John wooden on leadership pyramid of success,techniques of effective business communication,living your passion,project management software microsoft project - Tips For You

Success is peace of mind which is a direct result of self-satisfaction in knowing you did your best to become the best that you are capable of becoming.
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For the answer, David Brim turns to another way people have been setting their feast table for hundreds of years: fishing.
About David BrimDavid Brim is the CEO and founder of Brand Advance, a full service marketing agency based in Orlando, Fl. The edge is knowing that you are getting to your goals and treating people right along the way because as good as you can be, you are so focused that you need regular people around you to balance you and help you. Thanks for taking the time to keep John Wooden wisdom alive, I did not know him personally but he spoke a lot of sense, and his results proved his formula. David Brim is a marketing consultant, entrepreneur and investor living in Orlando, Florida. Delegation is universally understood to be necessary to the success of any organizational unit. Successful delegation can only be achieved by understanding that it is a process that needs to be put into place and then followed religiously. For jobs and career opportunities in the Washington, DC metro area -  visit the NRI website. Peter Drucker said it all when he said, “Management is doing things right; leadership is doing the right things”.
The Football Hall of Fame (and every other Hall of Fame) is filled with names of people who sat, week after week, without getting a spot of mud on their well-laundered uniforms. Generals, senators, surgeons, prize-winning novelists, professors, business executives started at the end of the bench, too. If you don’t think you are in a great spot, wait until you see how many would like to take it away from you at the next spring practice. What you do from the bench this season could put you on the field next season as a player, or back in the grandstand as a spectator.
Being motivating translates into leading people beyond their envelope – their comfort level.
For further readings about John – see his biography “Wooden: A Lifetime of Observations and Reflections On and Off the Court” by John Wooden and Steve Jamison.
Management is the process of getting things done through the efforts of other people utilizing available resources. Leadership is the process whereby a person can obtain the support and actions of others to achieve a common goal; people follow leaders based in part on the belief that leaders can and will pave the way regardless of obstacles. In both cases, successful managers AND leaders posses strong and effective communication skills.
As for the energetic and lively aspects, great communicators exhibit body language that portrays confidence, enthuasism and a high energy level. They aren’t familiar with the skills of their workers and therefore unsure of other people’s ability to take more responsibility. Delegating is hard work, but it’s work that is needed to help an organization grow and improve. The ability to delegate tasks and control productivity simultaneously is an essential skill for managers. Planning and Goal Setting – If everyone is involved in the planning and goal setting of a project, it is more likely that everyone will buy into the work involved to bring the project to fruition – which makes delegation easier. Responsibility and Authority – Before delegating, everyone needs to know which way the responsibility flows.
Consultation and Coaching – Think of consultation as the bedside manner of a physician taking the pulse of a family member. Review and Control – This is kind of like consultation and coaching, but from one step back. Delegation can result in some mistakes being made, but mistakes can also be learning opportunities. Persuasion is the process of convincing others of the merits of your position, idea or issue thru presenting facts, the use of logic…and avoiding any inter-personal issues that could become distractions and thereby blocking your audience from seeing and then accepting your argument. Learning how and when to “shut up” is both a behavioral habit as well as a leadership trait.
Research shows that only 49% of employees trust senior management, and only 28% believe CEOs are a credible source of information. Organizational trust is critical for success – trust is the foundation for all successful relationships, both business and personal. If you are a manager and leader, one of your most important roles is to inspire trust. Covey identified 13 common behaviors of trusted leaders around the world that build and then maintain trust. The book is a great read – with “aha” stuff you never knew and a broad sprinkling of humor. I strongly recommend the book…and you will learn from the successes and mistakes of these former presidents. And while you are at it… take a look at the wonderful piece by David Shribman in The Salem News entitled “The new George H.W. Landing a fish, just like landing a customer, requires strategy and know-how if you’re going to come home successful.


