BEFORE YOU DO THAT……..DO THIS

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BEFORE YOU

   SPEAK………….LISTEN

   WRITE………….THINK    

   SPEND……………EARN

   INVEST……………INVESTIGATE

   CRITIZE…………….WAIT

   QUIT………………….TRY AGAIN

   ASK……………………GIVE

 

   

                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    

                          

Peak

Malcolm's Blog

I have felt the warmth of sun in your smile
The gentle caress of the perfumed evening breeze in your touch
The taste of the elixir of life in your kiss
And the intoxication of being drunk in your love

The colours now seem sharper
And the days, longer and fairer

I do not know how it all came to be
All these feelings with their healing
But I have been touched to know
Things can never be the same with or without you
Music can never be any sweeter
Neither can the stars twinkle any brighter

Because the peak just has to be you

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Rethinking our Priorities as Men – How Important is the Legacy of Fatherhood?

Olakunle Soriyan Blog

I fondly recall the words of James David wolfensohn. James Wolfensohn is the 9th president of the World Bank group. He served meritoriously for two terms of ten years. He is credited among other things with being the first World Bank president to bring attention to the problem of corruption in the area of developmental financing.

Wolfensohn is 80, a husband of one wife of close to 60 years, father of three children and grandfather of seven. On Sunday July 18, 2010 in a guest appearance and engaging interview on One on One with Riz Kahn of Aljazeera,
he was asked by the famous anchor, “How would you like to be remembered?” Looking straight and confidently into the camera, Wolfensohn replied with enthusiastic conviction, “As a decent father.”

This response speaks volume and gives us a perspective of his most cherished legacy. For all his accomplishments in business and the World Bank, his response showed that he prized his role…

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Tips on Leading Teams Through Change

The Leaders Edge Training, Inc.

Tips on Leading Teams Through Change – Sitting back and complaining about the change into teams wont helpKEYS FOR LEADING A TEAM - Barry Cook anybody. Managers sit back and complain about changing into a team’s environment more often when they haven’t directly created the teams they’re assigned to lead — a kind of juvenile response, I think. When a need for teams exists and a manager is asked to lead the effort, well, that’s all part of the job of being a manager. You may feel much of the same stress and confusion that your team members feel during the transition period into teams, but that’s no excuse for adding to the distress with your own bad behavior. When you complain about management above you or grumble over confusion with your own role and when you do little to get the resources your team needs and let everyone know that moving to teams is not a…

