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-- --------------------------------------------------------
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-- --------------------------------------------------------
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-- --------------------------------------------------------
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-- --------------------------------------------------------
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-- --------------------------------------------------------
--
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-- --------------------------------------------------------
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This is the second maintenance release of 3.5, fixing <a href="http://core.trac.wordpress.org/query?status=closed&group=resolution&milestone=3.5.2">12 bugs</a>. <strong>This is a security release for all previous versions and we strongly encourage you to update your sites immediately.</strong> The WordPress security team resolved seven security issues, and this release also contains some additional security hardening.</p>\n<p>The security fixes included:</p>\n<ul>\n<li>Blocking server-side request forgery attacks, which could potentially enable an attacker to gain access to a site.</li>\n<li>Disallow contributors from improperly publishing posts, reported by <a href="http://kovshenin.com/">Konstantin Kovshenin</a>, or reassigning the post’s authorship, reported by <a href="http://www.sharefaith.com/">Luke Bryan</a>.</li>\n<li>An update to the SWFUpload external library to fix cross-site scripting vulnerabilities. Reported by <a href="http://ma.la">mala</a> and <a href="http://mars.iti.pk.edu.pl/~grucha/">Szymon Gruszecki</a>. (Developers: More on SWFUpload <a href="http://make.wordpress.org/core/2013/06/21/secure-swfupload/">here</a>.)</li>\n<li>Prevention of a denial of service attack, affecting sites using password-protected posts.</li>\n<li>An update to an external TinyMCE library to fix a cross-site scripting vulnerability. Reported by <a href="http://twitter.com/rinakikun">Wan Ikram</a>.</li>\n<li>Multiple fixes for cross-site scripting. Reported by <a href="http://webapplicationsecurity.altervista.org/">Andrea Santese</a> and Rodrigo.</li>\n<li>Avoid disclosing a full file path when a upload fails. Reported by <a href="http://hauntit.blogspot.de/">Jakub Galczyk</a>.</li>\n</ul>\n<p>We appreciated <a href="http://codex.wordpress.org/FAQ_Security">responsible disclosure</a> of these issues directly to our security team. 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From a discussion between myself and Mike Little about forking our favorite blogging software, to powering 18% of the web. It’s been a crazy, exciting, journey, and one that won’t stop any time soon. At ten years, it’s fun […]";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:14:"Matt Mullenweg";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:40:"http://purl.org/rss/1.0/modules/content/";a:1:{s:7:"encoded";a:1:{i:0;a:5:{s:4:"data";s:9852:"<p><img class="alignright" alt="" align="right" src="http://wpdotorg.files.wordpress.com/2013/05/wp10.jpg" width="316" height="164" />It’s been ten years since we started this thing, and what a long way we’ve come. From a discussion between myself and <a href="http://mikelittle.org/">Mike Little</a> about <a href="http://ma.tt/2003/01/the-blogging-software-dilemma/">forking our favorite blogging software</a>, to powering 18% of the web. It’s been a crazy, exciting, journey, and one that won’t stop any time soon.</p>\n<p>At ten years, it’s fun to reflect on our beginnings. We launched WordPress on 27th May 2003, but that wasn’t inception. Go back far enough, and you can <a href="http://zengun.org/weblog/archives/2001/06/post1958/">read a post by Michel Valdrighi</a> who, frustrated by the self-hosted blogging platforms available, decided to write his own software; “b2, a PHP+MySQL alternative to Blogger and GreyMatter.” b2 was easy to install, easy to configure, and easy for developers to extend. Of all the blogging platforms out there, <a href="http://cafelog.com">b2</a> was the right one for me: I could write my content and get it on the web quickly and painlessly.</p>\n<p>Sometimes, however, life gets in the way. In 2002, Michel stopped maintaining b2. Over time, security flaws became apparent and updates were needed and, while the b2 community could write patches and fixes, no one was driving the software forward. We were lucky that Michel decided to release b2 under the GPL; the software may have been abandoned, but we weren’t without options. A fork was always a possibility. That was where it stood in January 2003, when <a href="http://ma.tt/2003/01/the-blogging-software-dilemma/">I posted about forking b2</a> and <a href="http://ma.tt/2003/01/the-blogging-software-dilemma/#comment-445">Mike responded</a>. The rest, as they say, is history.</p>\n<p>From the very beginning to the present day, I’ve been impressed by the thought, care, and dedication that WordPress’ developers have demonstrated. Each one has brought his or her unique perspective, each individual has strengthened the whole. It would be impossible to thank each of them here individually, but their achievements speak for themselves. In WordPress 1.2 the new Plugin API made it easy for developers to extend WordPress. In the same release <code>gettext()</code> internationalization opened WordPress up to every language (hat tip: <a href="http://ryan.boren.me/">Ryan Boren</a> for spending hours wrapping strings with gettext). In WordPress 1.5 our Theme system made it possible for WordPress users to quickly change their site’s design: there was huge resistance to the theme system from the wider community at the time, but can you imagine WordPress without it? Versions 2.7, 2.8, and 2.9 saw improvements that let users install and update their plugins and themes with one click. WordPress has seen a redesign by <a href="http://v2.happycog.com/create/wordpress/?p=design/wordpress/">happycog</a> (2.3) and gone under extensive user testing and redesign (<a href="http://www.slideshare.net/edanzico/riding-the-crazyhorse-future-generation-wordpress-presentation">Crazyhorse</a>, Liz Danzico and Jen Mylo, WordPress 2.5). In WordPress 3.0 we merged WordPress MU with WordPress — a huge job but 100% worth it. And in WordPress 3.5 we revamped the media uploader to make it easier for people to get their images, video, and media online.</p>\n<p>In sticking to our commitment to user experience, we’ve done a few things that have made us unpopular. The <a href="http://tech.gaeatimes.com/index.php/archive/wordpress-wysiwyg-editor-is-a-disaster/">WYSIWYG editor</a> was hated by many, especially those who felt that if you have a blog you should know HTML. Some developers hated that we stuck with our code, refusing to rewrite, but it’s always been the users that matter: better a developer lose sleep than a site break for a user. Our code isn’t always beautiful, after all, when WordPress was created most of us were still learning PHP, but we try to make a flawless experience for users.</p>\n<p>It’s not all about developers. WordPress’ strength lies in the diversity of its community. From the start, we wanted a low barrier to entry and we came up with our “famous 5 minute install”. This brought on board users from varied technical background: people who didn’t write code wanted to help make WordPress better. If you couldn’t write code, it didn’t matter: you could answer a question in the support forums, write documentation, translate WordPress, or build your friends and family a WordPress website. There is <a href="https://make.wordpress.org/">space in the community</a> for anyone with a passion for WordPress.</p>\n<p>It’s been wonderful to see all of the people who have used WordPress to build their home on the internet. Early on <a href="http://wordpress.org/news/2004/04/switchers/">we got excited</a> by <a href="http://wordpress.org/news/2004/04/more-switchers/">switchers</a>. From a community of tinkerers we grew, as writers such as <a href="http://ma.tt/2004/05/om-malik/">Om Malik</a>, <a href="http://dougal.gunters.org/blog/2004/05/15/mark-pilgrim-switches/">Mark Pilgrim</a>, and <a href="http://ma.tt/2004/07/mollycom-switches/">Molly Holzschlag</a> made the switch to WordPress. Our commitment to effortless publishing quickly paid off and has continued to do so: <strong>the WordPress 1.2 release saw 822 downloads per day, our latest release, WordPress 3.5, has seen 145,692 per day.</strong></p>\n<p>I’m continually amazed by what people have built with WordPress. I’ve seen <a href="http://justintimberlake.com/main/">musicians</a> and <a href="http://ma.tt/2013/01/neil-leifer-on-wordpress/">photographers</a>, magazines such as <a href="http://life.time.com/">Life</a>, <a href="http://boingboing.net/">BoingBoing</a>, and the <a href="http://observer.com/">New York Observer</a>, <a href="http://www.compliance.gov/">government websites</a>, a <a href="http://josephscott.org/archives/2011/05/pressfs-a-wordpress-filesystem/">filesystem</a>, <a href="http://www.ymcanyc.org/association/pages/y-mvp"> mobile applications</a>, and even <a href="http://www.viper007bond.com/2010/06/12/so-apparently-wordpress-can-guide-missiles/">seen WordPress guide missiles</a>.</p>\n<p>As the web evolves, WordPress evolves. Factors outside of our control will always influence WordPress’ development: today it’s mobile devices and retina display, tomorrow it could be Google Glass or technology not yet conceived. A lot can happen in ten years! As technology changes and advances, WordPress has to change with it while remaining true to its core values: making publishing online easy for everyone. How we rise to these challenges will be what defines WordPress over the coming ten years.</p>\n<p><strong>To celebrate ten years of WordPress, we’re working on a book about our history.</strong> We’re carrying out interviews with people who have involved with the community from the very beginning, those who are still around, and those who have left. It’s a huge project, but we wanted to have something to share with you on the 10th anniversary. To learn about the very early days of WordPress, just after Mike and I forked b2 <a href="http://wordpress.org/about/history/">you can download Chapter 3 right here</a>. We’ll be releasing the rest of the book serially, so watch out as the story of the last ten years emerges.</p>\n<p>In the meantime, <a href="http://ma.tt/2013/05/dear-wordpress/"> I penned my own letter to WordPress</a> and other community members have been sharing their thoughts:</p>\n<ul>\n<li><a href="http://zed1.com/journalized/archives/2013/01/25/wordpress-a-10-year-journey/">Mike Little on our Ten Year Journey</a>.</li>\n<li>Core contributor Helen Hou-Sandi <a href="http://helen.wordpress.com/2013/05/27/happy-10th-wordpress-and-thanks-from-my-little-family/">wishes WordPress happy birthday</a>.</li>\n<li>Peter Westwood on <a href="http://blog.ftwr.co.uk/archives/2013/05/27/a-decade-gone-more-to-come/">a decade gone</a>.</li>\n<li>Support rep Mika Epstein <a href="http://ipstenu.org/2013/you-me-and-wp/">on her WordPress journey</a>.</li>\n<li>Dougal Campbell <a href="http://dougal.gunters.org/blog/2013/05/27/instagram-my-wife-suzecampbell-and-i-celebrating-the-wordpress-10th-anniversary-with-bbq-in-our-wordpress-shirts-wp10/">celebrating with his wife, Suze</a>.</li>\n<li>Otto on <a href="http://ottodestruct.com/blog/2013/how-wp-affected-me/">how WordPress affected him</a>.</li>\n</ul>\n<p>You can see how WordPress’ 10th Anniversary was celebrated all over the world <a href="http://wp10.wordpress.net/">by visiting the wp10 website</a>, according to Meetup we had 4,999 celebrators.</p>\n<p>To finish, I just want to say thank you to everyone: to the developers who write the code, to the designers who make WordPress sing, to the worldwide community translating WordPress into so many languages, to volunteers who answer support questions, to those who make WordPress accessible, to the systems team and the plugin and theme reviewers, to documentation writers, event organisers, evangelists, detractors, supporters and friends. Thanks to the jazzers whose music inspired us and whose names are at the heart of WordPress. Thanks to everyone who uses WordPress to power their blog or website, and to everyone who will in the future. Thanks to WordPress and its community that I’m proud to be part of.</p>\n<p>Thank you. I can’t wait to see what the next ten years bring.</p>\n<p><em>Final thanks to <a href="http://siobhanmckeown.com/">Siobhan McKeown</a> for help with this post.</em></p>\n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:36:"http://wellformedweb.org/CommentAPI/";a:1:{s:10:"commentRss";a:1:{i:0;a:5:{s:4:"data";s:54:"http://wordpress.org/news/2013/05/ten-good-years/feed/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:38:"http://purl.org/rss/1.0/modules/slash/";a:1:{s:8:"comments";a:1:{i:0;a:5:{s:4:"data";s:1:"0";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:2;a:6:{s:4:"data";s:42:"\n \n \n \n \n \n \n\n \n \n \n \n \n ";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:5:{s:0:"";a:7:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:22:"The Next 10 Starts Now";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:57:"http://wordpress.org/news/2013/05/the-next-10-starts-now/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:8:"comments";a:1:{i:0;a:5:{s:4:"data";s:66:"http://wordpress.org/news/2013/05/the-next-10-starts-now/#comments";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Mon, 27 May 2013 20:47:05 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:8:"category";a:1:{i:0;a:5:{s:4:"data";s:9:"Community";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:33:"http://wordpress.org/news/?p=2594";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:365:"All around the globe today, people are celebrating the 10th anniversary of the first WordPress release, affectionately known as #wp10. Watching the feed of photos, tweets, and posts from Auckland to Zambia is incredible; from first-time bloggers to successful WordPress-based business owners, people are coming out in droves to raise a glass and share the […]";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:8:"Jen Mylo";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:40:"http://purl.org/rss/1.0/modules/content/";a:1:{s:7:"encoded";a:1:{i:0;a:5:{s:4:"data";s:3901:"<p>All around the globe today, people are celebrating the 10th anniversary of the first WordPress release, affectionately known as #wp10. <a href="http://wp10.wordpress.net">Watching the feed</a> of photos, tweets, and posts from Auckland to Zambia is incredible; from first-time bloggers to successful WordPress-based business owners, people are coming out in droves to raise a glass and share the “holiday” with their local communities. With hundreds of parties going on today, it’s more visible than ever just how popular WordPress has become.</p>\n<p><strong>Thank you to everyone who has ever contributed to this project: your labors of love made this day possible.</strong></p>\n<p>But today isn’t just about reflecting on how we got this far (though I thought <a href="http://ma.tt/2013/05/dear-wordpress/">Matt’s reflection on the first ten years</a> was lovely). We are constantly moving forward. As each release cycle begins and ends (3.6 will be here soon, promise!), we always see an ebb and flow in the contributor pool. Part of ensuring the longevity of WordPress means mentoring new contributors, continually bringing new talent and fresh points of view to our family table.</p>\n<p>I am beyond pleased to announce that this summer we will be mentoring 8 interns, most of them new contributors, through <a href="http://www.google-melange.com/gsoc/homepage/google/gsoc2013">Google Summer of Code</a> and the <a href="https://live.gnome.org/OutreachProgramForWomen/2013/JuneSeptember">Gnome Outreach Program for Women</a>. Current contributors, who already volunteer their time working on WordPress, will provide the guidance and oversight for a variety of exciting projects this summer. Here are the people/projects involved in the summer internships:</p>\n<ul>\n<li><strong><strong>Ryan McCue</strong>, </strong>from Australia, working on a JSON-based REST API. Mentors will be Bryan Petty and Eric Mann, with a reviewer assist from Andrew Norcross.</li>\n<li><strong>Kat Hagan</strong>, from the United States, working on a Post by Email plugin to replace the core function. Mentors will be Justin Shreve and George Stephanis, with an assist from Peter Westwood.</li>\n<li><strong>Siobhan Bamber</strong>, from Wales, working on a support (forums, training, documentation) internship. Mentors will be Mika Epstein and Hanni Ross.</li>\n<li><strong>Frederick Ding</strong>, from the United States, working on improving portability. Mentors will be Andrew Nacin and Mike Schroder.</li>\n<li><strong>Sayak Sakar</strong>, from India, working on porting WordPress for WebOS to Firefox OS. Mentor will be Eric Johnson.</li>\n<li><strong>Alex Höreth</strong>, from Germany, working on adding WordPress native revisions to the theme and plugin code editors. Mentors will be Dominik Schilling and Aaron Campbell, with a reviewer assist from Daniel Bachhuber.</li>\n<li><strong>Mert Yazicioglu</strong>, from Turkey, working on ways to improve our community profiles at profiles.wordpress.org. Mentors will be Scott Reilly and Boone Gorges.</li>\n<li><strong>Daniele Maio</strong>, from Italy, working on a native WordPress app for Blackberry 10. Mentor will be Danilo Ercoli.</li>\n</ul>\n<p>Did you notice that our summer cohort is as international as the #wp10 parties going on today? I can only think that this is a good sign.</p>\n<p>It’s always a difficult process to decide which projects to mentor through these programs. There are always more applicants with interesting ideas with whom we’d like to work than there are opportunities. Luckily, WordPress is a free/libre open source software project, and anyone can begin contributing at any time. Is this the year for you? We’d love for you to join us as we work toward #wp20. <img src=''http://wordpress.org/news/wp-includes/images/smilies/icon_wink.gif'' alt='';)'' class=''wp-smiley'' /> </p>\n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:36:"http://wellformedweb.org/CommentAPI/";a:1:{s:10:"commentRss";a:1:{i:0;a:5:{s:4:"data";s:62:"http://wordpress.org/news/2013/05/the-next-10-starts-now/feed/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:38:"http://purl.org/rss/1.0/modules/slash/";a:1:{s:8:"comments";a:1:{i:0;a:5:{s:4:"data";s:1:"0";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:3;a:6:{s:4:"data";s:42:"\n \n \n \n \n \n \n\n \n \n \n \n \n ";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:5:{s:0:"";a:7:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:20:"WordPress 3.6 Beta 3";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:55:"http://wordpress.org/news/2013/05/wordpress-3-6-beta-3/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:8:"comments";a:1:{i:0;a:5:{s:4:"data";s:64:"http://wordpress.org/news/2013/05/wordpress-3-6-beta-3/#comments";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Sat, 11 May 2013 03:44:41 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:8:"category";a:1:{i:0;a:5:{s:4:"data";s:11:"Development";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:33:"http://wordpress.org/news/?p=2584";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:374:"WordPress 3.6 Beta 3 is now available! This is software still in development and we really don’t recommend that you run it on a production site — set up a test site just to play with the new version. To test WordPress 3.6, try the WordPress Beta Tester plugin (you’ll want “bleeding edge nightlies”). Or you can download the beta here (zip). Beta […]";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:12:"Mark Jaquith";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:40:"http://purl.org/rss/1.0/modules/content/";a:1:{s:7:"encoded";a:1:{i:0;a:5:{s:4:"data";s:2452:"<p>WordPress 3.6 Beta 3 is now available!