Ujilah Impian Anda – John C. Maxwell

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Di antara inspirasi impian dan manifestasinya, akan ada banyak kerja keras. Dr Maxwell.

Begitulah kutipan awal dari buku ini. Bila anda pecinta dunia kepemimpinan, maka John C. Maxwell adalah salah satu tokoh dunia yang tidak akan asing bagi anda. Mendedikasikan dirinya untuk mendalami dunia kepemimpinan membuat beliau kini  menjadi pembicara global hingga saat ini. Dalam dunia kepemimpinan kristen, John C. Maxwell berada di list pertama dari sejumlah penulis kepemimpinan. Penjelasannya yang universal, membuatnya dapat diterima oleh setiap kalangan pemimpin di level dunia maupun lokal. Dari perusahaan besar hingga yang terkecil, dari kuil hingga ke gereja.

Salah satu buku yang saat ini sedang Jeni baca, yang juga adalah karya dari om John, penulis buku terlaris versi New York Times adalah Ujilah Impian Anda, atau Put Your Dream To The Test.

Dalam buku dengan 267 halaman ini, anda dapat mempelajari bagaimana menguji apa yang menjadi impian dalam hidup anda. Entah itu untuk mempertajam, ataupun mengidentifikasi bahwa itu bukan impian dalam hidup anda.  Adapun 10 pertanyaan itu adalah:

1. Apakah impian saya benar-benar impian saya?
2. Apakah saya melihat impian saya dengan jelas?
3. Apakah saya bergantung pada faktor-faktor di dalam kendali saya untuk meraih impian saya?
4. Apakah impian saya memaksa saya untuk mengikutinya?
5. Apakah saya mempunyai strategi untuk mencapai impian saya?
6. Apakah saya menyertakan orang-orang yang saya butuhkan untuk mewujudkan impian saya?
7. Apakah saya bersedia untuk membayar harga bagi impian saya?
8. Apakah saya melangkah lebih dekat pada impian saya?
9. Apakah bekerja ke arah impian saya membawa kepuasan?
10. Apakah impian saya bermanfaat bagi orang lain?

Bahasa yang sederhana dan contoh kasus yang dipadukan dengan kisah-kisah inspiratif berbagai tokoh dari berbagai kalangan, memperkarya buku ini. Berbagai kata inspiratif dan sudut pandang dari John C. Maxwell membawa kita dibalik mimpi yang selama ini secara pribadi dipegang.

Berbagai pemikiran yang Jeni kutip dalam buku ini, yang juga dapat menginspirasi anda untuk membaca:

Hasrat adalah unsur kritis bagi siapa pun yang mau mencapai auatu impian. Mengapa? Karena hasrat adalah titik tolak dari semua pencapaian.

Jika kebiasaan anda tidak sejalan dengan impian anda, maka anda perlu mengubah kebiasaan anda atau mengubah impian anda.

Ketika bakat seseorang tidak sesuai dengan impiannya dan ia gagal menyadarinya, maka ia akan selamanya berusaha tetapi tidak pernah menang.

Semakin khawatir anda dengan hal-hal yang tidak dapat anda kendalikan, semakin sedikit yang akan anda lakukan untuk memperbaiki hal-hal yang dapat anda kendalikan.

Orang yang mencapai impian mereka pasti menonjoo. Anda tidak mungkin menjadi sama dengan kebanyakan orang dan mencapai impian anda pada saat bersamaan.

Sebenarnya, masih banyak banget kutipan yang pengen Jeni kasih. Tapi.. gak seru laah.. kalau kawan-kawan hanya membaca tulisan ini. Bila penasaran, baca deh buku Dr. Maxwell ini. Selamat mengeksplor 😉

44 Apps You Need to Be Way More Productive

In our smartphone-dominated society, “there’s an app for that” is as much a cliché as “raining cats and dogs” or “as good as gold.”

Yet permit us some unoriginality, and let us say it anyway: When it comes to being productive—there’s an app for that.

Actually, there are a ton, and this infographic has handily organized the 44 best for kicking ass, taking names, and getting ’er done (more clichés, sorry). Scroll down to see what’s on the list.

Souce: https://www.themuse.com/advice/44-apps-you-need-to-be-way-more-productive

4 Things That Can Make You a More Inspiring Leader

 

Most bosses worry about how they’re perceived by their employees. Are they too nice? Too strict? Overbearing? Passive-aggressive?

