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HUMOR WORK: Being well informed!


A priest is driving when he sees a nun standing at the side of the road waiting for the bus. The priest stops and offers to take her to the nearest town. The nun agrees and puts the luggage in the back seat. When sitting, your habit is opened a little and shows a beautiful leg.

When the priest warns him about an accident, get control of the car but can not resist the temptation and puts his hand on her leg.

The nun looks at the priest and says, "Father, remember Psalm 129.

The priest removed his hand quickly and apologized, but his eyes are reluctant to stop looking at the leg, so soon after, his hand jumps from the shift lever to the knee this time the nun: - Father, remember Psalm 129 - reiterates the nun.

The priest, annoyed, pulls her hand and tries to apologize: - The flesh is weak, sister ...

arrive at their destination and she looks to cure significantly and thanks you for having come to its destination. The priest continues his journey and when it reaches its destination runs to see what it says Psalm 129.

Psalm 129: "Go ahead and try. Will reach the glory."

Conclusion: Be informed as possible about issues with their work or stand to lose great opportunities.

Source: http://www.sht.com.ar/archivo/humor/lecciones.htm

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inept managers: do you recognize one in your company? Employees


Author's note: In keeping with the style I tend to write my articles, the contents of this paper, we discuss the author in the third person even as the ideas and proposals raised here are my own and the product of my research in management science.

After several years of interacting with base personnel, coordination, monitoring and some levels of management, it is impossible to ignore one of the best known secrets of modern management: just over 80 percent of the staff considers to be under the supervision of an inept manager. Or worse, it seems a prerequisite for managing in certain and specific companies, not knowing anything of the business, management and basic aspects of dealing with staff, to a position of such importance.

ineptitude should be defined as lack of fitness for one thing, the inability and incompetence, and even the sign of foolishness or incapacity for something in particular.

is a manager is inept when it is unable to accept their limitations (but you know you have them), to generate a pleasant and inspiring environment at the workplace and when, consciously or not, induce subordinates to experience a feeling of rejection or disapproval.

This expression is not meant to offend anyone, it is a reality that any person is exposed, because the lack of capacity can be properly detected and corrected in most cases.

very difficult to address this issue without resorting to subjectivity. In fact it is inconsistent not to do so because such statements from the manager's perception on the part of subordinates and, of course, perception is not objectively. Sentencing

an inept manager depends on many factors, but in some cases, these statements seem to make sense, situations where it is an obvious lack of skills and even theorists who have responsibility for leading a business unit, which , with an amazing ability, make use of transaction management features that monitor equipment.

situations are clear and obvious to those who live and experience, but (for an incomprehensible way) not for the rest of the staff working in the company, and especially for senior management.

seems enough to ask anyone and noted that eight of ten had complaints from the way they are managed, and the same was repeated when asked if his supervisor know enough about business or work they perform. Of course, with respect to the second option, this proportion does not apply to fast food chains or franchises where the fundamental requirement is to know the process well enough, but seems to have the same tendency in these businesses, when it examines on the first option.

is no secret: employees complain at times when they feel that the supervisor can not hear them. They do so clandestinely in the bathrooms, stairs, kitchens or any area that provides some safety to express openly and without censorship as saying of his superior. The complaints range from simple contradictions to the psychological effect that generates knowledge that is being managed by a person who does not have the minimum skills to do so and, on occasion, are under their supervision.

Based on the expressions of employees who experience this type of situation (regardless of reporting level), where the manager appears to be a kind of walking example of ineptitude, lacking the inspiration and model management capabilities typical of those who should be leaders, you can list some of the reasons why such characteristics go unnoticed before the senior management. These are:

* They are valued because they are people with long-lived relationship with the company: the time spent in the same position suggests that they handle and know fully, even more so if the transaction flows without significant errors or these are not the knowledge of superiors.

* They are not evaluated objectively because they are related to the owner or influential people in the company: are relatives, acquaintances or friends of a person's weight in the organization, recommended and sold as "good people" are individuals or who are owed favors debt or is there some "moral", sentimental, political or any other measures required to keep them in those positions. Usually hold some sort of experience that involves the assimilation of operations by contrast.

* They are considered important because they are people with major titles and awards: they have, in theory, all that is required to manage a successful operation, the above academic achievement and therefore taken for granted the experience. Sometimes this situation is presumed only because there is no evidence of the degree.