</p>\n<p>This is software still in development and <strong>we <em>really</em> don’t recommend that you run it on a production site</strong> — set up a test site just to play with the new version. To test WordPress 3.6, try the <a href="http://wordpress.org/extend/plugins/wordpress-beta-tester/">WordPress Beta Tester</a> plugin (you’ll want “bleeding edge nightlies”). Or you can <a href="http://wordpress.org/wordpress-3.6-beta3.zip">download the beta here</a> (zip).</p>\n<p>Beta 3 contains about a hundred changes, including improvements to the image Post Format flow (yay, drag-and-drop image upload!), a more polished revision comparison screen, and a more quote-like quote format for Twenty Thirteen.</p>\n<p>As a bonus, we now have oEmbed support for the popular music-streaming services <a href="http://www.rdio.com/">Rdio</a> and <a href="http://www.spotify.com/">Spotify</a> (the latter of which kindly created an oEmbed endpoint a mere 24 hours after we lamented their lack of one). Here’s an album that’s been getting a lot of play as I’ve been working on WordPress 3.6:</p>\n<p><iframe width="500" height="250" src="https://rd.io/i/Qj5r8SE//?source=oembed" frameborder="0"></iframe></p>\n<p><iframe src="https://embed.spotify.com/?uri=spotify:album:6dJZDZMNdBPZrJcNv57bEq" width="300" height="380" frameborder="0" allowtransparency="true"></iframe></p>\n<p>Plugin developers, theme developers, and WordPress hosts should be testing beta 3 extensively. The more you test the beta, the more stable our release candidates and our final release will be.</p>\n<p>As always, if you think you’ve found a bug, you can post to the <a href="http://wordpress.org/support/forum/alphabeta">Alpha/Beta area</a> in the support forums. Or, if you’re comfortable writing a reproducible bug report, <a href="http://core.trac.wordpress.org/">file one on the WordPress Trac</a>. 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This is software still in development and we really don’t recommend that you run it on a production site — set up a test site just to play with the new version. To test WordPress 3.6, try the WordPress Beta Tester plugin (you’ll want “bleeding edge nightlies”). Or you can download the beta here (zip). The […]";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:12:"Mark Jaquith";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:40:"http://purl.org/rss/1.0/modules/content/";a:1:{s:7:"encoded";a:1:{i:0;a:5:{s:4:"data";s:2057:"<p>WordPress 3.6 Beta 2 is now available!</p>\n<p>This is software still in development and <strong>we <em>really</em> don’t recommend that you run it on a production site</strong> — set up a test site just to play with the new version. To test WordPress 3.6, try the <a href="http://wordpress.org/extend/plugins/wordpress-beta-tester/">WordPress Beta Tester</a> plugin (you’ll want “bleeding edge nightlies”). Or you can <a href="http://wordpress.org/wordpress-3.6-beta2.zip">download the beta here</a> (zip).</p>\n<p>The longer-than-usual delay between beta 1 and beta 2 was due to poor user testing results with the Post Formats UI. Beta 2 contains a modified approach for format choosing and switching, which has done well in user testing. We’ve also made the Post Formats UI hide-able via Screen Options, and set a reasonable default based on what your theme supports.</p>\n<p>There were a lot of bug fixes and polishing tweaks done for beta 2 as well, so definitely check it out if you had an issues with beta 1.</p>\n<p>Plugin developers, theme developers, and WordPress hosts should be testing beta 2 extensively. 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This year, we’re happy to be participating as a mentoring organization with two respected summer internship programs: <a href="http://www.google-melange.com/gsoc/homepage/google/gsoc2013">Google Summer of Code (GSoC)</a> and the Gnome Outreach Program for Women.</p>\n<h3>Google Summer of Code</h3>\n<p>GSoC is a summer internship program funded by Google specifically for college/university student developers to work on open source coding projects. We have participated in the Google Summer of Code program in the past, and have enjoyed the opportunity to work with students in this way. Some of our best core developers were GSoC students once upon a time!</p>\n<p><a href="http://codex.wordpress.org/GSoC2013#Mentors">Our mentors</a>, almost 30 talented developers with experience developing WordPress, will provide students with guidance and feedback over the course of the summer, culminating in the release of finished projects at the end of the program if all goes well.</p>\n<p>Students who successfully complete the program earn $5,000 for their summer efforts. Interested, or know a college student (newly accepted to college counts, too) who should be? All the information you need about our participation in the program, projects, mentors, and the application process is available on the <a href="http://codex.wordpress.org/GSoC2013">GSoC 2013 page in the Codex</a>.</p>\n<h3>Gnome Outreach Program for Women</h3>\n<p>It’s not news that women form a low percentage of contributors in most open source projects, and WordPress is no different. We have great women in the contributor community, including some in fairly visible roles, but we still have a lot of work to do to get a representative gender balance on par with our user base.</p>\n<p>The Gnome Outreach Program for Women aims to provide opportunities for women to participate in open source projects, and offers a similar stipend, but there are three key differences between GSoC and Gnome aside from the gender requirement for Gnome.</p>\n<ol>\n<li><span style="font-size: 13px;line-height: 19px">The Gnome program allows intern projects in many areas of contribution, not just code. In other words, interns can propose projects like documentation, community management, design, translation, or pretty much any area in which we have people contributing (including code).</span></li>\n<li><span style="font-size: 13px;line-height: 19px">The Gnome Outreach Program for Women doesn’t require interns to be college students, though students are definitely welcome to participate. This means that women in all stages of life and career can take the opportunity to try working with open source communities for the summer.</span></li>\n<li><span style="font-size: 13px;line-height: 19px">We have to help raise the money to pay the interns. Google funds GSoC on its own, and we only have to provide our mentors’ time. Gnome doesn’t have the same funding, so we need to pitch in to raise the money to cover our interns. If your company is interested in helping with this, please check out the program’s </span><a style="font-size: 13px;line-height: 19px" href="https://live.gnome.org/OutreachProgramForWomen#For_Organizations_and_Companies">sponsorship information</a><span style="font-size: 13px;line-height: 19px"> and follow the contact instructions to get involved. You can earmark donations to support WordPress interns, or to support the program in general. (Pick us, pick us! <img src=''http://wordpress.org/news/wp-includes/images/smilies/icon_smile.gif'' alt='':)'' class=''wp-smiley'' /> )</span></li>\n</ol>\n<p>The summer installment of the Gnome Outreach Program for Women follows the same schedule and general application format as GSoC, though there are more potential projects since it covers more areas of contribution. Women college students interested in doing a coding project are encouraged to apply for both programs to increase the odds of acceptance. All the information you need about our participation in the program, projects, mentors, and the application process is available on the <a href="http://codex.wordpress.org/Gnome_Summer_Program_for_Women">Gnome Outreach Program for Women page in the Codex</a>.</p>\n<p>The application period just started, and it lasts another week (May 1 for Gnome, May 3 for GSoC), so if you think you qualify and are interested in getting involved, check out the information pages, get in touch, and apply… Good luck!</p>\n<p><a href="http://codex.wordpress.org/GSoC2013">Google Summer of Code 2013 Information</a><br />\n<a href="http://codex.wordpress.org/Gnome_Summer_Program_for_Women">Gnome Summer Outreach Program for Women 2013 Information</a></p>\n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:36:"http://wellformedweb.org/CommentAPI/";a:1:{s:10:"commentRss";a:1:{i:0;a:5:{s:4:"data";s:81:"http://wordpress.org/news/2013/04/summer-mentorship-programs-gsoc-and-gnome/feed/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:38:"http://purl.org/rss/1.0/modules/slash/";a:1:{s:8:"comments";a:1:{i:0;a:5:{s:4:"data";s:1:"0";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:6;a:6:{s:4:"data";s:51:"\n \n \n \n \n \n \n \n \n \n\n \n \n \n \n \n ";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:5:{s:0:"";a:7:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:31:"WordPress 10th Anniversary Tees";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:66:"http://wordpress.org/news/2013/04/wordpress-10th-anniversary-tees/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:8:"comments";a:1:{i:0;a:5:{s:4:"data";s:75:"http://wordpress.org/news/2013/04/wordpress-10th-anniversary-tees/#comments";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Tue, 23 Apr 2013 16:40:31 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:8:"category";a:4:{i:0;a:5:{s:4:"data";s:6:"Events";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}i:1;a:5:{s:4:"data";s:5:"Store";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}i:2;a:5:{s:4:"data";s:4:"swag";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}i:3;a:5:{s:4:"data";s:4:"wp10";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:33:"http://wordpress.org/news/?p=2561";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:338:"In honor of the upcoming 10th anniversary celebrations, we’ve put a special 10th anniversary tshirt in the swag store at cost — $10 per shirt plus shipping. They’ll be on sale at this price until the anniversary on May 27, and they’ll start shipping out the week of April 29. Some people who are planning […]";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:8:"Jen Mylo";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:40:"http://purl.org/rss/1.0/modules/content/";a:1:{s:7:"encoded";a:1:{i:0;a:5:{s:4:"data";s:1943:"<p><img class="alignleft wp-image-2562" style="font-size: 13px;line-height: 19px;margin-right: 10px" alt="WordPress 10th Anniversary logo" src="http://wordpress.org/news/files/2013/04/wp10logo.jpg" width="120" height="119" />In honor of the upcoming <a title="Save the Date: May 27" href="http://wordpress.org/news/2013/04/save-the-date-may-27/">10th anniversary celebrations</a>, we’ve put a special<a href="http://hellomerch.com/collections/wordpress/products/wordpress-10th-anniversary-t-shirt"> 10th anniversary tshirt in the swag store</a> at cost — $10 per shirt plus shipping. They’ll be on sale at this price until the anniversary on May 27, and they’ll start shipping out the week of April 29.</p>\n<p>Some people who are planning parties or who organize meetups are already talking about doing group orders to save on shipping costs, which is a great idea — just make sure you allow enough shipping time. If you’re not sure if the tees could make it to you in time on your side of the world, use the contact options at the bottom of the store page to ask about shipping times. If they can’t reach you in time and you want to have a local printer do some for your group, we’ll post the vector file on the wp10 site within the next week (and this post will get updated accordingly). </p>\n<p>The shirts are available in black or silvery gray. Why silvery gray? Because of trivia: the traditional gift for 10th anniversaries is tin or aluminum. <img src=''http://wordpress.org/news/wp-includes/images/smilies/icon_smile.gif'' alt='':)'' class=''wp-smiley'' /> </p>\n<p><a href="http://hellomerch.com/collections/wordpress/products/wordpress-10th-anniversary-t-shirt"><img class="aligncenter size-full wp-image-2563" alt="Silver and Black tshirts with WordPress 10th anniversary logo on them" src="http://wordpress.org/news/files/2013/04/wp10shirtgrayblack.jpg" width="643" height="333" /></a></p>\n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:36:"http://wellformedweb.org/CommentAPI/";a:1:{s:10:"commentRss";a:1:{i:0;a:5:{s:4:"data";s:71:"http://wordpress.org/news/2013/04/wordpress-10th-anniversary-tees/feed/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:38:"http://purl.org/rss/1.0/modules/slash/";a:1:{s:8:"comments";a:1:{i:0;a:5:{s:4:"data";s:1:"0";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:7;a:6:{s:4:"data";s:42:"\n \n \n \n \n \n \n\n \n \n \n \n \n ";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:5:{s:0:"";a:7:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:21:"Save the Date: May 27";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:55:"http://wordpress.org/news/2013/04/save-the-date-may-27/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:8:"comments";a:1:{i:0;a:5:{s:4:"data";s:64:"http://wordpress.org/news/2013/04/save-the-date-may-27/#comments";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Thu, 11 Apr 2013 13:48:42 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:8:"category";a:1:{i:0;a:5:{s:4:"data";s:13:"Uncategorized";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:33:"http://wordpress.org/news/?p=2555";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:329:"What’s on May 27, you ask? May 27, 2013 is the 10th anniversary of the first WordPress release! We think this is worth celebrating, and we want WordPress fans all over the world to celebrate with us by throwing their own parties. We’re using Meetup Everywhere to coordinate, and will be putting up a website […]";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:8:"Jen Mylo";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:40:"http://purl.org/rss/1.0/modules/content/";a:1:{s:7:"encoded";a:1:{i:0;a:5:{s:4:"data";s:2102:"<p>What’s on May 27, you ask?</p>\n<p>May 27, 2013 is the <strong>10th anniversary</strong> of the <a href="http://wordpress.org/news/2003/05/wordpress-now-available/">first WordPress release</a>!</p>\n<p>We think this is worth celebrating, and we want WordPress fans all over the world to celebrate with us by throwing their own parties. <a href="http://www.meetup.com/WordPress/">We’re using Meetup Everywhere</a> to coordinate, and will be putting up a website just for the 10th Anniversary so that we can collect photos, videos, tweets, and posts from all the parties.</p>\n<p>The rules are very simple:</p>\n<ol>\n<li><span style="line-height: 12.997159004211426px">Pick a place to go where a bunch of people can be merry — a park, a bar, a backyard, whatever</span></li>\n<li>Spread the word to local meetups, tech groups, press, etc and get people to say they’ll come to your party</li>\n<li>If 50 or more people RSVP to your party, we’ll try to send you some WordPress stickers and buttons</li>\n<li>Have party attendees post photos, videos, and the like with the #wp10 hashtag</li>\n</ol>\n<p>We’ll be using Meetup Everywhere to coordinate parties all over the world, so get your city on the map and <a href="http://www.meetup.com/WordPress/">register your party now</a> !</p>\n<p>We’ll follow up with registered organizers over the next few weeks with some tips for how to publicize your party and to get addresses for swag packages. 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Repeat." src="http://videos.videopress.com/v9AWjmPd/video-31623eb973_scruberthumbnail_0.jpg" width="160" height="120" /></a></div>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Sun, 30 Jun 2013 23:46:41 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:12:"WordPress.tv";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:1;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:37:"WordPress.tv: Matt Wiebe: Theming 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WordPress";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:28:"http://wordpress.tv/?p=20074";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:104:"http://wordpress.tv/2013/06/29/taylor-lovett-what-you-need-to-know-about-computer-science-and-wordpress/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:724:"<div id="v-reYciiDm-1" class="video-player">\n</div>\n<br /> <a rel="nofollow" href="http://feeds.wordpress.com/1.0/gocomments/wptv.wordpress.com/20074/"><img alt="" border="0" src="http://feeds.wordpress.com/1.0/comments/wptv.wordpress.com/20074/" /></a> <img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=wordpress.tv&blog=5089392&post=20074&subd=wptv&ref=&feed=1" width="1" height="1" /><div><a 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\n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:66:"WordPress.tv: Ian Stewart: From Graphic Designer to Theme Wrangler";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:28:"http://wordpress.tv/?p=20142";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:83:"http://wordpress.tv/2013/06/29/ian-stewart-from-graphic-designer-to-theme-wrangler/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:688:"<div id="v-Gseyo9tk-1" class="video-player">\n</div>\n<br /> <a rel="nofollow" href="http://feeds.wordpress.com/1.0/gocomments/wptv.wordpress.com/20142/"><img alt="" border="0" src="http://feeds.wordpress.com/1.0/comments/wptv.wordpress.com/20142/" /></a> <img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=wordpress.tv&blog=5089392&post=20142&subd=wptv&ref=&feed=1" width="1" height="1" /><div><a href="http://wordpress.tv/2013/06/29/ian-stewart-from-graphic-designer-to-theme-wrangler/"><img alt="Ian Stewart: From Graphic Designer to Theme Wrangler" src="http://videos.videopress.com/Gseyo9tk/video-f33ba145bc_scruberthumbnail_0.jpg" width="160" height="120" /></a></div>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Sat, 29 Jun 2013 12:12:46 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:12:"WordPress.tv";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:4;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:28:"Matt: Chicago & 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A few hours later at 4pm <a href="http://2013.chicago.wordcamp.org/">I’ll be at WordCamp Chicago doing a town hall</a>. Then Sunday at 4pm I’ll be up with our Quebec friends <a href="http://2013.montreal.wordcamp.org/">at WordCamp Montreal doing another town hall</a>. Then, I will sleep.</p>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Fri, 28 Jun 2013 20:29:36 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:4:"Matt";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:5;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:41:"WPTavern: The Daily Plugin for 06-28-2013";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7529";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:93:"http://feedproxy.google.com/~r/WordpressTavern/~3/iS_LQtDsy8w/the-daily-plugin-for-06-28-2013";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:6136:"<p>Today is another high volume day for plugin submissions in the repository. It’s encouraging to see the growth of the submission flow over the course of several years. Not only do we see a big variety of new plugins in both the subject matter and functionality, but there are much many older or abandoned plugins that are being retooled and re-released by newly energized coders and developers. Before we dive in to today’s samplings remember that the following plugins are not endorsements or ratings but rather small samples of what new plugins have been published into the WordPress Plugin Repository. Always test on a staging or development site before going live and make a backup of any live site before activating. OK, let’s get plugged in!