Dit was wonderlik om met graad 7`s by `n bekende laerskool in Johannesburg te gesels oor seks en puberteit. Die vrae was interessant en selfs `n uitdaging om sekeres te antwoord...
Thursday, October 29, 2009
SEX EDUCATIONAL TALK @ A Primary School
Dit was wonderlik om met graad 7`s by `n bekende laerskool in Johannesburg te gesels oor seks en puberteit. Die vrae was interessant en selfs `n uitdaging om sekeres te antwoord...
Wednesday, October 28, 2009
Centered leadership through the crisis: McKinsey Survey results
Centered leadership through the crisis: McKinsey Survey results
Practicing each dimension of the centered-leadership model is linked to higher levels of personal and professional satisfaction.
OCTOBER 2009 • Joanna Barsh and Aaron De Smet
Practicing all five dimensions of centered leadership appears to multiply the effectiveness of each.
Leaders who master the art of leading from their core— using several dimensions of the model we call “centered leadership”—are likelier than others to be passionate about their work, effective as leaders, and satisfied with their lives, according to a recent survey of more than 1,000 executives.1
Centered leadership, a leadership model developed by McKinsey over the past five years, comprises five broad dimensions: meaning, or finding your strengths and putting them to work in the service of a purpose that inspires you; positive framing, or adopting a more constructive way to view your world and handle situations, even very difficult ones; connecting, or building stronger support networks and increasing your sense of belonging; engaging, or crossing the line to pursue opportunities you might avoid because of inherent risks or personal fears; and managing energy, or practicing ways to sustain and renew your energy.2
In September 2008, as the financial crisis erupted, we surveyed nearly 2,000 executives—men and women—from around the world on how they use these five dimensions of leadership. We found that using each dimension was associated with higher levels of personal and professional satisfaction.3 The new survey, conducted after one year of economic upheaval, assesses the dimensions taken together and shows that they seem to multiply each other’s effectiveness: respondents’ self-reported passion for their work, their effectiveness as leaders, and their satisfaction in life all increase markedly as they practice more elements of centered leadership (exhibit). In addition, the fact that 81 percent of responses to the 2009 survey came from female leaders in financial services—the hardest-hit industry—suggests that leadership driven by building on one’s strengths, recognizing and using emotions (positive and negative), connectivity, and managing energy works even under the most trying circumstances.
Only five respondents to the survey scored themselves in the top percentiles on all five dimensions of centered leadership. This finding suggests that the vast majority of executives can build greater centered-leadership capabilities. And though we can’t prove cause and effect yet, the strong correlation between those capabilities and effectiveness and happiness of leaders is well worth taking into consideration.
About the Authors
Joanna Barsh is a director in McKinsey’s New York office, and Aaron De Smet is a principal in the Houston office.
The authors would like to acknowledge the contributions of their colleague Josephine Mogelof to the research underlying this article and to McKinsey’s ongoing research on centered leadership.
Practicing each dimension of the centered-leadership model is linked to higher levels of personal and professional satisfaction.
OCTOBER 2009 • Joanna Barsh and Aaron De Smet
Practicing all five dimensions of centered leadership appears to multiply the effectiveness of each.
Leaders who master the art of leading from their core— using several dimensions of the model we call “centered leadership”—are likelier than others to be passionate about their work, effective as leaders, and satisfied with their lives, according to a recent survey of more than 1,000 executives.1
Centered leadership, a leadership model developed by McKinsey over the past five years, comprises five broad dimensions: meaning, or finding your strengths and putting them to work in the service of a purpose that inspires you; positive framing, or adopting a more constructive way to view your world and handle situations, even very difficult ones; connecting, or building stronger support networks and increasing your sense of belonging; engaging, or crossing the line to pursue opportunities you might avoid because of inherent risks or personal fears; and managing energy, or practicing ways to sustain and renew your energy.2
In September 2008, as the financial crisis erupted, we surveyed nearly 2,000 executives—men and women—from around the world on how they use these five dimensions of leadership. We found that using each dimension was associated with higher levels of personal and professional satisfaction.3 The new survey, conducted after one year of economic upheaval, assesses the dimensions taken together and shows that they seem to multiply each other’s effectiveness: respondents’ self-reported passion for their work, their effectiveness as leaders, and their satisfaction in life all increase markedly as they practice more elements of centered leadership (exhibit). In addition, the fact that 81 percent of responses to the 2009 survey came from female leaders in financial services—the hardest-hit industry—suggests that leadership driven by building on one’s strengths, recognizing and using emotions (positive and negative), connectivity, and managing energy works even under the most trying circumstances.
Only five respondents to the survey scored themselves in the top percentiles on all five dimensions of centered leadership. This finding suggests that the vast majority of executives can build greater centered-leadership capabilities. And though we can’t prove cause and effect yet, the strong correlation between those capabilities and effectiveness and happiness of leaders is well worth taking into consideration.
About the Authors
Joanna Barsh is a director in McKinsey’s New York office, and Aaron De Smet is a principal in the Houston office.
The authors would like to acknowledge the contributions of their colleague Josephine Mogelof to the research underlying this article and to McKinsey’s ongoing research on centered leadership.
Be Thankful!!!
Be thankful. Cultivate an “attitude of gratitude.” Thankfulness is much more dependent on attitude that circumstances. When you feel the lack of what you do not have,thank God for what you do have! - Jim Stephens
Tuesday, October 27, 2009
Multigenerational Leadership Discussions@La Motte Winefarm!!!
Dit was `n voorreg om deel te wees van `n multigenerasie span wat saam droom oor `n Wereldklas Leierskapontwikkeling sentrum... Die wyn was ook fantasties!!
Saturday, October 24, 2009
Inspirational Speaking @ Coca Cola
I did a Inspirational Session @ Coca Cola on Friday 23 Oct -
Theme: Facing Reality Creatively!!!!
Theme: Facing Reality Creatively!!!!
This is what the saints know and we don’t
This is why we don’t really understand the saints
This is why masters cannot teach many people
This is why there are not many masters
Most people think their lives are about them
And they aren’t
This is why we don’t really understand the saints
This is why masters cannot teach many people
This is why there are not many masters
Most people think their lives are about them
And they aren’t
Thursday, October 22, 2009
Monday, October 19, 2009
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