* You lose the opportunity to question them because they are individuals with significant ability to speak: his uncanny ability to convince the audience in doubt or conflict situations and the proper handling of information, even if they themselves understand it, suggests a level of involvement of managers own apt.

* The above is as or more inept than he: when ignorance of the operation, business or any practical or theoretical element is absent in the levels of reporting, it is much more difficult to identify the existence of ineptitude, as there are grounds to oppose the proposals or actions that arise.

The existence of inept managers is a reality, there are everywhere, and in most cases show the same characteristics. Some These include:

Confusing action manage to govern: a manager can get involved in the operation and looking for ways to facilitate the process by making use of teamwork, however inept manager only requires solutions from office setting times and specifying the content of the results without having the slightest idea what he asks.

* Always show occupied and lack of time: a good manager organizes and manages time, set priorities and know that not everything is urgent. Understands and appreciates the needs of your team and is aware of the curve of mental and physical exhaustion and the very personal. For an inept manager required thirty days and six hours, everything is urgent and "yesterday", he puts all processes the same sense of priority and is justified by noting that "this is the company" requires effort to triple its staff, forces to work regardless of the time, but when you have a commitment outside the work environment does not hesitate to withdraw.

* Showing insurance for their staff but nervous about their supervisors, a manager knows the details fit your operation and is able to defend their arguments and positions with solid and irrefutable explanation. Instead, an inept manager yells and screams at his subordinates, using the power conferred upon the position, but certainly hesitant or silent before questioning him do any higher.

* No delegate functions depend on its people: good managers know the operation. Therefore, in an unexpected situation, are able to take control of any part of the process so that it does not stop. Incompetent managers are dedicated to justify the lack of good results in situations where staff have been assigned to a particular task does not go to work. Do not know how to keep the flow of the process and depends on its staff so that it is maintained.

* suffer the "syndrome of Anath" good managers are concerned with ingenious solutions to problems in their area, are open to listening to your personal and publicly acknowledge authorship of the contributions that they make to their management. An inept manager sells the ideas that their staff had suggested as his own. In some cases asking them to send the proposal or the development of a work in electronic form and, after some minor modifications, presents them to his superiors as if they were the result of their efforts.

* are sycophants, and exhibitionist subservient to their bosses do not need to fit a manager promoted within the company: quality of results and the good atmosphere that produces its management are important enough elements to be reviewed and considered by those I supervise. But in the case of inept managers not true: they're always echoing what they do, highlighting only what they value in the eyes of their bosses, they serve and indulge in a servile and unethical, regardless of forge the image to their subordinates. Against their superiors are shown tireless and dedicated, saying that if not for his "management style" operation would not be a success, completely ignoring the efforts of your team.

* Suffer the "Cronos syndrome": a manager can find a way to grow your people, however inept manager is always in search of limitations to prevent your staff to reach it.

* For them there is always a crisis: Good managers seek a balance between the company and his staff know that the only way to reap good results are achieved. Inept managers, constant and repetitive, its staff say that things go from bad to worse and therefore must accept the conditions he imposed on them in the work environment, otherwise it would be risking their jobs. For them there is always a crisis that requires attention and care, and they are the only ones able to circumvent.

* It is foolish and stubborn: A capable manager handle stress and emotional intelligence, listening recommendations and promotes creativity and innovation, while an inept manager shows constantly stressed and cranky, insists that things must be done as he says, and specifies the smallest of details, even if you just want to express not reflected on their demands. Often used terms such as "try not to be creative." Notably

the above is not satisfied in all cases, there are inept managers whose type is unique and particular, it is almost impossible to frame them in features similar to those discussed, but whose impact on staff generates the same classification of ineptitude.

However, and this perhaps most importantly, a manager may be unfit for some things but show a unique and extraordinary ability to others, otherwise it would be so obvious their lack of skills that would not last long enough in the company to allow classification. Incompetent managers are usually very skilled at word, in the assembly of scenarios that favor, to give a good impression on the people who know or are not in your area and even in apparently true lights in the administrative field. Study and arrange their superiors have expectations of them and they manage to look good in front of them, no matter the cost in human capital that it generates. In most cases know their limitations, but not accept them, so that use of gadgets to align with people who can offer solutions or ideas that later appear as the fruit of their experience and reflections.