</p>\n<p><a href="http://i0.wp.com/wordpress.org/plugins/wp-fancy-message-box/screenshot-1.png" rel="thumbnail"><img class="alignright" alt="WP Fancy Message Box" src="http://i2.wp.com/wordpress.org/plugins/wp-fancy-message-box/screenshot-1.png?resize=167%2C202" /></a><a title="WP Fancy Message Box" href="http://wordpress.org/plugins/wp-fancy-message-box/" target="_blank">WP Fancy Message Box</a> enables many different message or error boxes in various styles and colors which you can configure. Implemented via shortcode, such as <strong><em>[wpfmb type=''info'' theme=1]your message[/wpfmb]</em></strong><em></em>.<em> </em>As you can see, there are many different message box “themes” you can use, like success, error, warning, info, or whatever options you would like to customize. It would be great to have complete control over colors, icons used and other CSS options, though it can easily be hacked through to make the design conform to your choosing. <em><br />\n</em></p>\n<p><a title="AwesomePress" href="http://wordpress.org/plugins/awesomepress/" target="_blank">AwesomePress</a> This offering enables <a title="FontAwesome" href="http://fortawesome.github.io/Font-Awesome/" target="_blank">Font Awesome</a> Icons for WordPress. For those of you who are not aware of it, FontAwesome is a font specifically designed for Bootstrap that allows you to use a common font to display frequently used web icons. There are over 350 high resolution scalable vector icons in the single font with full CSS control. This results in a WordPress site with clean, defined icons and category headings.</p>\n<p><a title="Vimeo Master" href="http://wordpress.org/plugins/vimeo-master/" target="_blank">Vimeo Master</a> is a new plugin presenting you the ability to embed any Vimeo video in HTML 5 code format. What impresses me about this plugin is that it contains no Ajax or JavaScript. This allows for fast load time and is completely responsive. Short codes can be used to embed the video anywhere within your WordPress installation. You have full control over size, color, looping and autoplay options are also available. You also have the option to display links to your Vimeo profile.</p>\n<p><a title="Thumbnail Upload" href="http://wordpress.org/plugins/thumbnail-uploads/" target="_blank">Thumbnail Upload</a> is a plugin that permits you to upload your own thumbnail in relation to a specific post. This overrides any featured image resize options that may be in place which would ordinarily serve up a thumbnail. I enjoy having the creative freedom to choose my own thumbnails for my posts. There are often times in which I want to use an animated gif file to highlight a particular story or featured blog posts. By allowing this option I am now able to provide a much more aesthetic look and feel that conforms to the theme that I am using.</p>\n<p><a title="Disable Author Pages" href="http://wordpress.org/plugins/disable-author-pages/" target="_blank">Disable Author Pages</a> allows you The opportunity to disable the standard ../author URL designation and instead redirect to a dedicated page. This is something that I’ve always thought WordPress lacked when it came to providing attribution to the author. This plugin allows for a completely new page to be created that contains an author’s bio, social networking channels, and even the most recent feed items from a multitude of sources around the Internet. This plugin is a big improvement over the off the rack options provided by your standard WordPress installation.</p>\n<p><a href="http://i1.wp.com/s-plugins.wordpress.org/wp-ultimate-recipe/assets/screenshot-1.png" rel="thumbnail"><img class="alignright" alt="WP Ultimate Recipe" src="http://i2.wp.com/s-plugins.wordpress.org/wp-ultimate-recipe/assets/screenshot-1.png?resize=311%2C427" /></a><a title="WP Ultimate Recipe" href="http://wordpress.org/plugins/wp-ultimate-recipe/" target="_blank">WP Ultimate Recipe</a> helps those who want to create an archival of recipes on their WordPress site. It utilizes short codes or simply by clicking on the “insert recipe” button within the editor itself. The features for this plugin are quite robust, tracking ingredients, what type of course the meal is, ethnicity and cuisine type. All of these are tracked as taxonomies which means that you can sort them by any of the fields mentioned. This would result in being able to view all recipes that contain a specific ingredient, or listing all desserts as a type of cuisine selection. Photos can be added to show any stage of the recipe from start to finish. There is also an option to print the recipe with or without images. The plugin is fully responsive on all devices. It is also easily translatable, and I have tested it with Google translate with favorable results. The output looks great and entering recipes into the system is simple to do.</p>\n<p>Join us again on Monday for another edition of the Daily Plugin as we unwrap the cellophane on the newest plugins from the WordPress repository. As always you can find me on Twitter <a title="Marcus Couch on Twitter" href="https://twitter.com/marcuscouch" target="_blank">@marcuscouch</a> or leave your feedback right here at WP Tavern. Enjoy the weekend everyone!</p>\n<img src="http://feeds.feedburner.com/~r/WordpressTavern/~4/iS_LQtDsy8w" height="1" width="1" />";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Fri, 28 Jun 2013 20:00:56 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:12:"Marcus Couch";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:6;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:50:"WPTavern: Introducing WPSessions By Brian Richards";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7550";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:102:"http://feedproxy.google.com/~r/WordpressTavern/~3/0oqyxy3PdYY/introducing-wpsessions-by-brian-richards";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:8229:"<p><strong>What is WPSessions and what is its goal?</strong></p>\n<p><a href="http://i0.wp.com/www.wptavern.com/wp-content/uploads/2013/06/WPSessionsLogo.png" rel="thumbnail"><img class="aligncenter size-full wp-image-7588" alt="WPSessions Logo" src="http://i2.wp.com/www.wptavern.com/wp-content/uploads/2013/06/WPSessionsLogo.png?resize=316%2C77" /></a></p>\n<p>My main focus with <a title="http://wpsessions.com" href="http://wpsessions.com">WPSessions</a> is to provide high quality content to help train the greater WordPress community. I’m hoping to accomplish this in two ways: <strong>1)</strong> Pay expert presenters for their time so that I can curate high quality presentations on an on-going basis; <strong>2)</strong> Eventually release the presentations for free on <a title="http://www.wordpress.tv" href="http://www.wordpress.tv">WordPress.tv</a> to expand and improve our collective knowledge base. I’m also doing this for myself, because I really want to learn from all the presenters I’ve selected, specifically.</p>\n<p><strong>How will WPSessions be different than say, WPClassroom.com?</strong></p>\n<p><a href="http://i2.wp.com/www.wptavern.com/wp-content/uploads/2013/06/WPClassroomlogo.png" rel="thumbnail"><img class="aligncenter size-full wp-image-7590" alt="WPClassroom Logo" src="http://i1.wp.com/www.wptavern.com/wp-content/uploads/2013/06/WPClassroomlogo.png?resize=240%2C70" /></a></p>\n<p>The focus of WP sessions is largely based on the idea of an on-demand WordCamp, broadcast directly into your home and available on your own time. It is not intended to be a course-based learning site, or a series of instructional lessons, but a monthly event featuring live presentations and Q&A with lots of different experts. I didn’t want to build something that competed with the many great resources that already exist in our community (e.g. <a href="http://webdesign.com">http://webdesign.com</a>, <a href="http://wp101.com">http://wp101.com</a>, <a href="http://bobwp.com">http://bobwp.com</a>, etc), rather I wanted to build something that complimented them.</p>\n<p><strong>Will any of these sessions find their way onto WordPress.tv?</strong></p>\n<p>Yes! All of them, in fact. My primary goal when I set out to launch the site was to build something that could benefit everyone, regardless of how much money they had set aside for their own education. So, because of that, every presentation will make its way to WordPress.tv four months after the session has aired. The time delay, for any curious, is indeed to help sell more tickets and offset the up-front cost of hosting these events.</p>\n<p><strong>If people have to pay for a seat to attend a session and these sessions will at some point arrive on WordPress.tv, where is the incentive to pay now instead of wait and watch later?</strong></p>\n<p>The incentive, I think, is to help fund a new community-focused project and reward those who are willing to teach. Certainly, it grants you earlier access to the content, but it also gives you an opportunity to put some money back in the pockets of each expert who is taking time out of their busy schedule to impart their hard-won knowledge. Paying for the sessions, I think, also helps underscore the value of the knowledge and experience being shared. Sure, you can find much of what these experts have to teach on your own for free, but not all of it, and definitely not in such a conveniently packaged and digestible format (nor do you have such direct access to ask these experts questions).</p>\n<p>Additionally, paying for sessions will also help me fund scholarships for people who are looking to bolster their knowledge and skills, but have no money to invest just yet (e.g. students)</p>\n<p><strong>You have two sessions to start out. <a title="http://wpsessions.com/sessions/building-a-wordpress-business/" href="http://wpsessions.com/sessions/building-a-wordpress-business/">Building A WordPress Business</a> and <a title="http://wpsessions.com/sessions/building-wordpress-plugins/" href="http://wpsessions.com/sessions/building-wordpress-plugins/">Building WordPress Plugins</a>. Any other sessions planned for later this year you can tell us about?</strong></p>\n<p><a href="http://i0.wp.com/www.wptavern.com/wp-content/uploads/2013/06/UpcomingSessions.png" rel="thumbnail"><img class="aligncenter size-large wp-image-7589" alt="Upcoming Sessions" src="http://i0.wp.com/www.wptavern.com/wp-content/uploads/2013/06/UpcomingSessions.png?resize=500%2C79" /></a><br />\nI have spoken with 27 different experts from our community so far, and all of them have said yes to presenting. I can only tell you about the next two sessions for certain, though, because I haven’t planned anything out beyond that. All of this depends on the first two sessions not being a total flop :)</p>\n<p>The third session, happening sometime in August, will focus on Performance-driven Development and feature the mighty brains of Daniel Bachhuber, Aaron Jorbin and Zack Tollman. I’m planning on a double-session for September, a WP Theme Bootcamp so to speak, featuring six different theme experts each talking about a different aspect of the theme building process. From there, I already have enough experts and topics to carry us into February.</p>\n<p><strong>The idea of scholarships is intriguing. What kind of scholarships were you thinking of offering at some point?</strong></p>\n<p>I’d like to be able to offer a couple of different scholarship levels: semester (4 months) and year-long. The limit of how many I can give away really depends on how many tickets I can sell, but I’d love to admit 10 students to each level at each interval. This could also be a good opportunity for responsible sponsors and/or donations, perhaps, we’ll see how things go.</p>\n<p><strong>Can you tell us some of the technology that will help WPSessions tick such as what you’ll be using for streaming live video and if the site will be utilizing any special plugins?</strong></p>\n<p>Sure! At the moment the storefront is powered by WooCommerce. I’m running Stripe to handle credit card payments, and PayPal to facilitate anyone who can’t/doesn’t want to use a credit card. For these first two sessions I’m using Google Hangout to handle the presentations, but I’m looking into other options for the long-haul. The session viewing page itself is powered by a custom plugin I wrote just for this purpose. It registers a “Session” post type, and then uses custom meta fields for storing relevant information and posts-to-posts for connecting the session to its experts (users) and product. 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\n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:48:"WPTavern: My WordPress Is Denying Itself Service";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7553";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:100:"http://feedproxy.google.com/~r/WordpressTavern/~3/CvWHyPYSHKs/my-wordpress-is-denying-itself-service";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:2905:"<p>I need your help diagnosing whether I have a hosting problem, a WordPress problem, or if the combination of the two are causing the problem. For starters, WPTavern is hosted on HostGator.com. I’ve had few problems over the years but within the past few months, I’ve had my share of issues. I’ve been using the latest version of WordPress 3.6 during it’s development cycle. Here is the re-occurring problem. If I leave the <strong>Post Writing</strong> panel open in WordPress for an extended period of time, leave that browser tab to do other things and come back to it later, I’ll usually see a red warning message that tells me I’ve been disconnected from the server and that the message will disappear once a connection has been re-established. When I try to re-establish a connection, it takes forever to load the WPTavern website and if I’m lucky, I’ll see a <strong>500 Internal Server Error</strong>. I’ll then log into cPanel for the WPTavern account, browse the processes section and see <strong>24/25</strong> process running. It looks something like this.</p>\n<p><a href="http://i2.wp.com/www.wptavern.com/wp-content/uploads/2013/06/siteoffline.jpg" rel="thumbnail"><img class="aligncenter size-large wp-image-7554" alt="Site Offline Errors" src="http://i0.wp.com/www.wptavern.com/wp-content/uploads/2013/06/siteoffline.jpg?resize=500%2C434" /></a>When all of those processes are running, it causes the site to automatically get turned off by the host as it thinks the site is using up too many resources. I have no idea what this means other than it has some sort of relation to WordPress trying to re-establish a connection after the <strong>Post Writing</strong> panel is open for an extended amount of time with no activity. It’s almost as if something in WordPress gets stuck, generates another process, gets stuck, and the process repeats until the site is shut down. Like WordPress is denying service to itself. In the course of the past two months, I’ve gone through and cleaned up plugins, cleaned up the database, installed caching plugins, implemented CloudFlare and generally, <a title="http://www.wptavern.com/my-performance-woes" href="http://www.wptavern.com/my-performance-woes">have spring-cleaned the entire site</a> and this problem is still occurring.</p>\n<p>I want to know if anyone else is experiencing or has experienced a similar behaviour on their WordPress installation, especially if you are using HostGator as the webhost and the latest version of WordPress (3.6 development version).</p>\n<p>Oh and before you tell me to just switch to another webhost, this site will eventually be moved somewhere else but for the time being, I’d love to be able to conclude what is causing these problems.</p>\n<img src="http://feeds.feedburner.com/~r/WordpressTavern/~4/CvWHyPYSHKs" height="1" width="1" />";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Wed, 26 Jun 2013 20:49:18 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:6:"Jeffro";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:14;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:41:"WPTavern: The Daily Plugin for 06-26-2013";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7524";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:93:"http://feedproxy.google.com/~r/WordpressTavern/~3/w6Dk8HbY5w0/the-daily-plugin-for-06-26-2013";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:6140:"<p>It’s time once again to put on your digital apron and join me in the heat of the WordPress Repository kitchen to see what new plugins have just finished baking. There are plenty of tasty bits of plugin technology awaiting us today, but before we bite into today’s menu let’s all remember that these plugins are not endorsed or rated, but are highlighted to show a representation of the newest plugins in the repository. Always test on a development site before going live. Let’s get plugged in!</p>\n<p><a href="http://i1.wp.com/wordpress.org/plugins/dictionary/screenshot-1.png" rel="thumbnail"><img class="alignright" alt="Dictionary WordPress Plugin" src="http://i1.wp.com/wordpress.org/plugins/dictionary/screenshot-1.png?resize=201%2C247" /></a><a title="Dictionary WordPress Plugin" href="http://wordpress.org/plugins/dictionary/" target="_blank">Dictionary</a> is a sidebar widget that displays random words and their definitions to help your site viewers brush up on their vocabulary. It also has an inline word definition search feature enabling the user to look up words on their own. It was once said that the Dictionary was a great book because it had all the other books within it. In addition to displaying just the plain old dictionary, this plug-in also allows you the ability to restrict the dictionary to only the words that you want to include or add your own list of words and definitions from the dashboard panel. While not for your typical blog or WordPress site, this is a nice plugin that would work well for schools or other educational institutions. It would probably also work very well for those who would like to display technical terms associated with their business as opposed to the standard one page glossary of terms that many websites use.</p>\n<p><a title="FBar Social WordPress Plugin" href="http://wordpress.org/plugins/fbar-social/" target="_blank">FBar Social</a> is a new plugin from Ngan Tengyuen that displays a full social networking top bar when the user scrolls down the page beyond the main menu navigation. It displays options for Facebook, Twitter Google+, LinkedIn, Pinterest, Instagram, YouTube and just plain old RSS subscription. It also allows for social shares via a Facebook likes, Tweets and Google +1 for the site in general. Editing options include the ability to change the color of the bar, enable either fixed or full width display and add more buttons like Digg and StumbleUpon. At just 150 kB this is a lightweight plug-in with a very small footprint.</p>\n<p><a title="Converter WordPress Plugin" href="http://wordpress.org/plugins/converter/" target="_blank"><img class=" alignright" alt="Ingredients Converter plugin" src="http://i2.wp.com/wordpress.org/plugins/converter/screenshot-1.png?resize=166%2C182" />Converter</a> is a plugin used for those who want to convert units of measurement for cooking, such as Tsp to Oz, Cups to Gallons, etc. This plug-in gives you the option to include actual food ingredients (such as converting the weight of wheat flour from ounces to tablespoons) The data is derived from two internal CSV files which can be edited to include new food items or ingredients of your choosing.