INSPIRATION
How to Develop Your Character

In the final analysis, when everything is said and done, your
character will prove to be more important than your career. Put another
way, your character is more important than your talent. You see it all
the time. People with talent often make it into the limelight, but
without a strong character, they rarely stay there very long. Their
absence of a strong character eventually topples them.
Leadership expert John Maxwell noted:
- Talented people are sometimes tempted to take shortcuts. Character prevents that.
- Talented people may feel superior and expect special privileges. Character helps them know better.
- Talented people are praised for what others see them build. Character builds what’s inside them.
- Talented people have the potential to be difference makers. Character makes the difference in them.
- Talented people are a gift to the world. Character protects that gift.”
That being the case, you need to know the answer to two questions…
1. What is character?
It’s quite different than being a “character.” Will Rogers, the great
comedian of the Great Depression, commented on that. He told to people
to “live in such a way that you wouldn’t be ashamed to sell your parrot
to the town gossip!”
And character is not something that comes ABOUT as a result of
crisis; it merely comes OUT in a crisis. As Robert Freeman puts it,
“Character is not made in a crisis; it is only exhibited.”
In reality, character is composed of three things…
- HAVING the right values.
As columnist Bob Talbert writes, “Teaching kids to count is fine, but
teaching them what counts is best.” Unfortunately, our world and our
organizations are having some major problems in this area of values.
Just look at the research. When you ask Westerners what they want out of
life, their number one answer is “I want to be happy.” When you ask
Easterners what they want out of life, their number one answer is “I
want to be successful.” I think our whole world would be in much better
shape if the number one universal answer was “I want to be good.”
Of course, HAVING the right values is not enough. As values expert Dr.
Sidney Simon has written extensively, you’ve got to walk your talk.
You’ve got to know what you value, and you’ve got to live by what you
value. So the second ingredient of character is…
People of character know there is no right way to do the wrong thing.
And conversely, people of character know there is never a wrong time to
do the right thing. I speak a great deal to builders and contractors,
and they know a great deal about building on a strong foundation. As
William Bady, Jr., a builder and developer tells his people, “Living a
life is like constructing a building: If you start wrong, you’ll end
wrong.” You’ve got to do the right thing.
But there’s one more element in character. We all know people who
“technically” HAVE the right values and “typically” DO the right things,
but they’re still unpleasant. They’re not the type of people you want
to be around. So character has a third element, and that is…
Gordon H. Taggart struggled with the whole concept of character, wishing
he had more of it. As he wrote about what he lacked in character, he
did a fantastic job of describing what it meant to BE the right kind of
person. He described 11 characteristics.
Taggart wrote:
“I wish I were…
honest enough to admit my shortcomings;
brilliant enough to accept flattery without it making me arrogant;
tall enough to tower above deceit;
strong enough to treasure love;
brave enough to welcome criticism;
compassionate enough to understand human frailties;
wise enough to recognize my mistakes;
humble enough to appreciate greatness;
staunch enough to stand by my friends;
human enough to be thoughtful of my neighbor, and
righteous enough to be devoted to the love of God.”
It may be worth a few minutes of your time to see how you stack up
against those 11 characteristics. I know it opened my eyes as to where I
needed to grow my character.
However, if that seems too difficult, you might try Marcelene Cox’s
test. As a 20th century author, she proclaimed, “No man knows his true
character until he has run out of gas, purchased something on the
installment plan, and raised an adolescent.” Simply take a look at how
you behaved in those situations to see if you were or if you are a
person of character.Once you know the meaning of character, the second question is…
2. How do you build a strong character?
If you were lucky, you were raised in a family that modeled good
character all the time, and you soaked it up unconsciously. And if you
were very lucky, you were also educated by teachers who modeled good
character, and you chose friends whose lives were filled with character.
You learned from their examples. Good character became an almost
automatic, natural part of who you are.
The truth is… very few people are that lucky. Almost everyone has some
work to do when it comes to improving his/her character. And the good
news is you can change and grow your character if you will practice the
following behaviors…
- DECIDE to be self-supporting.
No one owes you a living. Not your parents, not your employer, and not
the government. Unless you are totally disabled by some unfortunate
event, you are in charge of you. And the quicker you decide that, the
better you will feel the and the better person you will be. In fact,
there is no way you can have any sense of self-esteem if you think it’s
somebody else’s job to take care of you. The great orator, Robert G.