How does the presence of staff inept managers? You can say that in many ways, but the main are: * generate

feelings of frustration when an employee discovers that his experience and academic level are by their supervisor Holm, soon experience a deep sense of frustration. This occurs because the individual strives to attain university degrees and experience in different fields thinking that only thus can grow and occupy important positions in business, so it is contradictory to a stage where he is better prepared than his boss. However it may be that even if the academic level separates them, is the attitude and style of the manager clear that generate frustration, it is no answer to the question how this inept could get to that position?

* Reduced motivation: the individual loses motivation when the scenario in which it operates contrary to their principles, values \u200b\u200band motives that led him to take a position on it. A basic principle is the principle that the right people must be in the right places, and this is contradicted when a person who is incapable of managing has that responsibility.

* Produces loss of interest in the work: it is simple, if an inept person can occupy a major position in the company, why try?

However, as discussed in previous works, the presence of incompetent managers can be useful for the type of person who experiences it. This can be viewed from two angles:

* People with implosive pride: it will be consumed by feelings of frustration, discouragement, and indifference, leaving aside their expectations and dreams to accept without question be managed by people who lack the basic capacity to do so. Be limited to express their anguish, disagreements and opinions in safe places such comments did not reach the ears of their bosses to ensure that they stay on the job.

* People with pride explosive: strengthen your goals and objectives to achieve your dreams, fight for not swayed by negative feelings that prevent progress in its development, observe the situation experienced by a passenger and seek to highlight and demonstrate the management optimal operation. If they can not on the same stage seek their participation in another.

Those with the responsibility of running a company must maintain objectivity and seek to make recruitment really qualified to hold management positions. In some cases it may work for some time tenure inept managers in charge of an operation, but sooner or later it will bring negative consequences to the organization, which can jeopardize its operations.

is a fact that a number of employees do not give up the company but the manager of your unit, what should be a point of reflection for anyone who owns their staff and who knows, somehow, that is not able to manage it.

This is one reason why there is brain drain and good employees in companies, people who decide to withdraw from strong organizations and promising due to the existence of an incompetent manager in front of the area worked.

Sometimes what seems obvious may be simply an illusion or the result of the action of a paradigm that obscures reality, it is advisable to be attentive to the personal management style that has at that level and pay attention to environment and turnover rates of these areas, because a company may be losing the human talent for exercising an inept manager. Socorro Felix


http://www.sht.com.ar/archivo/temas/ineptos.htm

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inept: they are also present in your company?


Yes, that is, without doubt, just as there Inept Managers also populate the Employees Inept firms, and are even more common than previous ones and are more puzzling the reasons why are still active on the payroll of the organizations.

inept employees are nothing more that individuals, regardless of their place in the company, not only do their job half done, with results of dubious quality, but that delay or hinder the practice of others.

Everyone knows who they are, they are easy to identify: they tend to show two distinctive aspects: the first is shown at the end occupied with desks full of papers, notes, documents and anything that suggests how much work that remains, together with expressions that indicate the lack of time and extra things to do, or are involved in the project appears, meetings, visits or activities that are far from the company premises and are the perfect excuse for failing to complete time assignments.

Of course there are variations and different and interesting combinations that significantly broadens the characteristics own who may be branded as inept employees.

However, the inability to be referred directly refers to the absence of value addition to administrative processes and production of goods and services of the company or organization where these individuals are present, and not to the capacity or not to have certain people in your profession.

inept employees they manage to look like ordinary workers, even some people spend twelve to fourteen hours at the site daily, so those who have not yet identified the brand as tireless and exemplary. But those who share with him directly or they manage to observe its deficiencies, feints or excuses not understand why companies keep them active.

The reasons may be as varied as implausible, ranging from the belief on the part of those responsible, to be in front of an asset to the company, links to social, familial and even political and economic factors that "someone" has with them.

One of the most common explanations that have been obtained during a study carried out to establish the reality of this phenomenon lies in that "for some things such employees is relevant" to delve into the details could be known that among them, stand out:

1. Are sycophants, do not rule out participating in different activities but ultimately end up doing nothing in them.

2. Because the staff knows many people, thus providing the link.

3. Although they often have such inept mental agility to certain situations that contribute to observe scenarios that have not been explored.

4. Serve as fill when the case requires it because who claim to know the business better than their authentic founders ... and the craziest of all:

5. They are the perfect excuse to justify the lack of improvements based on that increase would be unfair to others and they do not.