Indeed he was a great and wise leader, I would definitely put him on par, if not a notch up from Nelson Mandela and Steve Biko. In 2009 he founded Brand Advance, an agency made up of talented marketing, creative and web rockstars to advance both client ventures and his own. If you are – or ever will be – in a supervisory job… in charge of a project…or chairing a committee… delegation skills are critical to success. For delegation to be successful,  however, it must be structured –  a process must be determined and then followed. Be sure authority and responsibility are in sync; if someone has the authority to act in a particular aspect of the project – he or she is also responsible for the results. Delegate as far down in the organization as possible; the people closest to the action are in the best position to know what will work and what won’t. Don’t permit “upward delegation” to take place; where someone shifts responsibility upward or to you.
Focus on results – not procedure, so long as procedures don’t exceed pre-determined parameters (cost, not a violation of any law, etc.). Have periodic meetings to discuss progress, stressing the objectives and what the desired results will have in terms of payoff for the organization and the team members. It is done by instilling in them self-belief and self-confidence…and the ability to spring back from failure or setback. It has been used by managers and coaches world-wide to illustrate the components of success. They show a sense of humor, they smile, and they vary their timing for emphasis where emphasis is called for. Management and leadership are all about getting results by organizing and supervising a workforce.
You can tell people what to do, you can show people what to do, but by far the best way to teach people is to simply let them do the work themselves. Schwartz says, “Too many managers waste both time and energy performing tasks an employee could perform just as well, thereby lowering productivity while raising operating costs.
There are many pitfalls that can undermine efforts to delegate, but there are also some basic steps to help managers ease their workload through delegation while maintaining control. The manager needs to know how the patient is doing, and must make suggestions to improve the overall health of the project and that person’s performance. Reviewing project aspects and controlling the work and schedule insures continued progress towards worthwhile goals. The manager’s job is to monitor the work and progress so that any mistakes are caught and corrected before they become fatal to the project.
Broadly state the outcome and success story that you believe will result if your course of action or plan is adopted and put into place.
Outline briefly what the challenges and barriers to success are and what resources will be needed to implement or to proceed.
Proceed to present in suitable detail what it is that you propose…your idea, solution or course of action. You also need to think through ahead of time what your presentation format will be; will you use visual aids such as a PowerPoint presentation, or some other graphics? The late (and great) Cavett Robert, a world-renowned motivational speaker said “Influence is the ability to cause others to think, feel and act as we desire”. Your actions and decisions need to demonstrate that you know what you are doing – that you understand the marketplace, understand people and that you are constantly looking for organizational opportunity. When individual leaders adopt these ways of behaving, it’s like making deposits into the “trust account” of another party. Keep the short list of these (talk straight, demonstrate respect, create transparency, etc.) in your mind as you go about your day. It also details what happens when an ex-president outruns his blockers as Jimmy Carter did on more than one occasion! Because it is also a series of great leadership lessons and illustrates that “only time will tell” how wise were certain decisions and how history now views former presidents compared to what the public thought in their first years out of office.
Bush.” It talks of the work done by presidents after they leave office – their so-called “second lives”. In this book, David Brim explains his top recommendations on how to reel in more customers through content marketing, SEO, social media and more.
Great men who sacrificed their lives for the enfranchisement of the black masses in the South!
His primary professional focus areas include online lead generation, Software as a Service (SaaS) products, ecommerce ventures, and real estate.
Someday getting the job offer you want might hinge upon your ability to answer successfully  the interview question “Tell me about how you delegate – how do you go about it?”! You don’t want the process to come to a halt because someone can’t get an answer to a procedural question. How you would do it is not necessarily the best way – if the right people are in the mix, the “how” should not be an issue. Picture in your “mind’s eye” the objectives of the organization (or your team, department or business unit). Let staff do their thing… your monitoring is to prevent disaster, not minor mistakes or errors.
Benchmark progress against targets, and charge staff with developing plans to address shortfalls or to capitalize on above-target results.