Ingersoll spoke of that in the 1800’s when he said, “Every human being
should be taught that his first duty is to take care of himself, and
that to be self-respecting he must be self-supporting. To live on the
labor of others, either by force which enslaves, or by cunning which
robs, or by borrowing or begging, is wholly dishonorable.” - SEEK continual education.
No one is perfect. Everyone has room for improvement. And improvement
can only come through education, whether formal or informal. Indeed,
what you learn from your job may be more important than the money you
earn. As business leader Harold Geneen noted, “In the business world,
everyone is paid in two coins: cash and experience. Take the experience
first; the cash will come later.” - SPREAD kindness.
It may be one of the best ways to build your character. As T. Rubin
notes, “Kindness is more important than wisdom. And the recognition of
this is the beginning of wisdom.” When you’re kind to others, you grow
your character. It’s a total win-win-win. And your acts of kindness
should have nothing to do with how you feel or the struggles you face.
Charlie “Tremendous” Jones often said, “Many times the Lord will take
you through experiences that have nothing to do with you but are meant
to help you understand what others are going through.” That being the
case, Charlie would say we need to move away from being thin-skinned and
hard-hearted. We need to become thick-skinned and soft-hearted. In
other words, spread kindness simply because it’s the right thing to …
and your character will grow. - WORK on yourself.
Follow the advice of legendary author and speaker Jim Rohn. “Work
harder on yourself than you do your job.” And a part of that work is
listening to yourself. When I was at the North Pole a couple of weeks
ago, there was a sign that read, “When your heart speaks, take good
notes.” Good advice. - PURSUE excellence.
I learned that from my parents and the way they ran their small
business of raising and selling Christmas trees. They always told me
that people will never know how long it takes to do something. They will
only know how well it is done. You see … being a person of character
has little or nothing to do with the position you hold or the title you
carry. It’s all about the way you do your job. Even Booker T.
Washington, the one-time slave and later-on biologist, talked about
that. He said, “Any man’s life will be filled with constant and
unexpected encouragement if he makes up his mind to do his level best
each day.” - ADD value.
Whatever you do, whomever you meet, add value to that transaction. Leave
the situation or the other person a little bit better than you found
them. For example, you could add value to your job by contributing to
the organization’s bottom line. Just ask yourself one question on a
regular basis: “If this were my money instead of the company’s money,
would I spend it this way?” Apply this question to everything from your
expense account to buying new office equipment. - PRACTICE persistence.
People of character are known for their persistence. They don’t bail
out when the times get tough. They just keep on keeping on. As Deborah
McGriff notes, “We must always go the second mile. When we go the first
mile, we simply do what is required of us. It is when we go the second
mile that excellence is achieved and minor miracles happen.” And it’s
that second mile that distinguishes people of character from plain,
ordinary folks. Of course, it’s easier said than done … to practice
persistence. But it will be easier if you keep on repeating Dean
Karnazes affirmation: “Run when you can, walk when you have to, crawl if
you must; just never give up.” - DETERMINE to be determined.
People are very rarely overnight successes. And character is seldom
achieved in one fall swoop. More often, character is the result of a
long process of determined determination. Roscoe Dunjee observed, “Some
people succeed because they are destined to, but most people succeed
because they are determined to.”
It’s one of the secrets of success that determination plays a bigger
role in your success than almost anything else. Business consultant John
Baker has seen that so many times that he now says, “Durability is
stronger than talent, better than luck, more real than potential, and
more valuable than intellect.”
Some of the time, you will have to stay the course, climbing up the
ladder one hard step after another. Other times there won’t be an
obvious next step on the ladder. Then you’ll have to do what 20th
century singer William Warfield learned to do. He said, “When rungs were
missing, I learned to jump.”The quality of your life, your relationships, and your career is
deeply affected by your character or lack of it. So go ahead and put
some extra thought into the character you are building.
As
a best-selling author and Hall of Fame professional speaker, Dr. Alan
Zimmerman has taught more than one million people in 48 states and 22
countries how to keep a positive attitude on and off the job. In his
book, PIVOT: How One Turn In Attitude Can Lead To Success, Dr. Zimmerman outlines the exact steps you must take to get the results you want in any situation. Go to Alan’s site for more information.
