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* http://vertical-scroller.vbarsan.com/
*    This notice may not be removed 
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//messages: set your own; use as many as you'd like; set up Hyperlinks to
//URLs as you normally do: <a target=... href="... URL ...">..message..</a>;
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singletext[0]='The inherent conflict and paradox, between organizations forced to deal with greater complexity and customers who crave minimal complexity, is one of the most significant demands for increased commitment facing organizations today.'
singletext[1]='Consensus is not commitment. People agree to "live with" something, but that doesn\'t mean they would "die for" it. Often, they simply want to get the meeting over with and return to work or go home.'
singletext[2]='"Projection" is the psychological conveying of one\'s own strengths and weaknesses to others. That\'s never more dangerous than when executives believe that if they are committed, everyone must be as well.'
singletext[3]='The first step in gaining and / or improving commitment is for leaders to admit to their accountability for the current lack of commitment. If leadership doesn\'t look into the mirror, nothing will change about the image.'
singletext[4]='Commitment is just like trust; the only thing worse than no trust is having had it and lost it.'
singletext[5]='Strategic Commitment reflects the marriage of Strategy and Commitment. Strategy without Commitment is theory; Commitment without Strategy is hype.'
singletext[6]='The default position is usually one of singular, insulated, noncollaborative determination, which is antithetical to the context required for success.'
singletext[7]='Goals are sometimes wrong, but when they are called "wrong" after they are unmet, that is a sure sign of weak commitment. If they are in a trusting environment, committed people will speak up as soon as they see unreasonable goals, even when it\'s uncomfortable-they exercise courage.'
singletext[8]='Leaders must encourage sharing both good news and bad news, positive feedback and negative feedback. It is as dangerous not to exploit the positive as it is to ignore the negative.'
singletext[9]='People don\'t rally around empty phrases and cute metaphors, no matter how memorable or clever. They rally around that which they buy into and believe, and which serves as a continuing referent point for their decisions and behaviors.'
singletext[10]='Ends should determine means. Too many initiatives are bogged down by unnecessary inputs, activities, and tasks. Focusing on outputs, results, and deliverables will keep the means relevant and effective.'
singletext[11]='In every organization, the frontline people are more important for execution than the executives can ever be. A doorman makes far more of an impression on guests than the hotel manager.'
singletext[12]='Leaders who want to inspire their people to "own" the results must demonstrate that they "own" the direction, initiative, and mechanisms chosen to lead the way.'
singletext[13]='People need valid inclusion. It is better to have fewer meetings conducted by top people who clearly are listening than many meetings hosted by intermediaries whose listening really doesn\'t matter.'
singletext[14]='Checking your ego at the door can make more space for other people to enter the room.'
singletext[15]='Taking the time to gain strategic commitment pays off; a slower start ensures a faster finish.'
singletext[16]='"Leader" and "exemplar" are really inseparable descriptions. If a leader isn\'t exemplifying the behaviors, values, and results cherished in the organization, then that leader will fail and is a failure.'
singletext[17]='Anonymous feedback is safe, but candid, direct feedback is far more efficacious. The former reflects top teams that don\'t trust each other, and the latter exemplifies those teams whose members put personal and collegial growth above all else.'
singletext[18]='Perhaps most leaders need to learn how to make sure their "hearing aid" is in place and turned on every morning, even if their normal hearing is just fine.'
singletext[19]='Leading and listening are complementary, not antithetical. Leadership is enhanced, not diminished, by listening to all viewpoints. In fact, the best ideas usually come from integrating perspectives gained by dealing directly with the customers, stakeholders, and employees.'
singletext[20]='When you examine your business and organizations to determine the true scope of leadership action, don\'t stop at the inside of the four walls you are staring at.'
singletext[21]='People will commit to leaders who dramatically manifest that the stake is in the ground, and they do not intend to retreat.'
singletext[22]='There are countless examples of leaders helping people overcome what seemed like insurmountable odds or overwhelming opinion to the contrary, by taking a stand and then standing their ground.'
singletext[23]='People often wait for the right circumstances to be courageous. But being courageous is not the absence of fear; it is being afraid and still acting in accordance with one\'s stand and commitment.'
singletext[24]='Commitment can only be achieved when the hunt is for cause and not for blame. This extends from the board right down to the frontline.'
singletext[25]='Four characteristics(being honest, dependable, exercising judgment and generating partnership) aren\'t too much to ask for, but are we asking for them at all?'
singletext[26]='True partnership is collaboration leavened with trust, wherein failure can strengthen and the benefit of the doubt is always extended.'
singletext[27]='Honesty involves being candid about shortcomings and problems, because not facing them means you do not have respect for the other party and don\'t wish to be helpful. Instead, you are avoiding your own discomfort.'
singletext[28]='The extraordinary aspect of honest exchange is that it can instantly form a new beginning and shed all the old baggage and obstacles to performance.'
singletext[29]='Strategic commitment is optimally the common "cement" that can bind two cultures in the aftermath of a merger and acquisition.'
singletext[30]='Strategic commitment actually enhances the return in all areas of performance.'
singletext[31]='Prestige and repute are strong returns from effective strategic commitment.'
singletext[32]='There are two types of commitment. One is from the heart, the other from the mind.'
singletext[33]='The old West Point and army advisory, "Hurry up and wait," might not be bad advice in many instances.'
singletext[34]='HR is no longer a transactional function, since these aspects have been largely outsourced for good economic reasons. That leaves open the possibility of HR performing a transformational function, which requires credibility, talent, and courage-qualities not historically the strong suit of HR professionals.'
singletext[35]='Ironically, employees often least committed and included historically in organizational change and improvement can become the chief commitment sources in the future. HR can transform its reputation by getting these people on board.'
singletext[36]='If the CEO doesn\'t trust HR, then HR might as well be eliminated. It either leads strategic commitment or it hinders it. There is no room in between.'
singletext[37]='HR can be the vital communications and verification pipeline to ensure that both content and context drivers are being fully developed, understood, appreciated, and addressed.'
singletext[38]='Why have HR leadership at all if not to be the chief commitment officer and repository? Why else is HR there?'
singletext[39]='You don\'t manage an organization through its compensation plan. You manage it through superb management. Strategic commitment is both an input and the output of that approach.'
singletext[40]='Please don\'t explain why your system for winning at roulette is based on sophisticated algorithms and calculations. Show me your net winnings.'
singletext[41]='No one believes, in organizational life, what they read or what they are told. They only believe what they see and experience.'
singletext[42]='"Getting it off my chest" may release one\'s angst, but it will make no difference.'
singletext[43]='It\'s tough to speak Latin well if you return to a Greek- speaking world, and it\'s tough to fully realize the benefits of strategic commitment if your key business partners and relationships are not involved in it.'
singletext[44]='Please don\'t hide behind the "we\'re different" rubric. Every organization is somewhat different but, like people around the world, most organizations are far more similar than dissimilar.'
singletext[45]='The process needs of organizations-effectiveness, competitiveness, innovation, public relations, and so on-outweigh differences in the profit motive and points of origin.'
singletext[46]='Whenever politicians say, "What the people of this country want," they are trying to create an assumptive strategic commitment. The problem is that the assumption is too often self- serving, and people readily proclaim, "But that\'s not what I want!"'
singletext[47]='Volunteer organizations need the social cohesion of strategic commitment more than any other kind of organization.'
singletext[48]='Start- ups tend to "age" at a more rapid pace than traditional organizations if they are not managed and led well in terms of the very strengths they innately possess.'
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