</p>\n<p><a title="Simple Business Hours WordPress Plugin" href="http://wordpress.org/plugins/simple-business-hours/" target="_blank">Simple Business Hours</a> plugin helps you display a business’ hours of operation as a widget. From an editing perspective this allows you to enter the businesses hours of operation on a daily basis, and even select which days the business is closed. Because this plug-in is widgetized, You can insert different hours of operation for different businesses or locations all within the same WordPress installation. The widget title is completely customizable allowing you to separate and properly identify locations and their respective hours.</p>\n<p><a title="FP News Ticker" href="http://wordpress.org/plugins/fp-news-ticker/" target="_blank">FP News Ticker</a> is a jquery-based plugin by Flourish Pixel that populates your most recent post titles or the titles of any external RSS feed onto a transitions based news ticker. Edit options include the transition, speeds and full CSS control of overall appearance.</p>\n<p><a href="http://i0.wp.com/wordpress.org/plugins/fp-linkedin-profile/screenshot-2.png" rel="thumbnail"><img class="alignright" alt="LinkedIn Profile" src="http://i1.wp.com/wordpress.org/plugins/fp-linkedin-profile/screenshot-2.png?resize=224%2C181" /></a><a title="FP LinkedIn Profile" href="http://wordpress.org/plugins/fp-linkedin-profile/" target="_blank">FP LinkedIn Profile</a> is another new offering by Flourish Pixel that enables you to display your profile link and statistics within the sidebar. Out of all the social networks that exist today LinkedIn has the most underutilized potential when it comes to integrating with WordPress. This particular plug-in allows you to display LinkedIn information in a variety of ways. You can choose the option to just displaying your link in avatar image with a link to your profile, or opt for fully blown exposure by including Information about similar contacts and who people have viewed that are similar to your profile. To me, the second option seems a bit overkill. I would rather see a feed of my posts or activity on LinkedIn to encourage others to connect with me. But again, I’m not even certain that LinkedIn allows this kind of functionality. Either way, this plug-in is easy to use and install, providing an excellent means for your site viewers to connect with you on LinkedIn.</p>\n<p>Join us again tomorrow as we slash our way through the Repository jungle together in search of hidden plugin treasures. I’ll bring the machete just in case. As always you can contact me via Twitter <a title="Marcus Couch on Twitter" href="https://twitter.com/marcuscouch" target="_blank">@marcuscouch</a> or leave your feedback for this post right on <a title="WP Tavern" href="http://wptavern.com">WPTavern</a>.</p>\n<img src="http://feeds.feedburner.com/~r/WordpressTavern/~4/w6Dk8HbY5w0" height="1" width="1" />";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Wed, 26 Jun 2013 18:43:29 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:12:"Marcus Couch";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:15;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:40:"WPTavern: Page.ly Acquires BlogDroid.com";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7544";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:92:"http://feedproxy.google.com/~r/WordpressTavern/~3/sSHqbMEgZ9w/page-ly-acquires-blogdroid-com";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:2060:"<p><a href="http://i2.wp.com/www.wptavern.com/wp-content/uploads/2013/06/pagelylogo.jpg" rel="thumbnail"><img class="alignright size-full wp-image-7545" alt="Pagely Logo" src="http://i1.wp.com/www.wptavern.com/wp-content/uploads/2013/06/pagelylogo.jpg?resize=122%2C51" /></a> In what I believe is the first time a managed WordPress hosting company has snatched up a competitor, <a title="https://page.ly/" href="https://page.ly/">Page.ly</a> has acquired <a title="http://www.blogdroid.com/" href="http://www.blogdroid.com/">BlogDroid.com</a>. The deal consisted entirely of cash with financial details not disclosed. BlogDroid customers will be moved over to the Page.ly hosting platform while Page.ly will obtain control over the BlogDroid domain. During the transition, the BlogDroid sales team will point new customers to Page.ly. This is the first time I’ve ever heard of BlogDroid but according to the <a title="http://blog.page.ly/2013/06/page-ly-acquires-blogdroid/" href="http://blog.page.ly/2013/06/page-ly-acquires-blogdroid/">press release</a>, they were a fast growing company in the managed WordPress hosting space:</p>\n<blockquote><p>BlogDroid was an attractive acquisition for Page.ly due to their impressive growth in a short period of time, a more polished brand than most competitors, and the “customer-first” approach made by Karen Jackie, co-founder of BlogDroid. She had the following to say about the acquisition</p></blockquote>\n<p>Congrats to both companies and I hope the transition goes over well for all BlogDroid customers. To get a more detailed perspective on how this acquisition came to be, read the <a title="http://www.blogdroid.com/blogdroid-has-been-acquired-by-pagely/" href="http://www.blogdroid.com/blogdroid-has-been-acquired-by-pagely/">announcement post</a> on the official BlogDroid blog. 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\n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:35:"WPTavern: Post Format UI Unmigrator";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7520";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:87:"http://feedproxy.google.com/~r/WordpressTavern/~3/FG4cADzzr2E/post-format-ui-unmigrator";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:1618:"<p>For anyone that was using trunk which is the bleeding edge version of WordPress during 3.6 development you may have used a couple of new media fields that were added to the new Post Formats UI. Those fields along with the Post Formats UI were yanked from core. If you’d like to migrate the data within those fields back into the default post content so that it isn’t lost within the post meta, you’ll need to use the <a title="https://github.com/Viper007Bond/new-post-format-unmigrator" href="https://github.com/Viper007Bond/new-post-format-unmigrator">WordPress New Post Format UI Unmigrator plugin</a> by Viper007Bond. You’ll need to download and then upload the <strong>new-post-format-unmigrator </strong><a title="https://github.com/Viper007Bond/new-post-format-unmigrator/archive/master.zip" href="https://github.com/Viper007Bond/new-post-format-unmigrator/archive/master.zip">zip file</a> to your website. Once installed and activated, browse to <strong>Tools – New Post Formats</strong> and if any posts need to be moved, they’ll be listed, and then automatically migrated.</p>\n<p><a href="http://i1.wp.com/www.wptavern.com/wp-content/uploads/2013/06/PostFormatMigration.jpg" rel="thumbnail"><img class="aligncenter size-full wp-image-7522" alt="Post Format Migration" src="http://i0.wp.com/www.wptavern.com/wp-content/uploads/2013/06/PostFormatMigration.jpg?resize=298%2C150" /></a>For the vast majority of users, this entire process should be of no concern to you.</p>\n<img src="http://feeds.feedburner.com/~r/WordpressTavern/~4/FG4cADzzr2E" height="1" width="1" />";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Tue, 25 Jun 2013 18:30:24 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:6:"Jeffro";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:19;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:52:"WPTavern: Where Are They Now? – Leland Of ThemeLab";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7473";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:99:"http://feedproxy.google.com/~r/WordpressTavern/~3/vAbBBlK39ZY/where-are-they-now-leland-of-themelab";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:10244:"<p><strong>Tell us who you are and what it is you’re doing these days.</strong></p>\n<p><a href="http://i0.wp.com/www.wptavern.com/wp-content/uploads/2010/02/themelablogo.png" rel="thumbnail"><img class="alignright size-full wp-image-3108" alt="themelablogo" src="http://i0.wp.com/www.wptavern.com/wp-content/uploads/2010/02/themelablogo.png?resize=200%2C102" /></a>My name is Leland Fiegel. Some of you WordPress old timers might know me from my site called <a title="http://www.themelab.com" href="http://www.themelab.com">Theme Lab</a> where I used to release a lot of free WordPress themes, along with tutorials on how to do WordPress and CSS stuff, among other things. Unfortunately do to time constraints while being a full-time college student for the past three years, I didn’t really have time to update it much.</p>\n<p>The site still pays for itself (and more) through affiliate and direct ad sales, and still has (surprisingly) pretty steady search engine traffic to a lot of the old tutorials and themes still up on the site. I still get a few thousand daily visitors, and have no plans to take down the site any time soon.</p>\n<p>I just graduated college this year (May 2013, which is a little more than a month ago at the time of this posting) and was hired to be a WordPress developer for a local DC company called <a title="http://socialdriver.com/" href="http://socialdriver.com/">Social Driver</a> where I’m now working full-time as a developer, mostly doing WordPress stuff. The work I’ve done with Theme Lab definitely played a huge role in my ultimate hiring there.</p>\n<p>It’s a really laid-back work environment, and I have the opportunity to work on a lot of bigger WordPress projects I probably wouldn’t have had the opportunity to as a lone freelancer. Let’s face it, large organizations would rather pay a premium and hire a proven firm over a one-man shop, which is how I was previously operating. Now I work in a team which features a full-time designer, project manager, and another developer. I’ve only been working there a few weeks, but so far it has been a great experience.</p>\n<p><strong>Why did you decide to join the WPTavern forum in 2009?</strong></p>\n<p><a href="http://i1.wp.com/www.wptavern.com/wp-content/uploads/2013/06/LelandJoinsTheTavern.jpg" rel="thumbnail"><img class="alignright size-full wp-image-7513" alt="Leland Joins The Tavern" src="http://i1.wp.com/www.wptavern.com/wp-content/uploads/2013/06/LelandJoinsTheTavern.jpg?resize=224%2C119" /></a>Back in 2009, WPTavern was just the place to be for active WordPress community members. When I say “<strong>active community members</strong>,” I mean the people who were on Twitter all day, IRC all day, interacting with each other all day. The people who lived and breathed WordPress, were people seemed to be active members at WPTavern as well.</p>\n<p>The only “<strong>competing</strong>” forum at the time was the WordPress.org support forum, which mainly composed of support requests from the millions of WordPress users around the world. There wasn’t so much discussion about business (and other WordPress-related, but non-support stuff) like there was on WPTavern. Basically, it cut out a lot of the noise.</p>\n<p><strong>How did the WPTavern community help you progress with WordPress in the past 4 years?</strong></p>\n<p>The amazing thing about the WPTavern community, as well as the greater WordPress community as a whole, is its diversity. It’s an international phenomenon (just take a look at some of the WordCamp locations around the world) comprising of many different people with many different skillsets. There are the developers, the designers, the writers, the marketers, the social media “gurus“ (as much as I hate that word, some people know what they‘re doing), and the entrepreneurs. WordPress brings all that together.</p>\n<p>The WPTavern community, as well as the greater WordPress community as a whole, has helped myself progress with not just WordPress, but development techniques, content writing, entrepreneurship, social media strategy, and the list goes on. It’s a truly awesome community with a lot of passion, and I’m glad to be a part of it.</p>\n<p><strong>What was the idea and motivation behind the Theme Lab website?</strong></p>\n<p><a href="http://i0.wp.com/www.wptavern.com/wp-content/uploads/2013/06/ThemeLabWebsite2013.jpg" rel="thumbnail"><img class="aligncenter size-large wp-image-7514" alt="ThemeLab Website" src="http://i2.wp.com/www.wptavern.com/wp-content/uploads/2013/06/ThemeLabWebsite2013.jpg?resize=500%2C372" /></a></p>\n<p>First of all, I just wanted to point out that it’s been <strong>6 years</strong> since I started Theme Lab. It’s been a while. Before that, I was really into buying and selling domain names along with basic web development. It was from there that I discovered WordPress, and it all progressed from there.</p>\n<p>When developing my domain names, I tried out countless CMS’s (for those familiar with Fantastico, I tried pretty much everything in there) like Mambo (which was later forked into Joomla), Xoops, PHPNuke, just to name a few. Nothing quite stuck like WordPress did.</p>\n<p>On top of its ease of use, what really hooked me in was the (previously described) community surrounding it. Pretty much any problem I had, I could find a solution with a simple Google search. It could’ve been a tutorial, WordPress.org support forum thread, or just a plugin with the functionality I was looking for. I could do pretty much anything I wanted to with it by just hacking up my theme.</p>\n<p>Through this continuous theme hacking, I started to get pretty good at actually developing themes. I realized you could turn pretty much any type of template into a WordPress theme by just plugging in WordPress template tags in certain places, along with basic understanding of theming concepts (like the Loop, widgetization, etc.).</p>\n<p>So I decided to start a WordPress theme site with the idea of releasing WordPress themes to the public. I did an available domain search for “theme” keywords, and found that themelab.com had recently dropped. I liked the sound of it, so I went with it.</p>\n<p>This was a time when the theme industry was in its relative infancy. Just to put it in perspective, this was when the RevolutionTheme was one of the few commercial themes available, and the vast majority of themes were free.</p>\n<p>Keep in mind I was a high school student at the time, and didn’t really have any idea of the massive potential of the theme industry at the time. I know it’s hard to imagine now, but I doubt many other people did at the time either. Within the next couple years it just exploded. People really liked free WordPress themes.</p>\n<p><strong>What was it like to attend your first WordCamp?</strong></p>\n<p><a href="http://i2.wp.com/www.wptavern.com/wp-content/uploads/2013/06/WPDCMeetup.jpg" rel="thumbnail"><img class="alignright size-full wp-image-7515" alt="WordPress DC Meetup" src="http://i2.wp.com/www.wptavern.com/wp-content/uploads/2013/06/WPDCMeetup.jpg?resize=192%2C253" /></a>Well to answer that question, I’d like to direct readers to a <a title="http://www.wptavern.com/leland-tells-us-whats-cooking-in-the-themelab" href="http://www.wptavern.com/leland-tells-us-whats-cooking-in-the-themelab">previous WPTavern post published in May of 2010</a> when you video interviewed me at WordCamp Raleigh.</p>\n<p>“Nervous but excited” pretty much sums it up. To be able to meet in person some of the people I interacted with on Twitter was great.</p>\n<p>Since then I attended the following year’s WordCamp Raleigh, and have since been on a WordCamp drought. Hopefully I’ll have an opportunity to attend some nearby WordCamps in the future.</p>\n<p>Although not technically a WordCamp, I do enjoy the monthly <a title="http://www.meetup.com/wordpressdc/" href="http://www.meetup.com/wordpressdc/">WordPress DC meetups</a> to network with some of the local members of the WordPress community.</p>\n<p><strong>Any pet peeves you still have regarding WordPress Themes?</strong></p>\n<p>Let’s see, where do I begin…</p>\n<p>Chill on the theme options. And stop making the UI’s clash so much. Use theme options only when you absolutely need them, and if you do, make them blend in. I think Devin Price’s <a title="http://wordpress.org/plugins/options-framework/" href="http://wordpress.org/plugins/options-framework/">Options Framework</a> does a good job of this.</p>\n<p>Chill with the “SEO,” and stop replicating every single option that free plugins (like Yoast’s WordPress SEO) already do. Data like that should be stored in a plugin anyway.</p>\n<p>Speaking of data that should be stored in plugins:<em> chill with the shortcodes, chill with the custom post types, and chill with the custom taxonomies built directly into the theme’s functions.php file</em>. It makes it a huge pain when the user wants to switch themes. Contrary to popular belief, users may not want to use the same theme forever.</p>\n<p>Finally, the biggest pet peeve of all is that all my previously mentioned pet peeves are perpetuated by demand in the commercial WordPress theme market. Just take a look at the top sellers of any of the popular theme marketplaces. Their themes almost always include “features” such as SEO optimization, tons of shortcodes, etc. But those themes have sold thousands of times over. Clearly, it’s what the people want. Can’t really blame those theme authors too much for supplying the demand.”</p>\n<p>Also, sliders suck.</p>\n<p><strong>Is there anything you’d like to say to the general WordPress Community?</strong></p>\n<p>Hopefully people don’t get the wrong idea from my theme rant. Being a theme developer myself, I’m a little biased, and I hate to see bad development practices perpetuated.</p>\n<p>I love the WordPress community as a whole. I don’t think anyone could’ve imagined 10 years ago how much the community has grown today. I’m just looking forward to see what happens in the next 10.</p>\n<img src="http://feeds.feedburner.com/~r/WordpressTavern/~4/vAbBBlK39ZY" height="1" width="1" />";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Tue, 25 Jun 2013 16:11:48 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:6:"Jeffro";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:20;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:41:"WPTavern: The Daily Plugin for 06-25-2013";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7476";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:93:"http://feedproxy.google.com/~r/WordpressTavern/~3/v-Mc5fDf1PQ/the-daily-plugin-for-06-25-2013";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:8755:"<p>Once again we scoop our hands into the repository in hopes of pulling out a few pearls. Today we have some very interesting new plugins that are worth checking out. As always, install these on a test site first before going live. These do not represent endorsements or ratings, but are just a sampling of new plugins as they are released. Disclaimer out-of-the-way.. Let’s get plugged in!