Business
Managing, Leading, Building Institutions And Sustainability
The two primary tasks of a top-level leader are to exploit and explore the organisation with people for now and in the future.

By Babs Olugbemi
One of my concerns for leaders is their capacity to be ambidextrous. Regardless of years of experience, knowledge, and leadership capacity, the lack of a clear distinction between managing and leading on the one hand, leading and building institutions on the second layer, and ultimately focussing on sustainability is a significant threat to successful leadership change.
I have followed events and people at C-suites, coached some, and developed frameworks for leadership development. Based on the personalities and styles of the new leaders, I have confirmed my fears about leadership sustainability in most African organisations.
“Successful leaders can aptly differentiate themselves and their roles without necessarily seeing activities as performance, focussing on what is required of them with appropriate tenacity and influence.”
The challenge for leaders is how to lead for the present and future without losing sight of the stakeholders’ immediate performance expectations. Successful leaders can aptly differentiate themselves and their roles without necessarily seeing activities as performance, focussing on what is required of them with appropriate tenacity and influence.
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In my walk as a leadership coach, I have keenly observed leaders who are managing rather than leading. Managing involves ensuring that processes achieve their intended outcomes. Leaders are above managing and should focus on creating an enabling environment for innovation, inventions, and team collaboration. The primary role in leading is not to monitor process outcomes, though critical to the company’s overall objectives, but to align corporate values with the people’s aspirations to create an engaged and ownership-thinking mindset ready to take on challenges and explore opportunities. An alignment of corporate and personal goals will not only deliver the present performance expectations. Still, it will also incubate innovations to adapt to future market demands and the sustainability of the business.
Unfortunately, the capacity for ambidexterity is rare and often marked by leaders’ exposure, approach and styles, perception, and perspective of their roles in the organisation. A leader with a wrong foundation in these areas is set for failure and awaits unfavourable decisions from the board of directors. A top-level leader might manage their teams instead of leading them. Not all leaders can combine leading for the present with building institutions. However, anyone able to submit themselves to an institution-building mechanism can champion sustainability. Aside from being a leadership coach, I help leaders achieve sustainability.
Mathematically, creating an ambidextrous organisation is beyond leading. It is to lead and build an institution that focuses on sustainability in all aspects of the organisation—employee fulfilment, customer retention, strategy effectiveness, performance evaluation, stakeholder management, process improvement, and goal congruence.
In a nutshell, the role of successful leaders in ambidextrous organisations is striking a balance between exploiting current assets and capabilities to ensure short-term success and allocating enough energy and resources to exploration to ensure future viability. The two primary tasks of a top-level leader are to exploit and explore the organisation with people for now and in the future. The two seemingly contradictory aspects—exploitation and exploration—encompass different strategies and processes and have different targets and outcomes (March 1991; O’Reilly & Tushman, 2004; O’Reilly & Tushman, 2013).
O’Reilly and Tushman described the two concepts as follows:
- Exploiting: Exploiting involves building on an organisation’s achievements and maximising returns on previous investments. It focuses on responding to current business demands to remain efficient and competitive within an established market niche, as well as on maintaining an existing customer base and stakeholder relationships. Examples of exploiting are activities focused on continuous improvement, benchmarking, and redesigning business processes.
- Exploring: Exploring focuses on expanding an organisation’s knowledge and capabilities, pioneering new products and services, and discovering and venturing into untapped markets.
The common area of practical bottlenecks in exploiting and exploring in organisations is a need for foundational trust and cohesion among the resources, especially the human capital, which are often treated as costs rather than assets to the organisations. Among all the factors of production, only humans can be ambidextrous with the capacity to think about changes in economic parameters and adjust their behaviours to match the time, content, and contextual requirements.
While organisations might have the resources to deploy in fighting competition, technology to obtain first-mover advantages, and production capacity to maximise output from input, none is compared with the potential of an engaged workforce.
Therefore, for leaders to be successful, they must refrain from operating in the realm of managing. They should operate in the capacity of institution builders, with the mindset of creating sustainable leadership and growth with people first and other factors of production second.