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GIVERS vs TAKERS

GIVERS VS. TAKERS: THE SURPRISING
TRUTH ABOUT WHO GETS AHEAD – BY WHARTON
MANAGEMENT PROFESSOR ADAM GRANT
(CULLED FROM INTERVIEW WITH KNOWLEDGE@
WHART ON) (EDITED)
Adam Grant is the author of ‘Give and Take’. In
the book, he divides people into givers, takers
and matchers. The takers are people who, in
interaction with another person, are trying to
get as much as possible from that person and
contribute as little as they can in return,
thinking it’s the shortest path to achieving
their own goals.
At the other end, there’s a strange breed of
people that he calls the “givers.” They look to
help others in any way possible – mentoring
or sharing knowledge, for instance – without
any strings attached. Givers actually prefer to
be on the contributing end of an interaction.
There are very few people who are purely
takers or purely givers. A lot of people are
somewhere in between.
The third group of people are what he calls
‘matchers’. A matcher is somebody who tries
to maintain an even balance of give and take.
If I help you, I expect you to help me in return.
They keep score of exchanges, and try to
ensure that everything is fair and just.
Grant says, when he started doing the
research for the book, he realised that one
could find these three ‘styles’ of people in a
wide variety of industries and countries. He
found that, in sales, the most productive sales
people are actually those who put their
customers’ interests first. It often comes from
the trust and the good will that they have
built, but also the reputations that they create.
He learned, also, that the success of givers
and the fall of takers is often driven by
matchers. A matcher is somebody who really
believes in a just world. Of course, a taker
violates that belief. Matchers cannot stand to
see takers get ahead by taking advantage of
other people, and will often go around trying
to punish them, sometimes by spreading
negative reputational information.
Matchers also hate to see people act really
generously and not get rewarded for it, and
so will often go out of their way to promote
and help and support givers to make sure
they get rewarded for their generosity.
One of the people Grant met while
researching, Peter Audet, is a financial
advisor. He’s the kind of guy who goes out of
his way to help everyone he meets. For years,
he would interview job candidates, and he
would only be able to hire one. He would
often give up his entire afternoon trying to
find jobs for the other people who he
couldn’t hire himself, through his personal
network.
He often got into trouble helping others. In
one particular case, he had a colleague (called
Brad in the book), who was getting out of the
business, and he needed somebody to buy
his clients quickly. Peter said, “Sure, I’ll do it.”
He paid about $10,000 for Brad’s clients on
the spot, just to help him out. A couple
months later, Peter started losing his clients.
He discovered that all of those clients that he
was losing were former clients of Brad’s that
he had bought. He did a little bit of homework
and found out that Brad was back in the
business, and was basically taking his clients
back but not paying Peter a dime for them.
The situation cost Peter a lot of money.
But Peter told Grant that he has been
enormously successful in his career. He runs a
financial advisory firm that’s well over seven
figures, in terms of annual revenue, and he
believes that being a giver is how he has
gotten ahead, and how he wins business.
Oftentimes, givers put themselves at risk in
the short run, but in the long run, they end up
building the kind of social capital that’s really
important for success in a very connected
world. Once Peter drove out to visit a client in
the scrap metal business, who was worth
very, very little money. Peter’s colleagues had
said, “Don’t bother. It’s a waste of your time.
The drive out there alone is not worth your
hourly fee.” But Peter said, “You can’t just
ignore somebody because they’re not worth
your time. I really want to help in any way I
can.” The client turns out not to be a scrap
metal worker, but the owner of a lucrative
scrap metal business. He multiplied his fees by
a factor of 100 once he saw what a generous
guy Peter is.
Peter has gotten better at protecting himself
and screening. Before he determines how
much he’ll help them, he asks, “Is this person
a taker, a giver or a matcher?” But at the end
of the day, he also ends up helping people
who he would never expect to be able to help
him back. But sometimes they do.
Takers tend to have incredibly broad
networks. In part, it’s because when they
burn one bridge, they have to go and find
new people to exploit in order to keep the
network going. Matchers tend to have much
narrower networks. They will typically only
exchange with people who have helped them
in the past, or who they expect to be able to
help them in the future. They end up
restricting their universe of opportunities.
Givers tend to build much broader networks
than matchers, but in a very different. What
givers will typically do when they meet
somebody new is try to figure out, “How can I
add value to this person’s life, and what could
I possibly contribute that might benefit this
person?” What that typically means is they
end up creating a lot of good will in the
relationships that they build, and that often
lies dormant until they may actually need it.
There are some powerful ways to spot a
taker. Let’s start with the corner office.
There’s a phenomenal study by Chatterjee and
Hambrick that looked at over 100 computer
companies, and downloaded the annual
reports of each. They tried to figure out if one
could identify the taker CEOs without ever
meeting them. They got Wall Street analysts to
rate how much each CEO is a taker. These
analysts knew the CEOs and interacted with
them, so they rated the extent to which they
were entitled, narcissistic and self-serving.
The first factor that really correlated highly
with those ratings was the gap in
compensation between the CEO and the next