Thankfully, if managers sense that something’s off, these things seem relatively straightforward to correct: There are prescribed strategies for becoming a fair, attentive, not-too-nice-but-not-too-mean boss.

But being inspiring is a different story. It’s a trait that seems intangible; something that can’t be improved upon. You either are or you aren’t—right?

While some managers may seem by nature to be more inspiring than others, I tend to think that it’s not exclusively innate. It’s just a matter of finding out what traits in a leader push employees to strive to be better—and incorporating them into your own day-to-day management style. Here are a few of those things:

1. Someone Who Works Harder Than Everyone Else

When I worked at a startup and looked to my boss, the founder of the young company, I wanted to see someone who was desperately hungry for the company to succeed; who was willing to do what was needed, whenever it was needed, to get the work done. There would be days when she would already be in the office when we got in and would stay for hours after we left.

And that made the rest of the team want to work just as hard.

Does this mean you need to work crazy hours just to show your team that you work harder than them? No. But they should be able to clearly see your dedication to your work and the success of the department and company—because they will pick up on it and follow your example.

2. Someone Who’s Enthusiastic About What They Do

Just like employees, bosses can go through stints of burnout. Just the other week, I was talking to my boss on the phone, and he couldn’t seem to get through a single sentence without a big dramatic sigh as he talked about how overwhelmed he was.

But hearing about how much work you have, how frustrated you are with your boss, and how you just can’t take it anymore isn’t going to inspire your employees to be enthusiastic about their own jobs. In fact, it’ll probably do the opposite.

Employees want to be able to look to their managers and see that they love what they do—that even amid frustrations and heavy workloads, they’re passionate about their work and enjoy what they do on a daily basis. That kind of enthusiasm is infectious. It reminds employees of why they’re there and what they’re working toward.

3. Someone Who Sets the Bar High

The best leaders know what their team members are capable of—and then push them just a little bit further.

At first, this can be frustrating to employees. They hear a challenging goal and theirfirst thought is that the expectations are unrealistic and the manager is simply being cruel to assign something so unattainable. But a truly inspirational leader will then provide a way for the employees to achieve the “unachievable”—by providing the guidance, coaching, and resources necessary to get to the finish line.

In the end, when employees see what they’re truly capable of, they’re inspired to continue working for those hard-to-reach goals—knowing their manager is there to back them up the whole way.

4. Someone Who Doesn’t Ignore the Problems

We’ve all had that one boss who tolerates the underperformers for a little too long, who treats the employees who don’t do quality work (or much work at all) the same as the employees who go above and beyond.

Or, there’s the boss who allows sub-par work to pass through his or her hands. “This isn’t exactly what the client wanted, but we’ll just have to go ahead and submit it,” he or she says.

But the inspiring leader is the one who pays attention to the issues and doesn’t tolerate mediocrity. She addresses low-performing employees so that her team is as strong as possible; he sees—and points out—when assignments don’t meet the mark and explains how to make them better. The inspiring manager says, “I have high standards, and we’re going to do whatever is necessary to produce work we stand behind and can be proud of.”

“Be more inspiring” can seem like an unattainable goal—and one you don’t have much influence over. But when you know what your employees find inspirational and work toward embodying those things, you can boost your inspiration factor big time.

Photo of chess piece courtesy of Shutterstock.

Source: https://www.themuse.com/advice/4-things-that-can-make-you-a-more-inspiring-leader

Sitting Is the Smoking of Our Generation – Nilofer Merchant – Harvard Business Review

I find myself, probably like many of you, spending way too much time in front of my computer. When I do face-to-face meetings, my colleagues and I typically met around some conference table, sometimes at an airport lounge (nothing like getting the most out of a long layover), and quite often at coffee shops (hello Starbucks!). But that means that the most common denominator across all these locations wasn’t the desk, or, the keyboard, or even the coffee. The common denominator in the modern workday is our, um, tush.

As we work, we sit more than we do anything else. We’re averaging 9.3 hours a day, compared to 7.7 hours of sleeping. Sitting is so prevalent and so pervasive that we don’t even question how much we’re doing it. And, everyone else is doing it also, so it doesn’t even occur to us that it’s not okay. In that way, I’ve come to see that sitting is the smoking of our generation.

