| Below are seven principles that are very relevant | | | | point out what you see, the other party is not |
| to your business. Without principles in your | | | | willing to listen. You cannot make them listen. You |
| business, you will not be in business for long. Look | | | | cannot make them see. Sometimes it is so |
| at today's headlines and you can see many of the | | | | blatant or apparent to you but the other person |
| biggest corporations crumbling all around us. I | | | | or people are blind to it. No matter what you do, |
| believe in this society, everyone has established | | | | you cannot make a person see or hear |
| the "it is all about me" mindset. Unfortunately, this | | | | something they do not want. Trying to persuade |
| is true at the top of companies and it is the most | | | | them only pushes them further from you. |
| blatant abuse of their positions. Where have their | | | | Sometimes you have to take a step back, let the |
| principles gone? Did they have any to begin with | | | | item run its course and be there to pick up the |
| or are they too swept up in the immediate | | | | pieces when everything starts falling apart. |
| gratification that has taken hold of our nation? | | | | 5. A good tongue to be able to communicate the |
| 1. A good head to be able to evaluate the quality | | | | vision to the people and motivate them to follow. |
| of ideas and suggestions presented to you. | | | | I would actually call that an "intelligent" tongue. |
| Are you a micro-manager or do you allow ideas | | | | How many people do you know that engage their |
| to flow freely throughout your organization? Do | | | | mouth before thinking with their head? I know a |
| your employees feel comfortable sharing with | | | | LOT! When you have a methodical way of |
| you? Are you a take-all-and-leave-no-prisoners | | | | communicating, people will listen. You can not be |
| type of manager? There are those that take in all | | | | fierce and degrading to people. If you continually |
| the ideas and suggestions and claim them as their | | | | beat people down, how long are they going to |
| own. Shame on them. One thing you need to be | | | | last? How long are they going to want to be |
| in your manager role is fair. You cannot allow your | | | | around you? You have to have a vision and be |
| personal thoughts and feelings to override an | | | | able to allow people to join in your vision. You |
| excellent idea or suggestion. Becoming a manager | | | | have to find a way of communicating this vision |
| means having the good sense to be able to look | | | | to people so that they WANT to follow you. |
| at all aspects of ideas/suggestions...not just your | | | | Motivation is a necessity in getting people to |
| own. | | | | follow you. When I am around someone who |
| 2. A good heart to be able to be compassionate | | | | motivates me, I take it all in and pass along that |
| and fair with people. | | | | motivation and enthusiasm to others around me. |
| Do you have an open heart? Do you have the | | | | Motivation is an infectious disease. |
| capacity to be compassionate with people? People | | | | 6. A good hand to be able to do the things that |
| come from all walks of life. People come with | | | | need to be done. Knowing the right way is not |
| problems and baggage. Do you have the fortitude | | | | the same as doing it. |
| to look past a person's personal flaws and see | | | | I respect those that are willing to get in there, roll |
| the business side of that person? Are you fair | | | | up their sleeves and work right along side |
| with people? There is nothing worse than an | | | | everyone in an organization. What I can't stand |
| unfair manager or owner. People with stone-cold | | | | are those who sit in their cushy, corner office |
| hearts should not be managers/owners. I have | | | | with all the windows and bark orders out the |
| worked around these types of people and it is a | | | | door. What does it do for morale when the top |
| no-win situation. Someone with a cold heart will | | | | of the organization shows up and mingles, |
| not be compassionate with people. This is not to | | | | interacts and works with everyone from the |
| say that you have to be a marshmallow and | | | | bottom of the organization to the top? It gives |
| continually pander to those who do not want to | | | | people a sense of pride. It tells people that the |
| actually work. You can spot those types in fairly | | | | person who will work along side of me respects |
| little time. But if you have honest, hardworking | | | | and understands me. I believe the best manager's |
| people, you have to be able to have the foresight | | | | are those that have worked their way from the |
| to treat each person as an individual and not lump | | | | bottom of an organization to the top. They |
| everyone into the same category. There are | | | | understand fullly the plight of those at the bottom |
| going to be brilliant stars and there are going to | | | | because they were there at one time |
| be fading lights....just know the difference and be | | | | themselves. Saying and doing are two completely |
| able to handle everyone individually. | | | | different concepts. |
| 3. A good spirit to be able to hear the voice of | | | | 7. A good foot to set the example for people. A |
| God. Some paths God will lead you down do not | | | | minor flaw can outshine a major mission in the |
| make head and heart sense at the time. | | | | eyes of small minds. |
| This is definitely a tough one. I have had personal | | | | This is a good place to insert: "Walk a mile in my |
| experiences that I just do not understand why | | | | shoes." Have you walked in the shoes of those |
| God took me down that certain path. The fact | | | | you manage? Do you really understand them? |
| that some things will not made head and heart | | | | How can you possibly know if you have not been |
| sense at the time are something that everyone | | | | there yourself? That would be like someone being |
| has experienced. You ask yourself "Why me?" | | | | married for 50 years asking someone who has |
| "Why now?" Some mysteries such as this are | | | | only been married for less than 5 years advice! |
| never explained fully. Sometimes trying to grasp | | | | What good could possibly become of this? I |
| this concept and wrap you head and heart around | | | | believe the more experienced will have the better |
| whatever it is that is happening takes a lot of | | | | advice. Do by example....avoid the flaws (although |
| fortitude. You have to have a good spirit and be | | | | it is not entirely possible). Mistakes are going to be |
| able to let that carry you forward. People draw | | | | made but try to minimize them. People tend to |
| strengths from different places...sometimes people | | | | remember the flaws faster and longer than the |
| have not the strength to endure this path. That is | | | | good examples. And, a bad flaw can spread like |
| when you need your spirit to help those who | | | | wildfire. People tend to remember the bad things |
| cannot help themselves. | | | | more than the good. Use good, common sense |
| 4. A good eye to be able to see things other | | | | when dealing with people. Be the best example |
| people cannot. | | | | you can and people will emulate you and you will |
| I personally happen to have a good eye for this. | | | | also have a loyal following. |
| A problem with this strength is that when you | | | | |