</p>\n<p><a title="WP Testimonials Manager" href="http://wordpress.org/plugins/wp-testimonials-manager/" target="_blank">Testimonials Manager</a> is a newly released plugin from <a title="Dinesh Karki WordPress Profile" href="http://profiles.wordpress.org/dnesscarkey/" target="_blank">Dinesh Karki</a> and Gobala Krishnan that provides an easy way to add testimonials to your WordPress site. While most of the similar testimonial plugins out there have some of the same functionality, this particular plugin is nice because it allows you the option to use Gravatar images, custom uploaded images or simply no image of the person listed next to the testimonial. <a title="WP Testimonials Manager" href="http://i0.wp.com/wordpress.org/plugins/wp-testimonials-manager/screenshot-2.jpg" rel="thumbnail"><img class=" alignright" title="Testimonials Manager" alt="Adding new testimonials is easy with simple form fields combined with a full featured editor." src="http://i2.wp.com/wordpress.org/plugins/wp-testimonials-manager/screenshot-2.jpg?resize=309%2C240" /></a>It provides additional space for name, web site and a full editor to create the testimonial chock full of other short codes. Custom CSS is allowed as well, which a lot of the other Testimonial plugins lack. The testimonials display in both the content area and as a sidebar widget, so the versatility is nice to have. Because there is a full featured editor, I tried it with inserting a YouTube video inside the testimonial block. It worked great when within the traditional content area, but not advised as a video testimonial widget unless you plan to display your video as a lightbox overlay that plays full size similar to what image galleries do. (See <a title="Thickbox Content" href="http://wordpress.org/plugins/thickbox-content/" target="_blank">Thickbox Content</a>) Obviously there are plenty of other in-post or widget based methods of creating testimonials through custom post types, but this plugin provides a great solution for those who don’t want to touch a speck of code and still have a good-looking site result.</p>\n<p><a title="Bitcoin Payments WordPress Plugin" href="http://i1.wp.com/s-plugins.wordpress.org/bitcoin-payments/assets/screenshot-4.png" rel="thumbnail"><img class="alignright" alt="Bitcoin Payments Example Demo" src="http://i2.wp.com/s-plugins.wordpress.org/bitcoin-payments/assets/screenshot-4.png?resize=248%2C144" /></a><a title="Bitcoin Payments WordPress Plugin" href="http://wordpress.org/plugins/bitcoin-payments/" target="_blank">BitCoin Payments</a> from <a title="Wordpress Profile - Jandal" href="http://profiles.wordpress.org/jandal/" target="_blank">Jandal</a> allows you to accept donations via <a title="BitCoin" href="http://bitcoin.org" target="_blank">BitCoin</a>. This is not to be considered an e-commerce or shopping cart system as that functionality has not yet been implemented. Your Bitcoin address is displayed on your site via text or QR code. You can even set up multiple Bitcoin addresses in order to track which content or landing page brings the highest donation conversion rates. Display options include widget and shortcode applications.</p>\n<p><a title="Nonprofit Board Management WordPress Plugin" href="http://wordpress.org/plugins/nonprofit-board-management/" target="_blank">Nonprofit Board Management</a> helps you to keep track of board members and meetings for nonprofit organizations or similar groups. Developed by <a title="WiredImpact WordPress Profile" href="http://profiles.wordpress.org/wiredimpact/" target="_blank">WiredImpact</a>, this tool allows you to transform your WordPress installation into a complete collaboration system for board-related activities. From committees and sub-committees to board member profiles and event invitations, this system is designed to manage your teams, volunteers and staff with email collaboration. The core plugin is free and functions with everything mentioned, but there are also two paid add-ons that allow for Attendance Tracking ($11) and Automatic Event Reminders and Email RSVP ($17). All in all, this packs a pretty powerful punch and is ideal for any WordPress designers out there who have clients that could benefit from such functionality and ease of use.</p>\n<p><strong>Here’s a video demonstration on how Nonprofit Board Management is set up:<br />\n</strong></p>\n<p><a title="WP Social Networks Widget" href="http://i2.wp.com/wordpress.org/plugins/wp-social-networks-widget/screenshot-3.png" rel="thumbnail"><img class="alignright" alt="WP Social Networks Plugin Example Rendered Sidebar" src="http://i2.wp.com/wordpress.org/plugins/wp-social-networks-widget/screenshot-3.png?resize=130%2C204" /></a><a title="WP Social Networks Widget" href="http://wordpress.org/plugins/wp-social-networks-widget/screenshot-3.png" target="_blank">WP Social Networks Widget</a> is similar to other plugins out there that will display icons to your social networking homes like YouTube, Facebook, Twitter, etc. However this plugin is a bit different in how it displays the social icons themselves. Bypassing the traditional method of using bitmap image logos or favicons of each service, this plugin uses an internal customized font representation of each logo. This not only allows for a much higher Retina-friendly resolution, but also allows you to adjust the CSS colors of the logo font to match the color scheme of your web site perfectly. Display options include both horizontal and vertical, with or without labels next to the icons. As much as I’ve struggled to edit social logos to match a web site in the past, this particular plugin incarnation opens up some design possibilities that previously required some serious CSS and Photoshop manipulation to achieve a consistent look and feel of the design elements.</p>\n<p><a title="JSJ Gallery Slideshow Plugin Screenshot Example" href="http://i1.wp.com/s-plugins.wordpress.org/jsj-gallery-slideshow/assets/screenshot-1.png" rel="thumbnail"><img class="alignright" alt="JSJ Gallery Slideshow" src="http://i1.wp.com/s-plugins.wordpress.org/jsj-gallery-slideshow/assets/screenshot-1.png?resize=214%2C192" /></a><a title="JSJ Gallery Slideshow Plugin" href="http://wordpress.org/plugins/jsj-gallery-slideshow/" target="_blank">JSJ Gallery Slideshow</a> by <a href="http://profiles.wordpress.org/jorgesilva-1/">Jorge Silva-Jetter</a> provides an alternative to the core image gallery functions of WordPress. JSJ substitutes the off-the-rack gallery with a jQuery gallery that’s feature packed with transitions and fades. Full timing options can be adjusted to allow for either smooth or fast transition between images. The best part of the plugin is that it’s retro-active with your current galleries. If you already have existing WordPress galleries in your site, this will transform them to the new style without having to change a single line of code. I like this plugin for those instances where a highly animated presentation is required in a site design. It isn’t hard to implement and the results look quite appealing. Worth investigating further if you want a dynamic way to spice up your existing site galleries with a more dramatic flair.</p>\n<h2>The Wrap Up:</h2>\n<p>If you happen to be a WordPress designer for a socially active non-profit that accepts BitCoin donations and wants a fancy gallery on their site, you just hit the WordPress lottery in one post my friend. But for the rest of us the search will continue tomorrow as we scour the <a title="Wordpress Plugin Repository" href="http://wordpress.org/plugins/" target="_blank">WordPress Plugin Repository</a> for the perfect plugin of the moment. Feel free to say hello on Twitter <a title="Marcus Couch on Twitter" href="https://twitter.com/marcuscouch" target="_blank">@marcuscouch.</a> Also be sure to subscribe to <a title="Wordpress Plugins A-Z Podcast" href="https://itunes.apple.com/us/podcast/wordpress-plug-ins-from-a-to-z/id417310569" target="_blank">WordPress Plugins A-Z</a>, the weekly podcast that I’ve co-hosted with John Overall for nearly two years. If you enjoy my feedback here, you’ll probably benefit in hearing us talk about plugins every week via audio as well. Hasta Mañana!</p>\n<img src="http://feeds.feedburner.com/~r/WordpressTavern/~4/v-Mc5fDf1PQ" height="1" width="1" />";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Tue, 25 Jun 2013 15:10:11 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:12:"Marcus Couch";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:21;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:37:"WordPress.tv: Brad Williams: Security";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:28:"http://wordpress.tv/?p=19963";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:54:"http://wordpress.tv/2013/06/24/brad-williams-security/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:630:"<div id="v-ArxtzzXM-1" class="video-player">\n</div>\n<br /> <a rel="nofollow" href="http://feeds.wordpress.com/1.0/gocomments/wptv.wordpress.com/19963/"><img alt="" border="0" src="http://feeds.wordpress.com/1.0/comments/wptv.wordpress.com/19963/" /></a> <img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=wordpress.tv&blog=5089392&post=19963&subd=wptv&ref=&feed=1" width="1" height="1" /><div><a href="http://wordpress.tv/2013/06/24/brad-williams-security/"><img alt="Brad Williams: Security" src="http://videos.videopress.com/ArxtzzXM/video-cd997fe670_scruberthumbnail_0.jpg" width="160" height="120" /></a></div>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Tue, 25 Jun 2013 02:30:18 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:12:"WordPress.tv";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:22;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:67:"WPTavern: Toni Schneider – Automattic As A Distributed Work Force";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7393";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:115:"http://feedproxy.google.com/~r/WordpressTavern/~3/YuonlhdaZXM/toni-schneider-automattic-as-a-distributed-work-force";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:9392:"<p><a href="http://i2.wp.com/www.wptavern.com/wp-content/uploads/2009/07/automatticlogo.png" rel="thumbnail"><img class="alignleft size-full wp-image-1872" alt="Automattic Logo" src="http://i1.wp.com/www.wptavern.com/wp-content/uploads/2009/07/automatticlogo.png?resize=400%2C49" /></a></p>\n<p> </p>\n<p>Last Friday, I took some time out my day to watch <a title="http://toni.org/" href="http://toni.org/">Toni Schneider</a>, CEO Of <a title="http://automattic.com/" href="http://automattic.com/">Automattic</a> give a presentation on working as a distributed company. His talk was part of a series called <a title="http://www.creativelive.com/courses/secrets-silicon-valley" href="http://www.creativelive.com/courses/secrets-silicon-valley">Secrets Of Silicon Valley</a> presented by <a title="http://www.creativelive.com/" href="http://www.creativelive.com/">CreativeLive</a>. Unfortunately, I can’t embed Toni’s presentation because it’s now part of the $199 package to buy the entire video series. However, while watching his presentation, I wrote down a bunch of notes. </p>\n<p>Keep in mind that the main topic of the presentation was operating a company that had a 100% distributed workforce. The benefits, downfalls and whether this would be a good fit for other companies. If you have any questions regarding these notes, post them in the comments. I’ll try and get Toni Schneider to answer them.</p>\n<h2>General Overview Of Automattic:</h2>\n<p>Lots of Automattic employees within 7-9 months tell Toni that they can’t imagine going back to a regular job.</p>\n<p>Automattic has been 100% distributed since day 1.</p>\n<p>180 people, 28 countries, 138 cities make up the Automattic workforce.</p>\n<p>Interesting point about people working from home. The assumption is that people would goof off. But Toni mentions how they have the opposite problem of people working too much.</p>\n<p>Being distributed saves some money, but not a ton. Thanks to traveling expenses, etc.</p>\n<p>Being distributed gives you a global pool of people to tap into. Less of a chance of running into scarcity of qualified workers.</p>\n<p>Flexibility is one of the best reasons to have a distributed work force. Working when you want, how you want, makes work fun.</p>\n<p>Not having a central office where everyone works in cuts down on office drama. Lack of office politics.</p>\n<p>Distributed workforce helps flatten the company hierarchy.</p>\n<h2>Hiring:</h2>\n<p>Be exceptionally clear with people on what it means to be a remote worker. Being in a distributed environment. Explaining the company culture.</p>\n<p>The more public information the company puts out there on what it means to work for the company, expectations, what it’s like and knowing what the core mission is, helps pre-select employees or allows themselves to be pre-selected.</p>\n<p>Thanks to the <a title="http://ma.tt/2011/09/automattic-creed/" href="http://ma.tt/2011/09/automattic-creed/">Automattic creed</a>, it’s helped be upfront with expectations of what people will be doing as being part of the company. The creed acts as a formal commitment towards the company culture.</p>\n<p>Main mode of communication is text between Skype and P2 blogs.</p>\n<p>Employees are usually hired on a contractual basis to build something which gives both parties a period of time to understand whether it really would be a good fit for the worker and the company.</p>\n<p>Automattic has an open vacation/holiday policy. When operating under a global umbrella, having a no vacation policy gets around expectations and the fact that holidays are different around the world. It also shows that the company trusts the employees to get their work done.</p>\n<h2>How To Break In A New Employee:</h2>\n<p>Usually the first few days of the job are weird. It’s multiplied when you have a computer job at work but then have a computer job at home.</p>\n<p>Automattic developed a 3 week support rotation to help ease in employees to get accustomed to working remotely. This support rotation helps new employees to meet established employees immediately, also gets them familiar with the communication methods. It also provides the opportunity to see what their customers are dealing with, to see what their problems are that they’ll be helping to solve.</p>\n<p>In general, people come out loving their three-week support rotation.</p>\n<p>Intro videos and giving new employees mentors.</p>\n<p>Providing a field guide which acts as an employee hand book. Doesn’t have to be 100% serious such as a section devoted to company trivia.</p>\n<p>General rule of thumb at the beginning. If you’re going to email someone and it’s not private or personal, post it to the team blog. This helps keep everything in the open, aids in transparency, and people across the team can be on the same page.</p>\n<p>Internally, P2 will be called O2 and they are working on a new version. Not sure what the new public version will be called.</p>\n<p>Modes of communication<br />\nEmail -> <strong>P2</strong><br />\nHallway -><strong> IRC</strong><br />\nMeetings -><strong> Google Hangouts</strong><br />\nOne on one -> <strong>Skype.</strong></p>\n<h2>People Organization:</h2>\n<p>Automattic as a company is formed into teams made up of 6-8 people. When more people join the team, it’s split up. Good example is cell division.</p>\n<p>Teams are designed to be self-sufficient where they can build something and launch it without the need for approval from the top.</p>\n<p>Takes 30 seconds to launch code to production servers.</p>\n<p>Each team has one lead which helps keep everyone in synch. The team concept is fluid where the team lead as well as team members change based on assignments and interests.</p>\n<p>This helps give a co-working environment so it doesn’t feel like you’re at home, by yourself, you’re working with others.</p>\n<p>It’s important to have employees feel connected. Each one knowing what’s going on across other teams and company wide.</p>\n<p>Very little in the way of middle management. This helps move things quickly and puts the emphasis on individuals contributions.</p>\n<p>Managers primary role is to remove friction for team members to help get their job/project done.</p>\n<p>MySQL was a company that Automattic modeled themselves after early on in terms of working remotely.</p>\n<p>Toni believes a big part of the reason why a distributed model has worked so well for Automattic is because they started that way and have gone out of the way to remain 100% distributed but he also noted, that companies that started out distributed have failed as have companies that have a partial distributed workforce.</p>\n<h2>Biggest Downside Of This Model – Loneliness:</h2>\n<p>Working remotely gets lonely.</p>\n<p>Automattic recommends that teams get together a few times a year, to provide social time.</p>\n<p>Automattic has at least 1 company meet up a year which brings everyone together.</p>\n<p>These yearly meet ups include assigning a small team a small project where at the end of the week, the project goes live.</p>\n<p>Flash talks. Everyone in the company has to get up and talk for about 4-5 minutes about whatever it is they want.</p>\n<p>The company meet up feels more like a family reunion versus a casual meet up.</p>\n<p>Automattic encourages employees to go to conferences/WordCamps together as teams either to present a talk or to hang out and talk to people.</p>\n<h2>Work Styles:</h2>\n<p>Automattic loves to support their employees by supporting their work styles whether it’s a home office, a co-working space, a lounge or events.</p>\n<p>The lounge offers Automattic an opportunity to provide a place to work, hold as many meet ups/meetings as possible and shows certain people that they have an office.</p>\n<p>The number one thing employees say they love most about working for Automattic is the flexibility.</p>\n<h2>Books About Working Remotely:</h2>\n<p><a title="http://www.amazon.com/The-Year-Without-Pants-WordPress-com/dp/1118660633/ref=sr_1_1?ie=UTF8&qid=1372109530&sr=8-1&keywords=the+year+without+pants" href="http://www.amazon.com/The-Year-Without-Pants-WordPress-com/dp/1118660633/ref=sr_1_1?ie=UTF8&qid=1372109530&sr=8-1&keywords=the+year+without+pants">The year without pants</a><br />\n<a title="http://www.amazon.com/Remote-Office-Required-Jason-Fried/dp/0804137501/ref=sr_1_1?ie=UTF8&qid=1372109619&sr=8-1&keywords=Remote+book" href="http://www.amazon.com/Remote-Office-Required-Jason-Fried/dp/0804137501/ref=sr_1_1?ie=UTF8&qid=1372109619&sr=8-1&keywords=Remote+book">Remote</a><br />\n<a title="http://www.amazon.com/Work-Shift-Create-Better-ebook/dp/B0097X0F4W/ref=sr_1_1?ie=UTF8&qid=1372109664&sr=8-1&keywords=WorkShift" href="http://www.amazon.com/Work-Shift-Create-Better-ebook/dp/B0097X0F4W/ref=sr_1_1?ie=UTF8&qid=1372109664&sr=8-1&keywords=WorkShift">WorkShift</a><br />\n<a title="http://www.amazon.com/The-Future-Work-Organization-Management/dp/1591391253/ref=sr_1_3?ie=UTF8&qid=1372109717&sr=8-3&keywords=New+Business+Order" href="http://www.amazon.com/The-Future-Work-Organization-Management/dp/1591391253/ref=sr_1_3?ie=UTF8&qid=1372109717&sr=8-3&keywords=New+Business+Order">New Business Order</a></p>\n<img src="http://feeds.feedburner.com/~r/WordpressTavern/~4/YuonlhdaZXM" height="1" width="1" />";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Mon, 24 Jun 2013 21:46:33 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:6:"Jeffro";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:23;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:90:"WordPress.tv: Keith Ratner: Embedding Interactive Graphics Using SVG, jQuery and WordPress";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:28:"http://wordpress.tv/?p=19197";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:106:"http://wordpress.tv/2013/06/24/keith-ratner-embedding-interactive-graphics-using-svg-jquery-and-wordpress/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:729:"<div id="v-rXjza9co-1" class="video-player">\n</div>\n<br /> <a rel="nofollow" href="http://feeds.wordpress.com/1.0/gocomments/wptv.wordpress.com/19197/"><img alt="" border="0" src="http://feeds.wordpress.com/1.0/comments/wptv.wordpress.com/19197/" /></a> <img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=wordpress.tv&blog=5089392&post=19197&subd=wptv&ref=&feed=1" width="1" height="1" /><div><a href="http://wordpress.tv/2013/06/24/keith-ratner-embedding-interactive-graphics-using-svg-jquery-and-wordpress/"><img alt="Keith Ratner: Embedding Interactive Graphics Using SVG, jQuery and WordPress" src="http://videos.videopress.com/rXjza9co/video-10ab2a5345_std.original.jpg" width="160" height="120" /></a></div>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Mon, 24 Jun 2013 20:24:49 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:12:"WordPress.tv";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:24;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:40:"WPTavern: The Daily Plugin for 6-24-2013";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7429";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:92:"http://feedproxy.google.com/~r/WordpressTavern/~3/jd89RmCu6nk/the-daily-plugin-for-6-24-2013";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:5343:"<p>Here is a brief sampling of a few of the newest plugins released in the <a title="http://wordpress.org/plugins/" href="http://wordpress.org/plugins/">WordPress Plugin Repository</a>. This is a daily plugin briefing only and does not reflect my endorsement or rating of plugins shown. Use at your own risk. Always test on a staging site for compatibility and functionality with other plugins before using in a production environment.