highest-paid executive. Typically, a computer
industry CEO makes about two to two and a
half times as much annual compensation as
the next highest-paid executive in that
company. The typical taker CEO had about
seven times more annual compensation than
the next highest-paid executive in that
company.
Also, takers tended to use first-person
singular pronouns, like “I” and “me,” as
opposed to “us” and “we,” when talking
about the company. Thirdly, takers literally feel
it’s all about them; that they are the most
important and central figure in the company.
When you looked at their photos in the
company’s annual reports, they actually had
larger photos, or were more likely to be
pictured alone.
Some research by Keith Campbell and his
colleagues suggests that you can even spot
these cues on Facebook. Takers tend to be
very careful at impression management and
ingratiation when they’re dealing with
someone superior or more influential. But it’s
hard to keep up the façade in every
interaction. It’s often peers and subordinates
who have a more direct window into what
this person’s true motives are like.
(Knowledge@Whar ton): When Mahatma
Gandhi edited a magazine, he would receive
all kinds of letters. One letter was from a
young woman who was about to get
engaged. She was going to meet her
prospective fiancé for the first time, and
wanted to know how she could judge this
person. The advice that Mahatma Gandhi gave
her was, “Don’t look at how he treats you.
Look at how he treats his servants.”
Grant says, in doing the research for the
book, he found some historical examples
fascinating. One was Frank Lloyd Wright, who
at one point discovered, as an architect, that
his draftsmen were getting more
commissions and more work than he was,
because customers and clients found them
easier to work with and every bit as talented.
He was offended by this, and felt they should
be subservient to him. He actually set a policy
that they were not allowed to accept
independent commissions. If while working
in his studio they did any work, even if he
never touched it, his name had to be signed
first. That cost him a lot of very, very talented
drafts people.
Another example is Jonas Salk, who’s
remembered as a hero for discovering and
commercializing a polio vaccine. But if you
look at Salk’s behaviour really closely, one of
the things you’ll see is that he never gave
credit to any of the people in his lab who
helped him discover the vaccine, and
eventually caused the team to splinter. Salk
never made a discovery that was nearly as
influential again.
On the other hand, in collaboration, givers
tend to assume that credit is not zero sum. If I
give you credit for your contributions, that
doesn’t necessarily take away from my
contribution. That makes it a lot easier to
keep people on board a team over time. So
typically, if you’re a leader or a manager,
people will follow you if you rotate to a
different organization or a different job.
That’s really powerful, but often hard to do.
In Salk’s case, he remembered the blood and
sweat that he put in when he was working
toward creating that polio vaccine, but literally
couldn’t remember the contributions of his
colleagues, because he wasn’t there a lot of
the time. He didn’t actually experience them.
Grant goes on to describe an accounting
professor at the University of North Carolina
and Duke his name is CJ Skender. The man has
taught over 35,000 students in his career;
won every teaching award on the planet; and
has a remarkable gift for bringing out the
best in his students. He’s had over three
dozen students follow him to become
professors of accounting. How does he do it?
A lot of people assume that he’s got a great
eye for talent, and is immediately able to spot
the quantitative savants and then work with
them.
CJ says, no, it’s the exact opposite. He sees
every student who walks into his classroom
as a diamond in the rough, waiting to be
polished. Then he tries to make his classes as
interesting as possible to bring out the best
in those students. By making his material
interesting, he shifts some people toward
becoming more motivated and hard-working.
People like CJ inspire his students to put in the
10,000 hours we have found are critical to
achieving expertise.
In a way, being a matcher is a safer strategy.
Knowing that givers end up at the bottom
and the top means there are some risks
associated with it. But Grant believes those
risks can be mitigated with careful strategies,
and a lot of it comes down to setting
boundaries.
Many givers confuse being helpful or being
generous with being available for every
person and every request all the time. There
are other givers who confuse being generous
with empathizing and dropping everything
that you’re doing to help others. He found
that there are also a lot of givers out there
who feel like it’s inappropriate to advocate
for their own interests. But one must decide,
“How am I going to help most of the people
most of the time?”
He came up with a concept called the five-
minute favour. Instead of just helping
everyone all the time, ask, “Can I offer
something of unique value to this other
person that will take me five minutes or less?”
High benefit to others, but low cost to the self.
Interestingly, there’s yet another group of
givers that he calls “otherish.” They are
concerned about benefitting others, but they
also keep their own interests in the rearview
mirror. They strive for a “win-win,” as
opposed to win-lose. Ironically, he finds that
the selfless givers are actually less generous,
because they run out of energy, time, and
ultimately lose their resources, because they
don’t take enough care of themselves.
So ask yourself, “What are the types of giving
that you find most energizing or most
consistent with your skills?” Finding your own
giver style is really powerful. Even if givers
don’t always do better than takers or
matchers, they manage to succeed in ways
that make others better. Looking for ways to
do that is probably the most sustainable path
to success in the long term, both for
individuals and organizations.