Such claims have been expressed by or companies responsible for different units, who are fully aware of the existence of these employees in their ranks, but are repeated in different scenarios, it means they are unique characteristics of these individuals, the truth is that it is incomprehensible that there inept employees in companies that the managers of the aforementioned inept. However

and to provide some aspects that provide more detailed identification, will be listed as follows:

• They are very social and always have something to say, or are quiet and distant, complaining about the company constantly or occasionally.

• Always have an excuse inteligente que justifica de manera momentánea sus deficiencias o incumplimientos, usualmente asociadas a actividades relacionadas con el trabajo.

• Son los primeros en ofrecerse en labores que no le competen, pero que lo acercan a personas con niveles de decisión importante.

• Parecen saber lo que hacen o dicen, pero sus frases o productos son el resultado del parafraseo de opiniones, comentarios o trabajos ajenos… entre otras tantas.

Cuando en el pasado artículo hablé de los Gerentes Ineptos, no faltó quien de manera inmediata identificara a quienes encajaban, sino completamente, con un buen porcentaje de similitud, en la descripción que hice… ahora resultaría Interestingly, those who made this year, looking for matches again after reading this work. By Felix Relief

Stretch For Degenerative Disc

The people are the most important part of our organization and other HR lies

Sometimes I have the feeling of "deja vu" I repeat, we repeat that no progress has been made nothing or very little. Bill Taylor recently in HBR reminded us almost "mythical" number of Fast Company five years ago: "Why we hate HR?", Which commented on the frustration felt by HR managers themselves . by the lack of leadership in their role and how this situation persists. And of course, because it does not always make it a popular area and credible.

On the fifth anniversary of the publication of that analysis that gave a lot to talk about, again the question arises as to why the CEO that the dinners with profound gravity that remind us that people are most important organizations, and then it would seem that if by magic, this message disappears. Why many have a strange feeling that organizations dedicated to spreading lies about the shared organizational people management "politically correct."

article in Fast Company spoke and the lack of leadership function of the frustration that caused the non-managing well the organizational skills.

key element: leaders, "the coats"
and other "classical talent management"

The key issue of human resources management, and that causes more frustrations, is management talent, translated into a language known by all means:

* Why the most incompetent up (sometimes)?
* Why the major contributors are not as valued as the "most aligned"?
* Why is there so much hidden talent?
* Why do we miss the huge talents of many people?
* Why do we allow organizational areas live whole "with great pain" and wasted because the leaders are not true leaders?

The truth is we all know that if we make three sales, and one is inadequate, only talk about the poor, not talk about the other two. And is that the demand on these issues by all is very high, as the "domestic injustice, which has an enormous subjectivity, creates an extraordinary bad weather, especially if there is injustice in the overhead choice of People should exercise his leadership over others.

all know: there is no worse desatre for an organization, or create more unhappiness and financial impact, to choose a leader who is not suitable for an organizational area. The operation of equipment, collaboration, corporate culture, employee satisfaction, the results ... everything depends on this decision. Indeed, it is the key aspect of talent management.

The truth is that every time we call "leaders" more features, some feel superhuman powers, a demand for some disproportionate ... but unfortunately we are in a world with new keys, but where quality policy is the key to corporate survival.

Three simple steps to manage the telent

only requires three simple guidelines: uncover the hidden talent development and promotion.

1. Uncover and inventory talent: the first thing to do is "inventory" our talent. For this, the input of managers is this, "one input", we can not leave it to one person or two, perhaps with a low awareness of other organizational areas, this decision. In addition to that usually have a high "emotional involvement" in these types of decisions that we try to filter. Set

where is the talent, understood in different ways (the theme is not just being a good boss, you may be an excellent technician), and ensure that "there plugged talent, requires sophisticated technology assessment, but obligatory: Management audit , Assesments, 360 º, Development Center ...

2. Develop the potential talent: demand too much of our directors and project managers, we ask more and more, but does not "educate" on how to do and how you can manage the difficulty required to have such powers. In college do not teach, or what you usually show your boss, nobody tells you how you can get enormously complex patterns, on the other hand, are considered mandatory.

Come with people who have potential and not let their mistakes and are exclusively experience the only source of learning. We are sure that those who really are considered potential. Mentoring programs, internal or external development, etc.

3. Promote and accompany the best: less spontaneous act of an organization, the more planned, should be to manage managers. Jack Welch, someone who is considered the paradigm of leader, the CEO of General Electric, said it spent 30% of their time developing other leaders, and recommended to do the same. I admit that when I said this in a leadership workshop provoked laughter.