</p>\n<p><strong><a title="Wordpress Plugin - Inline Preview" href="http://wordpress.org/plugins/inline-preview/" target="_blank">Inline Preview</a></strong> is an intriguing plugin developed by <a title="Christopher Finke - WordPress Profile" href="http://profiles.wordpress.org/cfinke/" target="_blank">Christopher Finke</a> that places a preview window next to the editor rather than opening a new tab to view your post. I really like this feature a lot. It also features an “auto-update” cycle in which you can continually see a nearly real-time preview of your work as you create it. I see plugins like this continuing to enhance the writing experience of the WordPress editor. It really helps to keep the writing flow going without the distraction of losing post preview tabs among the 20 or so you probably have open at the time.</p>\n<p><a href="http://i1.wp.com/www.wptavern.com/wp-content/uploads/2013/06/inline-preview-screenshot1.jpg" rel="thumbnail"><img class="aligncenter size-large wp-image-7451" alt="Inline Preview Screenshot" src="http://i0.wp.com/www.wptavern.com/wp-content/uploads/2013/06/inline-preview-screenshot1.jpg?resize=500%2C252" /></a></p>\n<p><strong><a title="Featured Image Via URL" href="http://wordpress.org/plugins/featured-image-via-url/" target="_blank">Featured Image via URL</a></strong> takes the normal hassle of uploading and selecting a Featured Image and allows you to instead insert the URL of an image to be used as the Featured Image. The image will be grabbed and saved into the Media Library with all supported sizes included. If the featured image is already in the Media Library, the plugin retains the old image and does not import from the URL.</p>\n<p><strong><a title="Easy Author Image" href="http://wordpress.org/plugins/easy-author-image/" target="_blank">Easy Author Image</a></strong> allows you to upload an author image in your User Profile, which is a good alternative to Gravatar. There are occasions in which I run project sites and would rather use a logo or alternative picture to my Gravatar default image. This plugin just might provide the options that would provide such functionality.</p>\n<p><strong><a title="Ping List Pro" href="http://wordpress.org/plugins/ping-list-pro/" target="_blank">Ping List Pro</a></strong> provides an alternative to the standard pingomatic ping set. Ping List Pro updates the ping list automatically an a daily basis.</p>\n<p><strong><a title="WP Awesome FAQ - Screenshot of User Output" href="http://i2.wp.com/wordpress.org/plugins/wp-awesome-faq/screenshot-2.png" target="_blank" rel="thumbnail"><img class="alignright" alt="WP Awesome FAQ Screenshot - Sample Output" src="http://i0.wp.com/wordpress.org/plugins/wp-awesome-faq/screenshot-2.png?resize=163%2C144" /></a><a title="WP Awesome FAQ" href="http://wordpress.org/plugins/wp-awesome-faq/" target="_blank">WP Awesome FAQ</a></strong> is a simple integrated FAQ system that presents an accordion style questions and answers dropdown for each question as it is clicked. This plugin is JQuery UI based. To insert into your page or post, simply insert the <strong>[faq]</strong> shortcode and the plugin will insert all the questions and answers that you have set up on the back end.</p>\n<p><strong><a title="Plenty of Perishable Passwords for Protected Posts" href="http://wordpress.org/plugins/p5/" target="_blank">p5 : Plenty of Perishable Passwords for Protected Posts</a></strong> lets the author assign multiple disposable passwords for an individual post, page or custom post type. Passwords can also have the option of an expiration. This is something that I will personally test out with some project sites where I would like to show off landing pages or specialized design templates within a content area of my main site. It could also be used for limited time offers that expire with the page content including a video and lead capture form. No matter what your usage or application would be, this seems like an interesting plugin to try if you need multiple people to view a private password protected content item.</p>\n<h2>Conclusion:</h2>\n<p>Join us again tomorrow as we dig into the freshest plugins from the <a title="http://wordpress.org/plugins/" href="http://wordpress.org/plugins/">WordPress Plugin Repository</a>. Please feel free to provide your feedback on the plugins listed here. Feel free to say hello on Twitter <a title="Marcus Couch on Twitter" href="https://twitter.com/marcuscouch" target="_blank">@marcuscouch</a> and let me know what kind of plugin you are on the lookout for. If I find it throughout my daily plugin adventures, I’ll let you know! I’ll also be featuring several in-depth plugin reviews every week in addition to the daily plugin updates. Glad to be serving you here at the Tavern!</p>\n<img src="http://feeds.feedburner.com/~r/WordpressTavern/~4/jd89RmCu6nk" height="1" width="1" />";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Mon, 24 Jun 2013 19:40:19 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:12:"Marcus Couch";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:25;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:27:"Matt: This Week in Startups";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:21:"http://ma.tt/?p=42456";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:45:"http://ma.tt/2013/06/this-week-in-startups-2/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:639:"<p>While at the <a href="http://allthingsd.com/category/d11/">D Conference</a> last month I did an interview with <a href="http://calacanis.com/">Jason Calacanis</a> for his T<a href="http://thisweekin.com/thisweekin-startups/">his Week in Startups</a> show, which <a href="http://thisweekin.com/thisweekin-startups/twist-26-with-matt-mullenweg-2/">I was actually last on in 2009</a>. 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I had a great time on the show and it’s obvious that when I start talking about WordPress, I have a hard time shutting up. </p>\n<div class="align center"></div>\n<img src="http://feeds.feedburner.com/~r/WordpressTavern/~4/OhaQIo1rpUQ" height="1" width="1" />";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Sat, 22 Jun 2013 11:00:41 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:6:"Jeffro";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:31;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:42:"WPTavern: WordPress 3.5.2 Security Release";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7414";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:94:"http://feedproxy.google.com/~r/WordpressTavern/~3/0WStjLza7HI/wordpress-3-5-2-security-release";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:2201:"<p><a href="http://wordpress.org/news/2013/06/wordpress-3-5-2/" title="http://wordpress.org/news/2013/06/wordpress-3-5-2/">WordPress 3.5.2 just shipped</a> and addresses a few security issues one of which was <a href="https://vndh.net/note:wordpress-351-denial-service" title="https://vndh.net/note:wordpress-351-denial-service">brought up around June 7th</a>. The release also contains a few bug fixes as well. It’s been awhile since we’ve seen a dedicated security release but I guess it’s time to start a new streak. </p>\n<p>Also of note is that the WordPress team has decided to <a href="http://make.wordpress.org/core/2013/06/21/secure-swfupload/" title="http://make.wordpress.org/core/2013/06/21/secure-swfupload/">fork the SWFUpload project</a> so that they could maintain it with security fixes. The Make.WordPress.core post strongly emphasizes that developers do not use SWFUpload but if you must, to <a href="http://github.com/wordpress/secure-swfupload" title="http://github.com/wordpress/secure-swfupload">use their fork</a>. It’s interesting that WordPress does not use this specific library but it continues to be shipped with WordPress because of plugins not being updated to use <a href="http://plupload.com/" title="http://plupload.com/">Plupload</a>. </p>\n<p>Last but not least, some information geared towards everyone.</p>\n<blockquote><p>We do not condone the use of abandonware. We only wish to make the web a better place by ensuring that developers have access to a secure version of SWFUpload, when the only alternative may be to use insecure code.</p>\n<p><strong>If you think you have found a vulnerability in this fork of SWFUpload, we appreciate your help in disclosing it to us responsibly.</strong> Please email reports of security vulnerabilities to swfupload-security AT wordpress.org. These reports will be reviewed by the WordPress security team and by security researchers contributing to this project, including Neal and Szymon.</p></blockquote>\n<p>If you’re testing WordPress, WordPress 3.6 Beta 4 includes all of the fixes in 3.5.2. </p>\n<img src="http://feeds.feedburner.com/~r/WordpressTavern/~4/0WStjLza7HI" height="1" width="1" />";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Fri, 21 Jun 2013 20:02:38 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:6:"Jeffro";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:32;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:58:"Dev Blog: WordPress 3.5.2 Maintenance and Security Release";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:33:"http://wordpress.org/news/?p=2612";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:50:"http://wordpress.org/news/2013/06/wordpress-3-5-2/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:2536:"<p>WordPress 3.5.2 is now available. This is the second maintenance release of 3.5, fixing <a href="http://core.trac.wordpress.org/query?status=closed&group=resolution&milestone=3.5.2">12 bugs</a>. <strong>This is a security release for all previous versions and we strongly encourage you to update your sites immediately.</strong> The WordPress security team resolved seven security issues, and this release also contains some additional security hardening.</p>\n<p>The security fixes included:</p>\n<ul>\n<li>Blocking server-side request forgery attacks, which could potentially enable an attacker to gain access to a site.</li>\n<li>Disallow contributors from improperly publishing posts, reported by <a href="http://kovshenin.com/">Konstantin Kovshenin</a>, or reassigning the post’s authorship, reported by <a href="http://www.sharefaith.com/">Luke Bryan</a>.</li>\n<li>An update to the SWFUpload external library to fix cross-site scripting vulnerabilities. Reported by <a href="http://ma.la">mala</a> and <a href="http://mars.iti.pk.edu.pl/~grucha/">Szymon Gruszecki</a>. (Developers: More on SWFUpload <a href="http://make.wordpress.org/core/2013/06/21/secure-swfupload/">here</a>.)</li>\n<li>Prevention of a denial of service attack, affecting sites using password-protected posts.</li>\n<li>An update to an external TinyMCE library to fix a cross-site scripting vulnerability. Reported by <a href="http://twitter.com/rinakikun">Wan Ikram</a>.</li>\n<li>Multiple fixes for cross-site scripting. Reported by <a href="http://webapplicationsecurity.altervista.org/">Andrea Santese</a> and Rodrigo.</li>\n<li>Avoid disclosing a full file path when a upload fails. Reported by <a href="http://hauntit.blogspot.de/">Jakub Galczyk</a>.</li>\n</ul>\n<p>We appreciated <a href="http://codex.wordpress.org/FAQ_Security">responsible disclosure</a> of these issues directly to our security team. For more information on the changes, see the <a href="http://codex.wordpress.org/Version_3.5.2">release notes</a> or consult <a href="http://core.trac.wordpress.org/log/branches/3.5?rev=24498&stop_rev=23347">the list of changes</a>.</p>\n<p><a href="http://wordpress.org/wordpress-3.5.2.zip">Download WordPress 3.5.2</a> or update now from the Dashboard → Updates menu in your site’s admin area.</p>\n<p><em>Also:</em> <strong>WordPress 3.6 Beta 4:</strong> If you are testing WordPress 3.6, please note that <a href="http://wordpress.org/wordpress-3.6-beta4.zip">WordPress 3.6 Beta 4</a> (zip) includes fixes for these security issues.</p>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Fri, 21 Jun 2013 19:54:26 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:12:"Andrew Nacin";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:33;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:71:"WordPress.tv: Naomi C. 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Each is filled with a ton of good information and great dialogue. Topics covered include, GPL licensing, iOS controlling the marketplace for apps, what happened with Six Apart/MovableType, social networking replacing blogging, and much more. 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According to a <a title="http://www.women2.com/how-automattic-empowers-women-a-culture-that-neutralizes-gender/" href="http://www.women2.com/how-automattic-empowers-women-a-culture-that-neutralizes-gender/">recent article published by Women 2.0 </a> the distributed nature as well as the entire company culture is about empowering people regardless of their gender. One of the beautiful things about Automattic is the communication factor. One would think that not having a central office where everyone that is apart of the company works out of would be a hindrance to communication. In this instance, it’s actually the opposite. The team uses over 160 different P2 blogs that are organized by function, teams, and projects. This has at times lead to over communication, if that’s possible. Those P2 sites are accessible to everyone within the company which produces a window of transparency. You don’t have to worry about back-room deals or meetings where a sub-section of workers don’t know what’s going on.</p>\n<div>\n<blockquote>\n<p dir="ltr">This openness not only fends off politics, it promotes more recognition and feedback for ideas and contributions, helping to equalize how people participate at work. “I think our communication style in some ways neutralizes gender. It puts the focus more on things like tone and making sure people participate and speak up,” Rosso notes.</p>\n<p dir="ltr">With fewer barriers to expressing themselves and being heard, Automatticians don’t have to wait for formal meetings or write out memos. “Recently there was a very long internal thread about finding great female job candidates and what we can do as a company to encourage this, or if it’s even a problem,” Rosso recounts. Rather than having a limp exchange about women in tech within the HR department, the question turned into a real dialogue throughout the company.</p>\n</blockquote>\n<p dir="ltr">One of the things I like most about how Automattic operates is the flexibility offered to all of their employees to move between teams and projects so that individuals have the choice of learning different skill-sets and contributing to projects that they are interested in. They don’t have to be stuck doing the same thing for years on end.</p>\n<p dir="ltr">Although not written by a female, I’m looking forward to reading a new book by Scott Berkun titled <a title="http://www.amazon.com/The-Year-Without-Pants-WordPress-com/dp/1118660633" href="http://www.amazon.com/The-Year-Without-Pants-WordPress-com/dp/1118660633">The Year Without Pants</a> slated for release on September 10th, 2013 which chronicles how Automattic works as a company from an insider’s view and what lessons other companies can learn from them.</p>\n</div>\n<img src="http://feeds.feedburner.com/~r/WordpressTavern/~4/3qvCEbCu5m8" height="1" width="1" />";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Fri, 21 Jun 2013 16:02:01 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:6:"Jeffro";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:37;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:52:"WPTavern: Matt Cutts Switches From Thesis To Genesis";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7395";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:104:"http://feedproxy.google.com/~r/WordpressTavern/~3/zD0l4fWWUpE/matt-cutts-switches-from-thesis-to-genesis";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:2752:"<p><a href="http://i2.wp.com/www.wptavern.com/wp-content/uploads/2013/06/GenesisFrameworkLogo.jpg" rel="thumbnail"><img src="http://i2.wp.com/www.wptavern.com/wp-content/uploads/2013/06/GenesisFrameworkLogo.jpg?resize=182%2C123" alt="Genesis Framework Logo" class="alignright size-full wp-image-7396" /></a>Matt Cutts, the public figure for the Google Webspam team has <a href="http://www.mattcutts.com/blog/" title="http://www.mattcutts.com/blog/">switched his site</a> from using the Thesis theme to <a href="http://www.studiopress.com/" title="http://www.studiopress.com/">Genesis</a>. 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On July 20th, 2010 Matt Cutts <a href="http://wp-community.org/2010/07/20/google-matt-cutts-wordpress/" title="http://wp-community.org/2010/07/20/google-matt-cutts-wordpress/">appeared on the WordPress Podcast</a> where he first mentioned the possibility of switching from Thesis to the default theme in WordPress but the switch was more a case of WordPress improving to the point of not needing Thesis versus whether it was violating the GPL or not. </p>\n<p>For those that don’t think it’s news to see people like Matt Cutts switch to a different theme, consider the following text which shows up time and time again when searching Google for Thesis:</p>\n<blockquote><p>Thesis is such a popular theme that even Matt Cutts from Google uses it. You couldn’t ask for a better endorsement!