Consequently, only the leaders who prioritise their people over profits, pride, and organisational arrogance will be successful in the long term.
Business
BUSINESS: 3 Non-Financial Factors That Could Impact Your Business’ Value-JESSICA FIALKOVICH
we also look at factors like the level of owner involvement, company goals and growth opportunities.

Jessica Fialkovich, an entrepreneur leadership network contributor, has listed three important non-financial factors that could impact business value.
In a business publication on Entrepreneur, Fialkovich revealed that, to come up with the true value of a company or business, “we also look at factors like the level of owner involvement, company goals and growth opportunities.”
She explained that, “Determining a business’ value is not all about adding up revenue and subtracting expenses. While an important piece, these hard numbers are only half the equation for computing what a company is worth. To come up with the true value, we also look at factors like the level of owner involvement, company goals and growth opportunities. When we use the complete equation, we get a comprehensive picture of a business and can better understand the story of its past, present and future.”
“Calculations may vary depending on the company, but in a healthy one, there is about a 50/50 split between the quantitative (financial) and qualitative (non-financial) sides of performance. If the business isn’t profitable, it’s more important to focus on the quantitative side and fix the numbers first. Many owners don’t want to hear that, but if they’re not hitting their numbers, it may mean the business is not working. They must fix the quantitative issues before moving to the qualitative side” she added.
The first factor is what is called:
The owner’s Goal
We’ve found significant research showing that if an owner has defined goals and plans for the future that are in line with market expectations for their company’s value, they’re going to have a much stronger exit. What is the owner’s defined goal for exiting the business — to get the most money, to take care of their employees and to ensure a legacy? You must then get to the “why” behind the goals and devise a plan of action. It almost doesn’t matter what the answers to the questions are; having achievable goals and a strategy for reaching them can increase the company’s value because it keeps the owner focused on improving the other areas of the business.
The second factor is called:
The owner’s role
The extent of the owner’s involvement is a critical indicator, but perhaps not for the reason you think. The more involved the owner is in day-to-day operations, the more central they are to the business, the less the business will be worth down the road. If the owner is the linchpin that holds everything together, what will happen to the company when they leave? Evaluating operations is more about the system and the structure of the team. Look at the organizational chart and who’s on it – are they good employees or bad employees? Examine the company’s processes and procedures and how new team members are trained and onboarded. The owner sets the vision, but it’s the team that increases company value by carrying out the vision.
The third factor is called:
Growth opportunities
Nobody wants to buy a business and keep it exactly as it is. They want to see potential for growth in the future, especially the potential for return on their investment as a buyer. Whether it’s a simple price increase or new locations, whoever buys the business is going to ask about growth opportunities. Indicators like product or service diversification in both the company and the industry it’s in give a good sense of whether the company is moving forward or standing still (and at risk of going backward). The more potential you can show, the more upside there will be for the next owner — adding up to greater value.
Health
I have attempted suicide before – Betty Irabor

Popular Nigerian columnist, philanthropist, writer, publisher and founder of Genevieve magazine, Betty Irabor has taken to social media to speak on the increasing rate of suicide in Nigeria.
Irabor who is a former columnist with Black & Beauty magazine UK in her post disclosed that she has attempted suicide in the past while also revealing that no one should be judged for taking such actions.
According to her, no one understands what the victims had been passing through, then they shouldn’t make assumptions on how they should have acted.

She wrote,
“suicide!!! don’t label or judge what you do not understand. if you haven’t walked in a man’s or woman’s shoes you cannot make assumptions about what they do or why they do it.
at the time i attempted suicide, i was sick and in pain. there was a volcano somewhere inside of me that needed to erupt and suicide seemed like an option to avoid the eruption. don’t trivialize anyone’s pain just because it’s not physical and you cannot see it.”

Irabor is also the founder of a foundation that promotes breast cancer awareness, early detection and treatment.
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79Jens
January 31, 2018 at 4:16 pm
Hello admin, i must say you have very interesting posts here.
Your blog should go viral. You need initial traffic
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79Jens
January 31, 2018 at 4:16 pm
Hello admin, i must say you have very interesting posts here.
Your blog should go viral. You need initial traffic
boost only. How to get it? Search for: make your content go viral Wrastain’s tools