Of course, health studies conclude that people should sit less, and get up and move around. After 1 hour of sitting, the production of enzymes that burn fat declines by as much as 90%. Extended sitting slows the body’s metabolism affecting things like (good cholesterol) HDL levels in our bodies. Research shows that this lack of physical activity is directly tied to 6% of the impact for heart diseases, 7% for type 2 diabetes, and 10% for breast cancer, or colon cancer. You might already know that the death rate associated with obesity in the US is now 35 million. But do you know what it is in relationship to Tobacco? Just 3.5 million. The New York Times reported on another study, published last year in the journal Circulation that looked at nearly 9,000 Australians and found that for each additional hour of television a person sat and watched per day, the risk of dying rose by 11%. In that article, a doctor is quoted as saying that excessive sitting, which he defines as nine hours a day, is a lethal activity.

And so, over the last couple of years, we saw the mainstreaming of the standing desk. Which, certainly, is a step forward. But even that, while it gets you off your duff, won’t help you get real exercise.

So four years ago, I made a simple change when I switched one meeting from a coffee meeting to a walking-meeting. I liked it so much it became a regular addition to my calendar; I now average four such meetings, and 20 to 30 miles each week. Today it’s life-changing, but it happened almost by accident.

My fundamental problem with exercise has always been this: it took time away from other more “productive things.” Going to the gym to take care of me (vs. companies, colleagues, family) seemed selfish. My American-bred Puritan work ethic nearly always won out. Only when I realized I could do both at the same time, by making exercise part of the meeting, did I finally start to get more exercise. This is one of those 2-for-1 deals. I’m not sacrificing my health for work, nor work for fitness. And maybe that’s why making fitness a priority finally doesn’t feel like a conflict. It’s as easy as stepping out the door and might require as much as a change of shoes.

And, yet, it’s true that some people will turn you down. Probably 30% of the people I ask to do these kinds of meetings say that they are not fit enough to do a walking meeting. I had one person tell me afterwards that they got more active for an entire month before our meeting, so as to not embarrass themselves on their hike with me. I don’t judge the people who won’t do a hiking meeting, and in most cases will choose to do another type of meeting with them (lunch or whatever) but I am also reminded of James Fowler and Nicholas Christakis’s research from their related book, Connected. They observed that obesity spreads according to network effects; if your friend’s friend’s friend who lives a thousand miles away gains weight, you’re likely to gain weight, too. And if that extended friend also loses weight, even if you’re not in the same city, you’re likely to lose weight, too. My goal is to be someone who socializes the idea that physical activity matters, and that we each matter enough to take care of our health.

And after a few hundred of these meetings, I’ve started noticing some unanticipated side benefits. First, I can actually listen better when I am walking next to someone than when I’m across from them in some coffee shop. There’s something about being side-by-side that puts the problem or ideas before us, and us working on it together.

Second, the simple act of moving also means the mobile device mostly stays put away. Undivided attention is perhaps today’s scarcest resource, and hiking meetings allow me to invest that resource very differently.

And, finally we almost always end the hike joyful. The number one thing I’ve heard people say (especially if they’ve resisted this kind of meeting in the past) is “That was the most creative time I’ve had in a long time” And that could be because we’re outside, or a result of walking. Research certainly says that walking is good for the brain.

I’ve learned that if you want to get out of the box thinking, you need to literally get out of the box. When you step outside, you give yourself over to nature, respecting its cycles and unpredictability. It keeps me more awake to what is happening around me by experiencing the extreme heats of summer, or the frigid power of winter. It makes me present to the world around me instead of being insulated from it.

To keep this commitment — to myself and to others — I’ve marked off certain times on my calendar for these meetings. I block off two morning appointments (when I can take a shower afterwards) and two end-of-day appointments for hiking meetings. I try and schedule these slots before scheduling “regular” sitting meetings because it means I have no excuse to not move that day and it helps me be more awake during the day or less zombie-like (and still-thinking-about-my-inbox) going into the evening. On the rare days when someone bails on a hike last minute, I typically still head out for the time, and I find myself hearing even my own voice more clearly.

Source: http://blogs.hbr.org/2013/01/sitting-is-the-smoking-of-our-generation/