</p></blockquote>\n<p>Well, that endorsement is now gone. Considering Matt was going to switch themes in 2010 because of the increase in features in WordPress and not because it had anything to do with the GPL leads me to believe that this most recent move didn’t have much to do with the license either. In fact, all of the SEO work that’s gone into the Genesis Theme Framework recently has probably perked Matt’s interest. This is speculative of course. </p>\n<img src="http://feeds.feedburner.com/~r/WordpressTavern/~4/zD0l4fWWUpE" height="1" width="1" />";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Fri, 21 Jun 2013 15:00:03 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:6:"Jeffro";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:38;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:71:"Donncha: Integrate Google+ and Facebook Comments in your WordPress blog";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:29:"http://ocaoimh.ie/?p=89498429";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:91:"http://ocaoimh.ie/2013/06/21/integrate-google-and-facebook-comments-in-your-wordpress-blog/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:2213:"<p><img src="http://ocaoimh.ie/ocaoimh/2013/06/screenshot-1.png" alt="screenshot-1" width="643" height="612" class="aligncenter size-full wp-image-89498430" /></p>\n<p>If posts are the life blood of a successful blog, then comments are probably the heart as they encourage the author and provide a discussion mechanism around a story*. The problem is that blogs can be seen as an island in the ocean surrounded by social media continents such as Google Plus and Facebook. The islands may not get much attention. </p>\n<p>That’s where the plugin <a href="http://wordpress.org/plugins/gplus-comments/">Google+ Comments for WordPress</a> comes in. It’s simple to install and adds a tabbed comment interface at the end of each post where visitors can comment using their identities on their favourite social media site. </p>\n<p>I left a Google Plus comment on a previous post and allowed it to be shared on Google Plus. I got a few replies on that post which also appeared on my blogh. I wouldn’t go sharing every comment you make from your blog. Spamming is spamming, whatever way you do it.</p>\n<p>* On Youtube of course it’s usually the reverse. Never read the comments on a popular Youtube video. It’ll hurt your brain.</p>\n<div align="center"><!--\n google_ad_client = "pub-1076796686536503";\n /* 336x280, created 22/05/09 */\n google_ad_slot = "6456264552";\n google_ad_width = 336;\n google_ad_height = 280;\n //-->\n </div>\n<p><strong>Related Posts</strong><ul><li> <a href="http://ocaoimh.ie/2006/10/06/ping-google-too/" rel="bookmark" title="Permanent Link: Ping Google Too!">Ping Google Too!</a></li><li> <a href="http://ocaoimh.ie/2007/12/20/we-dated-on-facebook/" rel="bookmark" title="Permanent Link: We dated on Facebook">We dated on Facebook</a></li><li> <a href="http://ocaoimh.ie/2007/12/14/subscribe-to-comments/" rel="bookmark" title="Permanent Link: Subscribe to comments?">Subscribe to comments?</a></li></ul></p><p><a href="http://ocaoimh.ie/2013/06/21/integrate-google-and-facebook-comments-in-your-wordpress-blog/">Integrate Google+ and Facebook Comments in your WordPress blog</a> originally appeared on <a href="http://ocaoimh.ie">Holy Shmoly!</a>.</p>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Fri, 21 Jun 2013 13:15:53 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:7:"Donncha";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:39;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:39:"WPTavern: Bad Attitudes Are Not Welcome";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7400";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:91:"http://feedproxy.google.com/~r/WordpressTavern/~3/AMAdlbHWtO8/bad-attitudes-are-not-welcome";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:3585:"<p>Tom McFarlin of 8Bit has written a piece entitled <a href="http://wpdaily.co/attitude-adjustment/" title="http://wpdaily.co/attitude-adjustment/">The WordPress Community Needs an Attitude Adjustment</a> and while I agree with the overall point of needing to just be nicer to each other, his post generates a lot of different thoughts and emotions inside of me. </p>\n<p>On the one hand, I read Tom’s post and come away thinking that everyone should just shut up and stare at the sign that says <strong>Patches Welcome</strong> which at times, appears to be the answer to any form of criticism or discussion about WordPress. On the other, I see the point of being more civil towards one another when disagreements or engagement occurs. This thing we call the WordPress community does an excellent job of policing itself but a quick Google search shows that at times, we certainly eat our own for lunch. I can see how this public display of back and forth fighting could turn off a lot of people from contributing to WordPress much less be a part of that circle.</p>\n<p>In Tom’s article, Jake Goldman of WordPress consulting firm <a href="http://10up.com/" title="http://10up.com/">10up</a> left this great comment:</p>\n<blockquote><p>Any large, enthusiastic community is going to have louder, more opinionated voices, and softer “never offend” voices. And even those of us that generally strive to be loud only when the subject seems in need of broader discussion, sometimes err in how we communicate (I know I regret the way I framed a point about business and WordCamps that was, ironically, sensationalized here).</p>\n<p>Follow any large audience – Android fans, UX groups, Joomla communities – and you’ll find the same characteristics. It’s a sign that we’re passionate, diverse, and engaging. And human!</p>\n<p>No one would argue that calmer, more professional dialog is a bad thing. IMHO, lets just remember its not uniquely endemic to WordPress, and try to embrace, not shun, the more opinionated among us.</p></blockquote>\n<p>WPTavern has played host to several important discussions surrounding WordPress over the years and I can’t count the number of times I saw core WordPress developers shrug people and their concerns off as ‘<em>big deal</em>‘. It’s infuriating to be passionate about WordPress, raise a valid concern and instead of those close to the heart of WordPress taking an active stance and being part of the conversation, they insist on shrugging people and the conversation off. I would like to formally recognize Mark Jaquith as <strong>NOT</strong> being one of those people. Mark has often participated in these discussions offering rational, level-headed approaches to our discussions and sometimes, validating our concerns while providing us direction on how to solve them. As far as I’m concerned, he’s a role model for those at the top on how to deal with issues that are raised by members of the community.</p>\n<p>Ultimately, the WordPress eco-system is better off by eliminating unnecessary insults, threats, public displays of bashing, and being the crudest of human beings. There’s no room in the community for that crap. It doesn’t mean that we’re forced to sit around a campfire and be happy WordPress hippies signing kumbaya. It just means we can have meaningful dialogue among each other to generate forward progress without having to take part in all the above. </p>\n<img src="http://feeds.feedburner.com/~r/WordpressTavern/~4/AMAdlbHWtO8" height="1" width="1" />";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Thu, 20 Jun 2013 20:02:58 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:6:"Jeffro";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:40;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:67:"WordPress.tv: Natalie MacLees: Using jQuery in Your WordPress Theme";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:28:"http://wordpress.tv/?p=19364";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:84:"http://wordpress.tv/2013/06/20/natalie-maclees-using-jquery-in-your-wordpress-theme/";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:684:"<div id="v-gvYXVNsE-1" class="video-player">\n</div>\n<br /> <a rel="nofollow" href="http://feeds.wordpress.com/1.0/gocomments/wptv.wordpress.com/19364/"><img alt="" border="0" src="http://feeds.wordpress.com/1.0/comments/wptv.wordpress.com/19364/" /></a> <img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=wordpress.tv&blog=5089392&post=19364&subd=wptv&ref=&feed=1" width="1" height="1" /><div><a href="http://wordpress.tv/2013/06/20/natalie-maclees-using-jquery-in-your-wordpress-theme/"><img alt="Natalie MacLees: Using jQuery in Your WordPress Theme" src="http://videos.videopress.com/gvYXVNsE/video-635510490f_std.original.jpg" width="160" height="120" /></a></div>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Thu, 20 Jun 2013 17:02:24 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:12:"WordPress.tv";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:41;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:61:"WPTavern: GenerateWP.com – Useful WordPress Code Generators";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7385";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:111:"http://feedproxy.google.com/~r/WordpressTavern/~3/jORrz52sRZQ/generatewp-com-useful-wordpress-code-generators-2";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:1222:"<p><a href="http://i1.wp.com/www.wptavern.com/wp-content/uploads/2013/06/GenerateWPLogo.png" rel="thumbnail"><img src="http://i1.wp.com/www.wptavern.com/wp-content/uploads/2013/06/GenerateWPLogo.png?resize=298%2C60" alt="Generate WP Logo" class="alignright size-full wp-image-7388" /></a>Who doesn’t love a good code generator for WordPress? <a href="http://generatewp.com/" title="http://generatewp.com/">GenerateWP.com</a> should definitely be added to your list of bookmarked resources as the site provides a number of different generators for common tasks such as WP-Config file, sidebars, custom post types, menus, and more. Best of all, the code generated from this website meets the <a href="http://codex.wordpress.org/WordPress_Coding_Standards" title="http://codex.wordpress.org/WordPress_Coding_Standards">WordPress coding standards</a>. Rami Yushuvaev did a great job with the site. I’m curious to know how many of you have used the code generated by his website in your own projects or do you mostly write your own code from scratch? What other types of WordPress generators would you find useful?</p>\n<img src="http://feeds.feedburner.com/~r/WordpressTavern/~4/jORrz52sRZQ" height="1" width="1" />";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Thu, 20 Jun 2013 02:46:58 +0000";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:32:"http://purl.org/dc/elements/1.1/";a:1:{s:7:"creator";a:1:{i:0;a:5:{s:4:"data";s:6:"Jeffro";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:42;a:6:{s:4:"data";s:13:"\n \n \n \n \n \n \n";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:57:"WPTavern: PressForward – RSS Reader Inside Of WordPress";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:31:"http://www.wptavern.com/?p=7370";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:105:"http://feedproxy.google.com/~r/WordpressTavern/~3/mb-pcnNNH3w/pressforward-rss-reader-inside-of-wordpress";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:4412:"<p><a href="http://i2.wp.com/www.wptavern.com/wp-content/uploads/2013/06/PressforwardLogo.jpg" rel="thumbnail"><img class="alignleft size-full wp-image-7371" alt="Press Forward Logo" src="http://i2.wp.com/www.wptavern.com/wp-content/uploads/2013/06/PressforwardLogo.jpg?resize=419%2C72" /></a></p>\n<p> </p>\n<p> </p>\n<p>With the impending shutdown of Google Reader on July 1st, I’ve been looking for Feedreader alternatives. I happened to stumble across a recently developed plugin called <a title="https://github.com/PressForward/pressforward" href="https://github.com/PressForward/pressforward">PressForward</a>. Developed for the <a href="http://chnm.gmu.edu" target="_blank">Roy Rosenzweig Center for History and New Media</a> at <a href="http://gmu.edu" target="_blank">George Mason University</a> by <a href="http://aramzs.me" target="_blank">Aram Zucker-Scharff</a>, <a href="http://boone.gorg.es/" target="_blank">Boone B. Gorges</a>, and <a href="http://clioweb.org" target="_blank">Jeremy Boggs</a>, PressForward provides not only a set of curation tools for authors, but a simple feedreader as well. The plugin is in beta form and it’s obvious once you start using it but here is my experience with it thus far.</p>\n<p><a href="http://i1.wp.com/www.wptavern.com/wp-content/uploads/2013/06/Pressforward1.jpg" rel="thumbnail"><img class="aligncenter size-large wp-image-7377" alt="PressForward Interface" src="http://i1.wp.com/www.wptavern.com/wp-content/uploads/2013/06/Pressforward1.jpg?resize=500%2C274" /></a></p>\n<p>My main interest was determining whether PressForward could work as my primary feedreader with the added benefit of being within the back-end of WordPress. After experimenting with it for the better part of the day, I’ve determined that it’s not something that fulfills my needs. For starters, there is no way to browse feeds by folder/site, it’s all or nothing. Adding feeds is another matter. It’s not as simple as clicking an RSS feed button and adding the site to the back-end of WordPress. Instead, you’ll need to link to a OPML file or provide the URL of a single feed. In the future, it would be beneficial to have the ability to upload an OPML file instead.</p>\n<h2>What And Who This Plugin Is Really Meant For:</h2>\n<p>The ideas behind this plugin start to shine when you consider its feature set mixed with a multi-author website. Say we have a website with 7 authors dedicated to all things WordPress. All 7 authors can use the feedreader in PressForward to curate content from those feeds and then nominate their content to be published to the front page. When a piece of content is nominated, it goes under review and from here, authors can automatically create a draft post from the nominated content.</p>\n<p><a href="http://i1.wp.com/www.wptavern.com/wp-content/uploads/2013/06/Pressforward3.jpg" rel="thumbnail"><img class="aligncenter size-full wp-image-7378" alt="Press forward Draft" src="http://i1.wp.com/www.wptavern.com/wp-content/uploads/2013/06/Pressforward3.jpg?resize=249%2C149" /></a></p>\n<p>It’s not just the administrators that can curate content. PressForward has drop-down menus that control the permission levels for specific sections of the plugin. I could see this becoming handy for someone that wanted to create a crowd-sourcing site dedicated to a specific topic.</p>\n<p><a href="http://i0.wp.com/www.wptavern.com/wp-content/uploads/2013/06/Pressforward4.jpg" rel="thumbnail"><img class="aligncenter size-full wp-image-7379" alt="PressForward Permission Settings" src="http://i0.wp.com/www.wptavern.com/wp-content/uploads/2013/06/Pressforward4.jpg?resize=337%2C306" /></a></p>\n<p>One of the other neat aspects is the built-in commenting system. Each article can be commented on which aids in collaborating on the story. Those comments are not accessible to the public.</p>\n<h2>Conclusion:</h2>\n<p>PressForward is not a good recommendation for single site authors looking to replace their desktop or service based feedreaders with something that exists within WordPress. 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--
-- Dumping data for table `wp_posts`
--
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(5, 1, '2013-05-05 06:25:08', '0000-00-00 00:00:00', '', 'Logo Retina', '', 'draft', 'closed', 'closed', '', 'of-logo_retina', '', '', '2013-05-05 06:25:08', '0000-00-00 00:00:00', '', 0, 'http://invictusleader.com/home/?post_type=options&p=5', 0, 'options', '', 0),
(6, 1, '2013-05-05 06:25:08', '0000-00-00 00:00:00', '', 'Page Title Bg', '', 'draft', 'closed', 'closed', '', 'of-page_title_bg', '', '', '2013-05-05 06:25:08', '0000-00-00 00:00:00', '', 0, 'http://invictusleader.com/home/?post_type=options&p=6', 0, 'options', '', 0),
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(8, 1, '2013-05-05 10:39:28', '0000-00-00 00:00:00', '', 'Flexslider 1', '', 'draft', 'closed', 'closed', '', 'of-flexslider_1', '', '', '2013-05-05 10:39:28', '0000-00-00 00:00:00', '', 0, 'http://invictusleader.com/home/?post_type=options&p=8', 0, 'options', '', 0),
(9, 1, '2012-07-30 23:33:19', '2012-07-30 23:33:19', '', 'Blog Large', '', 'publish', 'open', 'open', '', 'blog', '', '', '2012-07-30 23:33:19', '2012-07-30 23:33:19', '', 0, 'http://theme-fusion.com/avada/?page_id=9', 0, 'page', '', 0),
(33, 1, '2012-07-31 02:06:41', '2012-07-31 02:06:41', '[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[content_boxes]\n[content_box title="Responsive Design" image="" icon="tablet" link="http://themeforest.net/user/ThemeFusionhttp://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see it happen.[/content_box]\n[content_box title="Awesome Sliders" image="" icon="random" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider as well as the popular FlexSlider2. Both are easy to use![/content_box]\n[content_box title="Unlimited Colors" image="" icon="tint" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\n[content_box last="yes" title="500+ Google Fonts" image="" icon="text-width" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n[three_fourth last="no"]\n[title size="2"]Latest From The Blog[/title]\n[recent_posts columns="3" number_posts="3" cat_id="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="15"][/recent_posts]\n[/three_fourth]\n\n[one_fourth last="yes"]\n[title size="2"]What Client''s Say[/title]\n[testimonials]\n[testimonial name="Borchard" gender="male" company="Crucio Theme"]To anybody thinking of buying this theme – buy it! The theme itself is amazing, and on top of that, the support is outstanding! I wanted some features put in, and the theme developer was more than willing to help me out![/testimonial]\n[testimonial name="Flygirly" gender="female" company="Imperio Theme"]I would like to extend a special thank you for your excellent support. Is has been a great experience. I love this template and more so because you provided excellent support and feedback.Thank you for such a great template! A must have![/testimonial]\n[testimonial name="FWN" gender="female" company="Crucio Theme"]Thank You for the speedy reply and the addition to the next update ThemeFusion, now purchased![/testimonial]\n[testimonial name="Utcrayons" gender="male" company="Imperio Theme"]It’s my first time buying on here and I’m very please, so easy to customize! Cheers for your help again, very satisfied customer!!!![/testimonial]\n[testimonial name="isaed" gender="male" company="Imperio Theme"]Themes like yours make people want to upgrade their business quality to fit in such beauty … really thanks and all the best luck in sales.[/testimonial]\n[/testimonials]\n[/one_fourth]', 'Home', '', 'publish', 'open', 'closed', '', 'home-2', '', '', '2012-07-31 02:06:41', '2012-07-31 02:06:41', '', 0, 'http://theme-fusion.com/avada/?page_id=33', 0, 'page', '', 0),
(35, 1, '2012-07-31 02:06:57', '2012-07-31 02:06:57', '[one_third last="no"]\n<img alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2012/07/image_1.jpg" />\n<h2>Ultra-Responsive Design</h2>\nAvada is fully responsive and can adapt to any screen size, its incredibly fast and flexible. Try resizing your browser window to see the adaptation in action.\n[/one_third]\n\n[one_third last="no"]\n<img alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2012/07/image_1.jpg" />\n<h2>Awesome Powerful Sliders</h2>\nAvada includes the awesome Layer Parallax Slider as well as the popular FlexSlider2. Both of the sliders have awesome plugins making it super easy to use.\n[/one_third]\n\n[one_third last="yes"]\n<img alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2012/07/image_1.jpg" />\n<h2>Loaded With Options</h2>\nThis theme is loaded, unlimited color options, 500+ google fonts, 4 post types, advanced theme options, 3 home page layouts, boxed & wide to name a few.\n[/one_third]\n\n[separator top="40"]\n\n[one_half last="no"]\n[tabs tab1="Tab Data #1" tab2="Tab Data #2" tab3="Tab Data #3"]\n\n[tab id=1]\n[fontawesome icon="random" circle="yes" size="large"]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips ameet quasi architecto beatae vitae dicta sunt explicabo.\n[/tab]\n[tab id=2]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips ameet quasi architecto beatae vitae dicta sunt explicabo. amets dolores.[/tab]\n[tab id=3]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips ameet quasi architecto beatae vitae dicta sunt explicabo. amets dolores.[/tab]\n[/tabs]\n[/one_half]\n\n[one_half last="yes"]\n[title size="2"]Why Choose Us[/title]\n<ul class="arrow">\n<ul class="arrow">\n<ul class="arrow">\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n <li>Unlimited color options with a backed color picker, including the gradients</li>\n <li>Multiple layout options for home pages, portfolio and blog section</li>\n <li>We offer free support because we care about your site as much as you.</li>\n</ul>\n</ul>\n</ul>\n[/one_half]\n\n[separator top="10"]\n\n[title size="2"]Our Happy Clients[/title]\n[clients][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][/clients]', 'Home Version 3', '', 'publish', 'open', 'open', '', 'home-version-3', '', '', '2012-07-31 02:06:57', '2012-07-31 02:06:57', '', 0, 'http://theme-fusion.com/avada/?page_id=35', 0, 'page', '', 0),
