Neculai Fantanaru
Everything Depends On The Leader
Everything Depends On The Leader
Try to accomplish a special artistic task in such a way that the truly superior science you demonstrate is the testimony of the artist that contains the signature of your own personality and authentic style.
read moreTry to give meaning to a strictly individual intrapsychic experience, so that the impact of your creation is not limited to external observations on material reality.
read moreAll you feel about life and people is the idea you have of the hidden will of God.
read moreThe symbolic value of a creation is the memory of the image from which the meaning and philosophy of the Ego (responsible for receiving the message of nature), determined to continually amaze through the diversity of the topics addressed, is drawn up.
read moreOpen the gate that gives you permanent access to the respect and esteem of people, without betraying your guiding principles of leadership.
read moreStrengthens people's confidence in your leading potential, by restoring the bedrock of their beliefs and feelings.
read moreIncrease your value of leadership seeking continuously the existence of a match between your intentions and expectations of people.
read moreExamine well your convictions that you form about the one who leads you, by giving them an order which will take into account the impact that they could have on you.
read moreReevaluate the way in which you respond to the influence of the superiors, by passing their character straits through the sieve of your thinking and feelings.
read moreAssign to your leadership the property of balance, by ensuring a psychological compatibility between you and your "hands".
read moreRespect your duties to your leadership by carefully assessing how people perceive you from the point of view of a creation that you have not yet finished.
read moreProvide continuity to your leadership, ordering your practices into a mosaic to form an accurate picture of performance.
read moreBuild a very strong personality for people to unconditionally align to your beliefs, ideals and actions, putting you in the position of an eagle that determines its hatchlings to look at the sun and demand that they not be blinded by its light.
read moreMeasure your level of experience with other people, without placing yourself above them.
read moreEnhance your personal assertion potential by enriching your perspectives and your understanding towards the tangible part of your presence in the world.
read moreKeep moving on the route towards excellence, without diverging your "traffic" of efficiency to a wrong direction.
read moreEnsure coherence to the whole process of the desired change, without orienting yourself on a worn map.
read moreBe prepared to make as many adjustments as possible to assure the functioning of your vision even if your decisions do not turn into what you intended.
read moreTry to give value to your product by what you know it will become, leaving an unforgettable impression through its location in a perimeter bounded by exposure resulting from the experience of "consuming" it.
read moreThe goal of a company must not be to survive, but to win in an area that rises to the level of opportunity status that a certain Start-Up represents.
read moreExceed the limiting barriers of your knowledge of leading, releasing your great potential to be "durable".
read moreEstablish the "area" of influence to which it is measured your value, by integrating into your leadership those rules that you must consistently follow.
read moreStart exploring your brand image, experimenting with a new challenge called "the beginning of a new world" or "the end of an old world".
read moreLearn to make the right choices at key times, so you do not have to expose yourself to the consequences of the outcome that you cannot ignore.
read moreEnlighten your way towards excellence, without allowing the "ball" to get out from your area of responsibility.
read moreDevelop your ability to look at a project from the perspective of the client you care about and represent in a field of knowledge, focusing it on becoming aware of the possibility of it transposing itself upon yourself.
read moreMake credible the manifestation of own individuality and of the character that you assume, for your potential to reach a maximum of quality.
read moreBe ready to explore your true potential, by developing your ability of taking risks in the attempt to inculcate in others your spirit full of strength and greatness.
read moreDiscover your teammate qualities in terms of how you are perceived by others.
read moreLearn to communicate beyond the words you speak, in order to better interact with others and better discern the quality of their message.
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Why read this book? Because it is critical to optimizing your performance. Because it reveals the main coordinates after that are build the character and skills of the leaders, highlighting what it is important for them to increase their influence.
The essential characteristic of this book in comparison with others on the market in the same domain is that it describes through examples the ideal competences of a leader. I never claimed that it's easy to become a good leader, but if people will...
For some leaders, "leading" resembles more to a chess game, a game of cleverness and perspicacity; for others it means a game of chance, a game they think they can win every time risking and betting everything on a single card.
I wrote this book that conjoins in a simple way personal development with leadership, just like a puzzle, where you have to match all the given pieces in order to recompose the general image.
The aim of this book is to offer you information through concrete examples and to show you how to obtain the capacity to make others see things from the same angle as you.
Without considering it a concord, the book is representing the try of an ordinary man - the author - who through simple words, facts and usual examples instills to the ordinary man courage and optimism in his own quest to be his own master and who knows... maybe even a leader.