Rise to Wisdom

Good Morning Beautiful People;
A very inspirational story for all of us this
fine Thursday Morning. We are sure it will
bless you in many ways.
“An 87 Year Old College Student Named
Rose”
The first day of school our professor
introduced himself and challenged us to get
to know someone we didn’t already know.
I stood up to look around when a gentle
hand touched my shoulder. I turned round
to find a wrinkled, little old lady beaming up
at me
with a smile that lit up her entire being.
She said, “Hi handsome. My name is Rose.
I’m eighty-seven years old. Can I give you a
hug?”
I laughed and enthusiastically responded,
“Of course you may!” and she gave me a
giant squeeze.
“Why are you in college at such a young,
innocent age?” I asked.
She jokingly replied, “I’m here to meet a rich
husband, get married, and have a couple of
kids…”
“No seriously,” I asked. I was curious what
may have motivated her to be taking on this
challenge at her age.
“I always dreamed of having a college
education and now I’m getting one!” she
told me.
After class we walked to the student union
building and shared a chocolate
milkshake.We became instant friends. Every
day for the
next three months, we would leave class
together and talk nonstop. I was always
mesmerized listening to this “time machine”
as she shared her wisdom and experience
with me.
Over the course of the year, Rose became a
campus icon and she easily made friends
wherever she went. She loved to dress up
and
she reveled in the attention bestowed upon
her from the other students. She was living
it up.
At the end of the semester we invited Rose
to speak at our football banquet. I’ll never
forget what she taught us. She was
introduced and stepped up to the podium.
As she began to deliver her prepared
speech, she dropped her three by five cards
on the floor. Frustrated and a little
embarrassed she leaned into the
microphone and simply said, “I’m sorry I’m
so jittery. I gave up beer for Lent and this
whiskey is killing me! I’ll never get my
speech back in order so let me just tell
you what I know.”
As we laughed she cleared her throat and
began, “We do not stop playing because we
are old; we grow old because we stop
playing. There are only four secrets to
staying young, being happy, and achieving
success. You have to laugh and find humor
every day.
You’ve got to have a dream. When you lose
your dreams, you die.
We have so many people walking around
who are dead and don’t even know it!There
is a huge difference between growing
older and growing up.
If you are nineteen years old and lie in bed
for one full year and don’t do one
productive thing, you will turn twenty years
old.
If I am eighty-seven years old and stay in
bed for a year and never do anything I will
turn eighty-eight.
Anybody can grow older. That doesn’t take
any talent or ability. The idea is to grow up
by always finding opportunity in change.
Have no regrets.
The elderly usually don’t have regrets for
what we did, but rather for things we did
not do. The only people who fear death are
those
with regrets.”
She concluded her speech by courageously
singing “The Rose.”
She challenged each of us to study the lyrics
and live them out in our daily lives.
At the year’s end Rose finished the college
degree she had begun all those years ago.
One week after graduation Rose died
peacefully in her sleep.
Over two thousand college students
attended her funeral in tribute to the
wonderful woman who taught by example
that it’s
never too late to be all you can possibly
be .When you finish reading this, please
send this peaceful word of advice to your
friends and family, they’ll really enjoy it!
These words have been passed along in
loving memory of ROSE.
REMEMBER, GROWING OLDER IS MANDATORY.
GROWING UP IS
OPTIONAL.

