Category Archives: Human Resources Management

Self Discipline – One of the hallmarks of Leadership

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A good definition of Self Discipline is this:

 “Self discipline is the ability to make yourself do what you should do when you should do it, whether you feel like it or not.”

To lead, leaders are so committed with their visions that they make themselves do what they should do under any circumstances.

The good thing about this is that leadership is a decision, is a commitment, is an attitude. Self discipline is like the horse you ride to achieve things, to move people, to communicate, to go the extra mile.

Your job is to “tame” that horse to help you achieve your goals and vision.

Another way to see self discipline is not letting your emotions or hard feelings take on you. A self disciplined person controls himself or herself, because he or she knows that only by doing the things that is committed to, is the way to achieve his or her vision.

Every Great leader has shown tons of self discipline in the key areas of their lives. Nelson Mandela, Martin Luther King Jr, Gandhi, Soekarno, Lee Kuan Yew, Churchill, Gamal Abdel Nasser, Charles de Gaulle and so on.

Self discipline is essential to leadership, you can’t pretend to be a leader, if you don’t have some discipline in your life. After all, you are a model for others, and people looks for discipline in the core foundation of their leaders.

To me, discipline is the flip side of commitment. People with high levels of self discipline most of the time have a tremendous self esteem because they’re committed in all they do. They don’t lose time on things they don’t want. They appreciate their time, and other’s too.

Fortunately Self discipline is an ability that can be learned.

(Peter Frans – Principal Consultant)

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LEADERSHIP & MANAGEMENT TRAINING COURSES

 

Reasons To Change A Corporate Culture

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Changing a corporate culture is an option to be selected only after a thorough analysis of the existing culture. Before rushing in to change things it is necessary to understand the culture as it exists now, and to be clear about where you want it to go. In a large organization, shifting the culture is like turning a battleship. The captain should plan well in advance, have ample power, have enough time and space. Here are some reasons you might … Continue reading →

I own the problem

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It is easy to be a winner when the sun shines, and when you are in love and all is well. In reality it is much harder in the face of persistent problems and difficulties. On those days we tend to blame the government, the weather, rising prices and all the people around us. Anything and everything that is available that is available can be, an probably will be, blamed. It is a help at this stage if you recognize … Continue reading →

An Effective Leader Is Courageous

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  Courage is the intangible leadership quality of which greatness is made. It is demonstrated when a person endures severe pressure, conflict or adversity with grace and dignity. All exceptional leaders seem to have their fair share of it. How does someone acquire courage? There is no simple formula for doing so. Nevertheless, I have come to the conclusion that an individual’s continued courage under trying circumstances comes from spiritual strength. As Cicero said, “A man of courage is also … Continue reading →

HR Management Planning Tools

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HR MANAGEMENT PLANNING TOOLS HR professionals are constantly looking for new tools. Below is a list of pro-active HR planning tools that might help you to improve your companies competitive advantage. Corporate Head count “Fat” Assessment Plan Ever wonder why the decision that we need layoffs seems to come up as a surprise? Why not establish a set of assessment tools that will let you know in advance where head count and overhead costs are excessive. Redeployment / Agility Plans … Continue reading →

Human Relations & Motivation

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Anton, a technical specialist at a Pharmaceutical Company, left his manager’s office and walked back to his desk. He sat there quietly for a moment staring at the window wall that faced the area he shared with several other technicians. Suddenly, Anton picked up the heavy urn that held the dozens of colored pens he used in his work. As his colleagues looked up from their desks, Anton dumped the pens on the floor and smiled at them. He stood … Continue reading →

Why Organizations Are Struggling

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Most organizational structures have evolved over many years under a variety of executives. Structural adjustments were made to accommodate new strategies, technologies and services, special projects, and occasionally to handle personal career issues. Periodically, job descriptions and working relationships were changed as cyclic pressures for centralization and decentralization were felt. The resulting organizational structures seemed reasonable at the time, but now they may, in fact, be haphazard and dysfunctional. The purpose of an organization is to process more variety than … Continue reading →

The Problem Of Fragmentation

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In my practice assisting organizations to plan and implement Change , we often encounter organizations with ‘fragmentation” problem. They continually fragment problems into pieces; yet the challenges they face are almost always systemic. According to Senge & Deming, this fact may have its roots in early childhood. Since our first school days, we learn to break the world apart and disconnect ourselves from it. We memorize isolated facts, read static accounts of history, study abstract theories, and acquire ideas unrelated … Continue reading →

Managing Conflict: The A-E-I-O-U Model

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A dour Englishman was seated on a train between two ladies arguing about the window. One claimed that she would die of heatstroke if it stayed closed. The other said she would expire of pneumonia if it was opened. The ladies called the conductor, who didn’t know how to resolve the conflict. Finally, the gentleman spoke up. “First, open the window. That will kill the one. Then close it. That will kill the other. Then we will have peace.” The above obviously is … Continue reading →