But we can not dramatically increase the demand for managers and ask them to "inspire" who "believe dreams", while they get "every day better," "to develop new leaders" and other things almost impossible, and expected to have born that way. Without giving them support or development. It sounds ridiculous, and this really causes laughter (at least to me).

would be unfair to say that there has been no progress, although most apparently no progress. For many, these "apparently" three sencillos pasos serán enormemente complejos de llevar a cabo en sus organizaciones y probablemente tienen razón...

Bueno, de aquí a cinco años volveré a escribir otro artículo diciendo lo mismo que ya decimos desde hace más de una década, y recordaré por qué RR.HH. defrauda las expectativas de la personas en las organizaciones.

Recordaré por qué esta área genera tantas fustraciones. especialmente, y desgraciadamente entre sus propios directivos. Recordaré que algunos “aparentemente sencillos pasos” podían evitar buena parte de esta situación. Recordaré por qué en las organizaciones muchos piensan que los discursos humanistas sobre gestión de senior management people are just that, speeches, and why it sounds like other lies HR Any idea how to change the situation?

For Virginio Garcia Yebra

Adult Breastfeeding Blog

The 21 Irrefutable Laws of Leadership


A very dear friend gave me a book this Christmas I've been reading up recently. Name? The 21 Irrefutable Laws of Leadership?, And is written by John C. Maxwell. The preface to this edition of Stephen R. Covey, who ranks number 16 on the Accenture list of the 50 Most Important of the Management Gurus. These are the laws, although some opinions, conclusions and endnotes are proper. Thanks Vicky, for the gift ..

1. top law - the ability to successfully and efficiently a person can never be greater than his leadership. When Steve Jobs and Steve Wozniak started Apple, the first was the real brain, but only someone with the leadership of Jobs was able to bring success to Apple twice, according to the author.

2. The Law of Influence - Leadership is not given the power, but the credibility and ability to influence people. Mother Teresa of Calcutta had no title, and yet was listened to and respected by all.

3. The law of the process (or record) - Leadership develops daily, not coming from the overnight. Theodore Roosevelt was a young little weak, sickly and timid. After many years of endurance training your body and mind, and after a long journey of hard work to the presidency, became one of the most remarkable leaders the U.S. has had.

4. The law of navigation (or preparation ) - Anyone can steer a ship, but it takes a leader to mark the route. The preparation and anticipation are essential. Says Jack Welch, former CEO of General Electric and famous guru of the strategy? A good leader remains oriented. Control the course is better than being controlled by it?.

5. The law of addition (or commitment) - Leaders provide their worth by serving others. A leader should lead by example and caring for the good of the company and employees as well as himself. Add a homegrown example: The president of City National Bank distributed the bonus of $ 60 million among 399 employees and 72 former employees. The protagonist, Leonard Abess explained:? Know some of these people since I was seven years. I felt good carry alone the money. All these people have stayed with me in exchange for any promises and I always thought some day I surprised?.

6. The law firm ground (or trust) - Trust is the foundation of leadership, and is what keeps an organization together. A leader should always convey confidence. U.S. General Schwarzkopf stated that? Leadership is a powerful combination of character and strategy, but must do without one of the two dispense with AmB.?

7. The law of respect - By nature, people follow leaders stronger. Michael Jordan was adamant in his desire to play for one coach: Phil Jackson, according to Jordan the better. A leader like Jordan wants another strong leader, according to Maxwell.

8. The law of intuition - Leaders evaluate things with a passion for leadership. When General Schwarzkopf was offered the First Battalion, Sixth Infantry, one of the worst reputations in the United States of America, their morale was low and their discipline and competence in the field was almost zero. The general made his battalion one of the best in the U.S. military.

Steve Jobs found a similar situation when they put her back in front of Apple, who suffered a very complicated statement. When he arrived, fired the entire board except two of them and organized una nueva junta. Despidió a la agencia de publicidad y puso a tres firmas a competir por su cuenta. Volvió a los fundamentos empresariales de Apple, enfocando sus productos en la diferenciación, y prescindiendo de aquellas áreas de negocio que no eran esenciales. Pero también hizo lo impensable: aliarse con su mayor rival, Bill Gates, para triunfar.

Un auténtico lider es capaz de interpretar el contexto para tomar decisiones resolutivas.