Direct Entry Application Into National
Open University of Nigeria, NOUN For
2013/2014 Is On
Direct Entry Admission Into National
Open University of Nigeria, NOUN —
Applications are invited from suitably
qualified candidates for the 2012/2014
Direct Entry admission of the National
Open University of Nigeria (NOUN)
The following are the courses available
at National Open University of Nigeria
and the requirements for each course.
DETAILS OF THE NOUN DIRECT ENTRY
REQUIREMENTS
1. B.SC. COOPERATIVES MANAGEMENT
Candidates are required to possess any
one of the following:
(i) OND (Upper Credit) in any of these
areas –
Cooperative Studies
Accounting
Banking and Finance
Marketing
(ii) NCE with a minimum of 1 merit and
2 passes. Apart from Education, relevant
subjects should include:
Accounting
Business Studies
Economics
(iii) GCE Advanced Level, with at least 2
credit passes. Relevant subjects to
include:
Accounting
Business Management
Economics
Government
2. B.SC. HOSPITALITY MANAGEMENT
Candidates are required to possess any
one of the following:
(i) OND (Upper Credit) in any of these
areas –
Home Economics
Hotel & Catering Management
Hospitality Management
(ii) NCE with a minimum of 1 merit and 2
passes. Apart from Education, subjects
to include:
Home Economics
(iii) GCE Advanced Level, with at least 2
credit passes. Relevant subjects to
include:
Home Science & Management
Accounting
Business Management
Economics
Government
3. B.SC. ENTREPRENEURIAL & BUSINESS
MANAGEMENT
Candidates are required to possess any
one of the following:
(i) OND (Upper Credit) in any of these
areas –
Business Studies
Business Administration
Marketing
Cooperative Studies
(ii) NCE with a minimum of 1 merit and 2
passes. Apart from Education, subjects
to include:
Accounting
Business Studies
Economics
(iii) GCE Advanced Level, with at least 2
credit passes. Relevant subjects to
include:
Accounting
Business Management
Economics
Government
4. B.SC. ACCOUNTING
Candidates are required to possess any
one of the following:
(i) OND (Upper Credit) in –
Accounting
(ii) GCE Advanced Level, with at least 2
credit passes. Relevant subjects to
include:
Accounting
Business Management
Economics
Government
Sgd
Josephine O. Akinyemi (Mrs)
Registrar
For more information regarding the
2013/2014 DE Admission Into the
National Open University of Nigeria,
NOUN, Visit NOUN Website.

Two rare gems

Today I pause to celebrate this day..June 8 to
me is special and for ever carved in my
memory.This is because God presented to the
world two great gems and to me two great
friends. Life and literature is filled with stories
of great famous friendships.friends are
unique cos wherever we are,its friends that
really makes our world….Can will ever forget
Jonathan&David?or Abraham Lincoln&Mr
speed or Thomas jefferson&John Adams…. Its
intresting that both gems are from Ijesha/
ekiti axis.Omole oluwaseun florence and
Akande oluwashina onilede etc………(oruko po
gan).Omole its great having the honour of bn
ur frd thru thick &thin.And To you Onilede..Am
short of Words…Tis been great knowing you
and bn by ur side from SHS,PIC era to CC
now….I leave you with the words of Lincoln to
his frd joshua speed….YOU KNOW MY DESIRE
TO BEFRIEND YOU IS EVERLASTING….THAT I
WILL NEVER CEASE.HBD to two great gems….

NIGERIAN NAVY DIRECT SHORT SERVICE
COMMISSION COURSE 22 (2013) MASSIVE
RECRUITMENT DD12/07/13 #jobs #navy #nig
Job Description
APPLICATIONS ARE INVITED FROM QUALIFIED
NIGERIANS FOR DIRECT SHORT SERVICE
COMMISSION INTO THE NIGERIAN NAVY IN THE
UNDER-LISTED DEPARTMENTS:
ACCOUNTS AND BUDGET
CHAPLAIN
EDUCATION
ENGINEERING
HUMAN RESOURCE MANAGEMENT
HYDROGRAPHY
NAVAL INFORMATION
INFORMATION AND COMMUNICATION
TECHNOLOGY
IMAM
LEGAL SERVICES
LOGISTICS
MEDICAL
SEAMAN
ENTRY QUALIFICATIONS FOR DIRECT SHORT
SERVICE COMMISSION-COURSE 22
TO APPLY: http://www.jobfastng.com/jobs/
nigerian-navy-direct-short-service-
commission-course-22-2013/