The incremental achievement of targeted objectives determines who the winners are; it is the job of leadership to recognize and reward those individuals and teams. It has been both a motivator as well as reminder.  A motivator to keep me on track and focused. Part of his formula was to instill in his players a sense of responsibility, self-sacrifice and humility to meld them into a team. Not only to hear and understand but to also demonstrate sincere interest in what they are hearing and who they are hearing from. In reviewing the project the results should be addressed; and the methods that were involved should be addressed only if they were inefficient or ineffective (or illegal!!).
In advance you need to have thought through how much detail is appropriate for your audience.
Take the temperature regularly to ensure that you haven’t lost anyone along the way, saying something like “Everyone with me? The second one is avoiding any inter-personal issues that could become distractions and thereby blocking your audience from seeing and then accepting your argument.
For example, a plan to expand the use of technology and automaton may be great… but if it results in cutting staff, be aware that may be indeed a blow to someone’s turf…their power and influence in the organization. Use your powers of persuasion to influence your audience to adopt your proposal … or at the very least …as a springboard to modifying it for the benefit of the organization.
Regardless of what is said on the campaign trail, those men (and hopefully a woman one day soon!) all recognize the rigors of the job and that the advice and assistance of those that have walked the halls of The White House before can be both helpful and comforting. John Quincy Adams served in Congress for several terms after leaving office…and with nothing to prove was at times a real pain to the incumbent at 1600 Pennsylvania Avenue!
He has been featured in one of the most popular entrepreneurship textbooks "Successfully Launching New Ventures" and has been interviewed on Fox, ABC and CBS about topics such as entrepreneurship and internet marketing.
Include any “stakeholders” in the discussions leading to the definition of success for the effort. Don’t let that monkey jump on your desk, and then you are left with the monkey (the problem or issue)!
Don’t engage in or permit others to engage in any activity that doesn’t get you closer to achieving those objectives.
Create programs and mechanisms to regularly and publicly recognize those who achieve and set the standard for others. His quips and quotes are great training and motivational aids… use them in sales meetings… add them to your vocabulary to be a better communicator…use them to illustrate lessons when training and mentoring. Being a good listener is not always easy – distractions abound both externally and within your mind. And the worst thing about not delegating is that managers are losing wonderful training opportunities for their workers. Each time delegation happens there is a chance that everyone will improve his or her performance and standing in the organization. If you use a PowerPoint presentation, you can print all of the PowerPoint slides – six to a page – in color or in black and white. Examine your speaking style for repetitive and annoying words and phrases such as saying “OK” after every sentence, and slang and lingo that might annoy others.
I think NM and SB had the benefit of empirical studies paved by MLK and Booker T Washington. Sure – every now and then a re-grouping is called for to get back on track… and every now and then some “pro bono” effort is needed….but don’t let extraneous “things” get in the way of pursuing the organization’s objectives. Every team member needs to acknowledge that each and every task or action needs to be on-target, on-time and error-free. When you are listening, be careful you are not formulating your response  in your mind rather than listening. Ask others if you are a mumbler or otherwise not as clear as the network newscaster on the evening news.
Patterson, a business writer and faculty member of the University of Phoenix, advises, “Be prepared to supervise.
OK… let’s proceed.” Pay attention to your audience… and look for any signs of confusion and if questions reveal that an earlier point was missed…go back and cover that ground again.
You also need to decide whether to distribute your handouts in advance… so that your audience can make notes on them. Other audiences are “concept people” and just want to understand your concept and how things will generally work. When you have fully made your presentation…do a quick review…ask if there are any more questions…and then ask the decision-maker(s) when you might expect a decision.
Have someone you trust listen to you and snap their fingers when you make those sounds to alert you to how often you do so – you may not be aware of the extent of this impediment. Part of this depends on how much faith your audience has in you, your past history of being on target with ideas, decisions and actions. But some projects require more scrutiny than others, and some employees demand more direction. Most people that say “um” and “ah” are buying time to think of the next word… so just pause for a fraction of a second while that next word comes into mental focus.



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john wooden on leadership pyramid of success



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