9. La ley del magnetismo - En un círculo profesional o personal se atrae a quien es como uno mismo. Los mejores atraen a los mejores. Otro ejemplo de cosecha propia, a las pocas semanas de llegar a la presidencia, Obama recibió más de 300.000 currículums to work with him. Bush received only 44,000 during his tenure.

10. The law of connection - Leaders have to get to the heart before they ask the hand. Before Sept. 11, polls gave a dismal performance of George W. popularity Bush. After the attacks, the then president, was all the time close to the victims and expressed his closeness to the people. He inspected the ground and supporting fire, bringing the country and even the opposition around him. Years later, when Hurricane Katrina devastated New Orleans, Bush was simply gone. Not that its management were good or bad, but that was distant and failed to connect with his people. Thus the country's confidence in him was greatly diminished.

11. The law inner circle - a leader's potential is determined by those closest to him. Again we turn to Obama. Not only a great leader, but also has surrounded himself with what many call him? American Dream Team?, With the advice by the world's richest man, Warren Buffet and integrating former rival of his party as Joe Biden and Hillary Clinton .

12. The grant of power law - Only strong leaders empower others. We must not fail to enhance the talent of others fear losing power. According to Maxwell, the heir of Henry Ford surrounded himself with a team with great talent. When your team floated the Ford who was in serious losses, rather than support, its members fought each other to avoid being overshadowed. So Ford, living most of his family name of his talent, was unable to wrest from General Motors global leadership in automotive. Lee Iacocca, Chrysler's director and one of the geniuses of marketing stated that? Henry Ford had a bad habit of getting rid of strong leaders?.

13. The law of the image (or coherence ) - People do what they see, or what is, is to lead by example. A good example is the one I told my friend Jose Lopez.: Generals George S. Patton and Erwin Rommel were two of the best strategists of the twentieth century, and had one thing in common, both acted with great courage (and daring) giving orders in frontline combat. He fight shoulder to shoulder with his men, the army's morale up and made everyone show undivided loyalty.

14. support law - People support the leader, then the ideal. Gandhi was able to unite around their country to fight for equality with his doctrine of nonviolence. The people remained loyal and unconditionally Gandhi, even beyond his ideas, according to the author.

15. The law of victory (or determination ) - The leaders always find a way to win the computer. Churchill fought against Nazism even before the Second World War. When all seemed lost, Churchill continued to struggle, although it had to do things that do not like the alliance with Stalin.

16. The law of momentum - The push is the best friend of a leader. We must inspire, motivate and create enthusiasm, but to transmit something you have to feel real. Many sports teams strung spells very negative results. But a leader who can push a negative dynamic change in a positive one, leading the team to success.

In 1986 Steve Jobs bought from George Lucas for five million animation company Pixar. The company that pioneered digital animation soon gain momentum until nine years later, earned no less than $ 554 million the movie Toy Story.

17. The law of priorities - The activity does not necessarily accomplishment. According to Maxwell, when we are busy we sometimes think we're going somewhere. However, when there are problems, many people turn to put out fires and patching rather than focusing on the root of the problem. Prioritizing is essential at all levels of leadership.

18. The law of sacrifice ? Leadership is often envied, but good leadership requires sacrifice, a leader must yield to rise. What economists called? Opportunity cost?, Sometimes even requires giving up an important part of personal life. A leader who abuses a group or organization for their own benefit, it is not.

19. The law Timing - Timing is essential: the same decision or action or discourse at different times can be the difference between a success or a dismal failure.

The American Civil War, Confederate General Robert Lee had an excellent momentum, his men were with high morale and well positioned. Lee had the opportunity to attack the Union troops and break them. After several days of waiting for the opportune moment he was informed that the enemy had abandoned his position, defeating Lee's strategy.

20. The law explosive growth - To provide growth, we must make followers to multiply, we must train leaders. This law can be considered an extension of the top law or the law of the inner circle. If the limit of your success is your leadership, your limit can be expanded almost indefinitely if you train other great leaders who work with you. The historic character Jesus of Nazareth was not only a great leader. He surrounded himself with the 12 apostles, who in turn trained many others to spread their message around the world.

21. The law of legacy - The worth of a leader is measured by its legacy for posterity. More important than the legacy left by the leaders is to know that there will be a continuity to it, no one should be indispensable in a group, the mission is more important than the individual. Mother Teresa died, but also to do great things in life left a great legacy that will continue for generations.

By Alberto López Correa
http://manuelgross.bligoo.com