The Service You Render to Others


The Service You Render to Others

The Service You Render to Others

Everything we have is a direct result of the choices we’ve made in life. Part of those choices are directly related to the services we’ve rendered to others.

Serving others is not charity or just washing someone else’s feet as a humble kind gesture. Instead, serving or service is the act of rendering something to someone else that serves a valuable purpose in their life.

The space we occupy and the authority we finally a blessed to attain is mathematically measure, according to Napoleon Hill, to its’ exactness by the service we render to others.

Are you giving? Are you improving other people or just yourself. Are you smiling at people and helping them without wanting anything back in return?

Have you educated yourself enough to be able to give and have you systematize your gift to be able to serve in an organized state?

These are questions you should answer to yourself, and remember what you have is based on choices, choices to serve or be served is what you will have to decide on.

If you need any help with this, contact us!

Creating a Culture of Yes, Not Yes-Men!


CEOs; Make Fewer Decisions


CEOs; Make Fewer Decisions

CEOs; Make Fewer Decisions

Are you running a company, are you running your life, are you running a company founded and visioned by other founders? 

If you answered yes to any of these, here is a new piece of advice coming from former CEO of Google, Eric Schmidt. He says to make fewer decisions. It is often thought that great CEOs and people have come in and make a whole lot of decisions.

You do and you don’t. Schmidt said in the book, How Google Works;

The tendency of a CEO, especially a new one trying to make an impact in a founder-led company, is to try to make too big an impact. It is hard to check that CEO ego at the door and let others make decisions, but that is precisely what needs to be done.

Eric had a process he’d do when a decision needed to be that he and the cofounders disagreed on. He’d identify the issue (standard procedure), have the argument about it (just the parties necessary – in his case the two founders and he), and set a deadline for the resolution!

His last corollary was to let the founders decide. I guess with this approach all they can fire you for is for letting them make such a decision. The point is that you don’t have to jump in and rip the company from the founders and you don’t have to make too big an impact to impress.

Just make fewer decisions as you lead and guide the company or your life!

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