Ujilah Impian Anda – John C. Maxwell

image

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 😉

Advertisements

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

What Consultants Do

Consulting is one of the most nebulous fields out there.

The big firms — Bain, McKinsey, Deloitte, and others — are well known, but few people seem to have a basic understanding of what, exactly, it is that consultants do all day.

To find out, we talked to Tim Tierney, a third-year consultant at Deloitte in Boston, who took us through his typical Monday schedule:

4:30 a.m. — Wake up and head to the airport.
Tierney takes a cab or a car depending on what’s easier. Deloitte covers all transportation expenses while he’s on the road.

6:30 a.m. — Catch the flight.
Usually the Monday morning flights are at 6:30 or 7 a.m.

9:00 a.m. — Flight lands, hop in a car to get to the client.

10:30 a.m. — Arrive at office, get coffee, and start work.
Tierney says he spends the first few hours on site making “multiple coffee runs,” sifting through weekend emails, and reviewing material before meeting the client.

1:30 p.m. — Break for a half-hour lunch.
Lunch can be hit-or-miss depending on where you’re working. “I was on a project in Columbus, Ga., at this bank, and Columbus is in the middle of absolutely nowhere,” Tierney said. “So we’re going to fried chicken places, and that’s the only option.”

2:00 p.m. — Begin the day’s meetings.
From 2 to 4 p.m., Tierney says he’d meet with the client to get a better understanding of their job and their company. He calls these “walkthroughs” and says they give you the “nuts and bolts” of the project.

4:00 p.m. — Catch up on emails again and meet with the team manager.
Consultants spend the next few hours reviewing what they’ve learned, making sure they understand the client, and coming up with a game plan. When they’re not doing that, Tierney says, they’re busy preparing PowerPoint slides and fixing details like font size in existing presentations.

7:00 p.m. — Grab drinks and dinner.
Assuming he’s not swamped with a project (and needs to eat at the office), Tierney says he and the team will usually go out for drinks and dinner on Deloitte’s dime. “That’s always fun, especially if you’re on a good team,” he says.

8:00 p.m. — Head back to the hotel.
On a normal night, Tierney gets back to the hotel around 8 and tries to find a gym. If he has a rental car, he also sometimes drives around the area looking for a movie theater or something fun to do.

Rest of the night — Do a bit more work, and then get some sleep.
Most consultants will log on and do another hour or so of work back at the hotel, Tierney says. That includes checking emails, fixing proposals, and doing some internal stuff that Deloitte calls “partner development work.” He tries to get six hours of sleep before getting up to do it all over again.

In general, consulting involves working on team-oriented projects to resolve problems (management, financial, or other) for clients. Projects tend to last for three to four weeks, and because they’re typically conducted on-site, consultants are on the road for most of the week. Some firms, like Deloitte, allow employees to work from home on Fridays.

Tierney got his job at Deloitte after graduating from Boston College in 2011, landing a starting salary of $60,000. He routinely travels all over the country to work with clients. Overall, it’s a travel- and hotel-heavy lifestyle. Tierney says he spent so much time on the road his first year that he didn’t even bother to find an apartment in Boston.

Because consultants have to fly home for the weekend, Deloitte and many other firms will also allow employees to take the amount of money their ticket home costs and put it toward a trip anywhere else. Last year, Tierney says he used that allowance to fly to France for the Monaco Grand Prix and to Milan for the city’s fashion week.

That’s the glamorous side of consulting. The day-to-day itself is far less exciting.

Source:
http://www.businessinsider.com/what-consultants-do-2014-2?utm_content=buffer30b46&utm_medium=social&utm_source=facebook.com&utm_campaign=buffer