.
It is only cause to pay attention.
---- Ken Darby
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© 2005 thePEBBLE PUBLICATIONS
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