(54, 1, '2012-07-31 02:10:38', '2012-07-31 02:10:38', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]We Offer Free, Top-Notch Supprt With All Our Themes[/title]\nAvada, as well as ThemeFusion''s other themes, comes with excellent support. Having a well coded & designed theme doesn’t mean anything if you don’t have a way to insure its longevity. We care about our customers and the sites that they put together. Any issue you have is our issue as well and we will do whatever it takes to fix any issues that may come up. We have a dedicated support forum for our users to visit. Simply fill out a new thread and we will get you an answer as quickly as possible. \n', 'Ongoing Support', '', 'publish', 'open', 'open', '', 'great-support', '', '', '2012-07-31 02:10:38', '2012-07-31 02:10:38', '', 80, 'http://theme-fusion.com/avada/?page_id=54', 0, 'page', '', 0),
(69, 1, '2012-07-31 02:15:48', '2012-07-31 02:15:48', '[one_half last="no"]\r\n[slider]\r\n[slide]http://invictusleader.com/home/wp-content/uploads/2013/06/about-page-1.jpg[/slide]\r\n[slide]http://invictusleader.com/home/wp-content/uploads/2013/06/about-page-2.jpg[/slide]\r\n[slide]http://invictusleader.com/home/wp-content/uploads/2013/06/about-page-3.jpg[/slide]\r\n[/slider]\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[title size="2"]Who We Are[/title]\r\nHigh achieving leaders in today’s world of unprecedented change and uncertainty have to remain relevant as they strive to renew and reinvent themselves constantly to keep abreast of the hectic pace. Leaders know how lonely it can be at the top and how difficult it is to stay on the cutting edge, not just for a season but for the long term.\r\n\r\nWhether you are a CEO, MD, GM, head of department, manager, entrepreneur or even a leader without a title, we can work with you to become your trusted thought partner in your success.\r\n[/one_half]\r\n\r\n[one_half last="no"]\r\n[title size="2"]Think, Act & Dare[/title]\r\nWe challenge you to think, behave and act in ways that you may have never dared explore before, whether due to insecurity, ignorance or inertia. We realize that many corporate executives lack the opportunity for genuine expression and constructive feedback simply because of the political systems, insular mindsets and anachronistic traditions that have taken root in their organizations. We intervene professionally to break these shackles before they mortally stifle the organization’s lifeblood.\r\n\r\nOur clients grow as emotionally intelligent leaders by understanding and developing their unique purpose, strengths and brand attributes on a much deeper level. We help them embark on their inner journey of self-discovery and self-development, whilst ensuring that they deliver the results expected of them as successful leaders and professionals.\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[title size="2"]Qualified & Experienced Team[/title]\r\nOur team is qualified and experienced in applying many of the leading profiling tools available, constantly drawing out your best attributes and greatest potential to help you become a self-directed leader who can in turn raise other leaders.\r\n<div>We <strong>lead, innovate, coach</strong>. <strong>We develop leaders…and leaders develop leaders</strong>.</div>\r\n<div></div>\r\n<br>\r\n<div>We are <strong>INVICTUS LEADER</strong>.</div>\r\n[/one_half]\r\n\r\n<!--[one_half last="no"]\r\n[title size="2"]Who Is Avada[/title]\r\n[accordian]\r\n[toggle title="Our Company Mission"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\r\n[toggle title="The Avada Philosophy"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\r\n[toggle title="The Avada Promise"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\r\n[toggle title="We Can Deliver On Projects"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\r\n[/accordian]\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[title size="2"]Our Crazy Skills[/title]\r\n[progress percentage="90"]Web Design[/progress][progress percentage="95"]HTML/CSS[/progress][progress percentage="85"]Graphic Design[/progress]\r\n[progress percentage="75"]WordPress[/progress]\r\n[/one_half]\r\n\r\n\r\n[separator top="30"]\r\n[title size="2"]Our Happy Clients[/title]\r\n[clients][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][/clients]-->', 'About Us', '', 'publish', 'open', 'open', '', 'about-us', '', '', '2013-06-29 16:20:02', '2013-06-29 16:20:02', '', 0, 'http://theme-fusion.com/avada/?page_id=69', 0, 'page', '', 0),
(72, 1, '2012-07-31 02:16:22', '2012-07-31 02:16:22', '[one_half last="no"]\n[slider][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][/slider]\n[/one_half]\n\n[one_half last="yes"]\n[title size="2"]Avada’s Four Areas of Expertise[/title]\nLid est laborum dolo rumes fugats untras. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips amets.. Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt.. Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia non numquam eius modi tempora incidunt ut labore dolore magnam aliuam quaerat voluptatem. \n[/one_half]\n\n[content_boxes]\n[content_box title="Responsive Design" image="" icon="tablet" link="http://themeforest.net/user/ThemeFusionhttp://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see it happen.[/content_box]\n[content_box title="Awesome Sliders" image="" icon="random" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider as well as the popular FlexSlider2. Both are easy to use![/content_box]\n[content_box title="Unlimited Colors" image="" icon="tint" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\n[content_box last="yes" title="500+ Google Fonts" image="" icon="text-width" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n\n[title size="2"]Avada’s Other Services[/title]\n<p style="margin-bottom: 30px;">Lid est laborum dolo rumes fugats untras. Etharums ser quidem rerum facilis dolores tium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi archgit, magnam aliquam quaerat voluptatem. Asunt in anim uis aute irure dolor ins. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes ser.</p>\n[tabs tab1="Service #1" tab2="Service #2" tab3="Service #3" tab4="Service #4" tab5="Service #5" tab6="Service #6"]\n\n[tab id=1]\n[fontawesome icon="random" circle="yes" size="large"] Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam est. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.\n<ul class="arrow">\n <li>Cras rutrum leo at odio volutpat donec fermentum porttitor nunc maecenas quis Etharums ser quidem rerum facilis</li>\n <li>Aenean faucibus sapien a odios suspendisse venenatis euismod cras dolores amets unsers fugiats.</li>\n</ul>\n\n[/tab]\n[tab id=2][fontawesome icon="magic" circle="yes" size="large"] Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerums facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam est. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni uns.\n[/tab]\n\n[tab id=3][fontawesome icon="desktop" circle="yes" size="large"] Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam est. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.\n<ul class="arrow">\n <li>Cras rutrum leo at odio volutpat donec fermentum porttitor nunc maecenas quis Etharums ser quidem rerum facilis</li>\n <li>Aenean faucibus sapien a odios suspendisse venenatis euismod cras dolores amets unsers fugiats.</li>\n</ul>\n[/tab]\n\n[tab id=4][fontawesome icon="magic" circle="yes" size="large"] Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerums facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam est. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni uns.\n[/tab]\n\n[tab id=5]\n[fontawesome icon="tint" circle="yes" size="large"] Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam est. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.\n<ul class="arrow">\n <li>Cras rutrum leo at odio volutpat donec fermentum porttitor nunc maecenas quis Etharums ser quidem rerum facilis</li>\n <li>Aenean faucibus sapien a odios suspendisse venenatis euismod cras dolores amets unsers fugiats.</li>\n</ul>\n[/tab]\n\n[tab id=6][fontawesome icon="thumbs-up" circle="yes" size="large"]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerums facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam est. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni uns.\n[/tab]\n[/tabs]\n\n[separator top="80"]\n\n[one_half last="no"]\n[title size="2"]Why Choose Us[/title]\n<ul class="arrow">\n<ul class="arrow">\n<ul class="arrow">\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase important content</li>\n <li>Unlimited color options with a backed color picker, including the gradients</li>\n <li>Multiple layout options for home pages, portfolio section & blog section</li>\n <li>We offer free support because we care about your site as much as you do.</li>\n</ul>\n</ul>\n</ul>\n[/one_half]\n\n[one_half last="yes"]\n[title size="2"]What Client''s Say[/title]\n[testimonials]\n[testimonial name="BlueOrchard" company="Crucio Theme"]To anybody thinking of buying this theme – buy it! The theme itself is amazing, and on top of that, the support is outstanding! I wanted some features put in, and the theme developer was more than willing to help me out![/testimonial]\n[testimonial name="Flygirly" company="Imperio Theme"]I would like to extend a special thank you for your excellent support. Is has been a great experience. I love this template and more so because you provided excellent support and feedback.Thank you for such a great template! A must have![/testimonial]\n[testimonial name="FWN" company="Crucio Theme"]Thank You for the speedy reply and the addition to the next update ThemeFusion, now purchased![/testimonial]\n[testimonial name="Utcrayons" company="Imperio Theme"]It’s my first time buying on here and I’m very please, so easy to customize! Cheers for your help again, very satisfied customer!!!![/testimonial]\n[testimonial name="isaed" company="Imperio Theme"]Themes like yours make people want to upgrade their business quality to fit in such beauty … really thanks and all the best luck in sales.[/testimonial]\n[/testimonials]\n[/one_half]', 'Services Page 1', '', 'publish', 'open', 'open', '', 'services', '', '', '2012-07-31 02:16:22', '2012-07-31 02:16:22', '', 0, 'http://theme-fusion.com/avada/?page_id=72', 0, 'page', '', 0),
(78, 1, '2012-07-31 02:17:05', '2012-07-31 02:17:05', '', 'FAQ Page 2', '', 'publish', 'open', 'open', '', 'faq', '', '', '2012-07-31 02:17:05', '2012-07-31 02:17:05', '', 0, 'http://theme-fusion.com/avada/?page_id=78', 0, 'page', '', 0),
(80, 1, '2012-07-31 02:20:18', '2012-07-31 02:20:18', '<img class="alignnone wp-image-180" title="full_width" alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]Avada Includes A Side Navigation Template[/title]\nWith Avada''s side navigation template, you can add even more content to your site. With the page template, its very easy to set up and use and it can be positioned on the left or right. Check out all other features listed in the side navigation menu!', 'Side Navigation', '', 'publish', 'open', 'open', '', 'side-navigation', '', '', '2012-07-31 02:20:18', '2012-07-31 02:20:18', '', 0, 'http://theme-fusion.com/avada/?page_id=80', 0, 'page', '', 0),
(82, 1, '2012-07-31 02:17:35', '2012-07-31 02:17:35', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2012/07/image_1.jpg" alt="" width="700" height="360" />\n\n[separator top="50"]\n[title size="2"]This Is An Example Of Our Sidebar Page[/title]\nQuisque ligulas ipsum, euismod atras vulputate iltricies etri elit. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos. Nulla nunc dui, tristique in semper vel, congue sed ligula. Nam dolor ligula, faucibus id sodales in, auctor fringilla libero. Pellentesque pellentesque tempor tellus eget hendrerit. Morbi id aliquam ligula. Aliquam id dui sem. Proin rhoncus consequat nisl, eu ornare mauris tincidunt vitae.\n\nVestibulum sodales ante a purus volutpat euismod. Proin sodales quam nec ante sollicitudin lacinia. Ut egestas bibendum tempor. Morbi non nibh sit amet ligula blandit ullamcorper in nec risus. Pellentesque fringilla diam faucibus tortor bibendum vulputate. Etiam turpis urna, rhoncus et mattis ut, dapibus eu nunc. Nunc sed aliquet nisi. Nullam ut magna non lacus adipiscing volutpat. Aenean odio mauris, consectetur quis consequat quis, blandit a nunc. Sed orci erat, placerat ac interdum ut, suscipit eu augue. Nunc vitae mi tortor. Ut vel justo quis lectus elementum ullamcorper volutpat vel libero.\n<blockquote>Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna aliquam erat volutpat. Ut wisi enim ad minim veniam, quis nostrud exercitation.Sed tincidunt semper lorem. Etiam in libero felis, at blandit felis. Integer in est ultrices sapien ultrices condimentum at porttitor arcu. Nam congue nunc ac leo pretium sit amet fermentum leo feugiat. Donec erat magna, lobortis in pretium vitae, sollicitudin ac ante. Maecenas ullamcorper augue pretium lacus lacinia in accumsan lorem auctor. Quisque massa sem, faucibus sit amet porttitor ac, feugiat id tortor. Integer mattis elit sit amet enim eleifend mattis sagittis ante dapibus. Nunc erat dui, tincidunt vel pharetra.</blockquote>\nDonec volutpat nibh sit amet libero ornare non laoreet arcu luctus. Donec id arcu quis mauris euismod placerat sit amet ut metus. Sed imperdiet fringilla sem eget euismod. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Pellentesque adipiscing, neque ut pulvinar tincidunt, est sem euismod odio, eu ullamcorper turpis nisl sit amet velit. Nullam vitae nibh odio, non scelerisque nibh. Vestibulum ut est augue, in varius purus.\n\nProin dictum lobortis justo at pretium. Nunc malesuada ante sit amet purus ornare pulvinar. Donec suscipit dignissim ipsum at euismod. Curabitur malesuada lorem sed metus adipiscing in vehicula quam commodo. Sed porttitor elementum elementum. Proin eu ligula eget leo consectetur sodales et non mauris. Lorem ipsum dolor sit amet, consectetur adipiscing elit.\n\nNunc tincidunt, elit non cursus euismod, lacus augue ornare metus, egestas imperdiet nulla nisl quis mauris. Suspendisse a pharetra urna. Morbi dui lectus, pharetra nec elementum eget, vulputate ut nisi. Aliquam accumsan, nulla sed feugiat vehicula, lacus justo semper libero, quis porttitor turpis odio sit amet ligula. Duis dapibus fermentum orci, nec malesuada libero vehicula ut. Integer sodales, urna eget interdum eleifend, nulla nibh laoreet nisl, quis dignissim mauris dolor eget mi. Donec at mauris enim. Duis nisi tellus, adipiscing a convallis quis, tristique vitae risus. Nullam molestie gravida lobortis. Proin ut nibh quis felis auctor ornare. Cras ultricies, nibh at mollis faucibus, justo eros porttitor mi, quis auctor lectus arcu sit amet nunc. Vivamus gravida vehicula arcu, vitae vulputate augue lacinia faucibus.\n\nUt porttitor euismod cursus. Mauris suscipit, turpis ut dapibus rhoncus, odio erat egestas orci, in sollicitudin enim erat id est. Sed auctor gravida arcu, nec fringilla orci aliquet ut. Nullam eu pretium purus. Maecenas fermentum posuere sem vel posuere. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Morbi ornare convallis lectus a faucibus. Praesent et urna turpis. Fusce tincidunt augue in velit tincidunt sed tempor felis porta. Nunc sodales, metus ut vestibulum ornare, est magna laoreet lectus, ut adipiscing massa odio sed turpis. In nec lorem porttitor urna consequat sagittis. Nullam eget elit ante. Pellentesque justo urna, semper nec faucibus sit amet, aliquam at mi. Maecenas eget diam nec mi dignissim pharetra.\n\nSed tincidunt semper lorem. Etiam in libero felis, at blandit felis. Integer in est ultrices sapien ultrices condimentum at porttitor arcu. Nam congue nunc ac leo pretium sit amet fermentum leo feugiat. Donec erat magna, lobortis in pretium vitae, sollicitudin ac ante. Maecenas ullamcorper augue pretium lacus lacinia in accumsan lorem auctor. Quisque massa sem, faucibus sit amet porttitor ac, feugiat id tortor. Integer mattis elit sit amet enim eleifend mattis sagittis ante dapibus. Nunc erat dui, tincidunt vel pharetra ac, egestas ut mi. Mauris ut nunc vel nunc malesuada facilisis ac quis augue.\n\nIn laoreet orci id urna viverra fringilla. Donec viverra turpis scelerisque nunc iaculis luctus. Sed in molestie erat. Phasellus non justo sapien, sit amet egestas mi. Sed dignissim venenatis augue eget congue. Vivamus id urna risus. Etiam tempor, nunc non eleifend tristique, magna augue lacinia velit, non interdum mi lorem id dolor. Duis sed metus vel elit viverra bibendum. Ut ullamcorper lacus sit amet augue ornare faucibus. Etiam tortor est, feugiat et congue sit amet, gravida tristique erat. Mauris ut aliquam mi. Maecenas non placerat nisl.\n\nNullam sapien ante, porta sed lacinia ac, semper in ligula. Integer euismod, diam vel molestie gravida, nisl urna blandit sapien, condimentum adipiscing mauris justo eu nisi. Phasellus in varius urna. Quisque ut nunc a dui egestas cursus eu eget sapien. Curabitur vulputate dignissim purus in sagittis. Maecenas dignissim auctor neque, sit amet tincidunt felis dignissim sed. Duis nec tortor sit amet nisi ornare aliquam. Quisque porta rhoncus dolor. Morbi sed dui sed tellus semper mattis. Donec vitae metus tortor. Nulla sem neque, lacinia eu feugiat ut, tempus vel metus. Duis condimentum rhoncus sem, a sagittis ligula suscipit non. Etiam id sem neque.\n\nLorem ipsum dolor sit amet, consectetur adipiscing elit. Curabitur eget leo at velit imperdiet varius. In eu ipsum vitae velit congue iaculis vitae at risus. Nullam tortor nunc, bibendum vitae semper a, volutpat eget massa. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Integer fringilla, orci sit amet posuere auctor, orci eros pellentesque odio, nec pellentesque erat ligula nec massa. Aenean consequat lorem ut felis ullamcorper posuere gravida tellus faucibus. Maecenas dolor elit, pulvinar eu vehicula eu, consequat et lacus. Duis et purus ipsum. In auctor mattis ipsum id molestie. Donec risus nulla, fringilla a rhoncus vitae, semper a massa. Vivamus ullamcorper, enim sit amet consequat laoreet, tortor tortor dictum urna, ut egestas urna ipsum nec libero. Nulla justo leo, molestie vel tempor nec, egestas at massa. Aenean pulvinar, felis porttitor iaculis pulvinar, odio orci sodales odio, ac pulvinar felis quam sit amet risus.\n\nVestibulum egestas pharetra felis. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos. Suspendisse dignissim bibendum lectus, quis ornare tortor elementum quis. Aenean semper vehicula elementum. Nulla massa est, faucibus non semper quis, laoreet et sapien. Suspendisse massa odio, aliquet nec commodo et, venenatis ut velit. Pellentesque mauris lorem, dictum vitae feugiat quis, placerat vitae eros. Vestibulum quis purus vel urna convallis faucibus. Etiam vel mauris nisi, non vehicula est. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Aliquam leo lorem, tincidunt sed molestie id, egestas feugiat quam. Aliquam sed ipsum non nulla tempus mollis elementum ac dolor. Curabitur ac metus et enim pellentesque pellentesque. Nunc ultrices, felis elementum iaculis semper, libero turpis semper erat, in dapibus nisi urna vel mi. Nulla sed nibh libero. Maecenas a libero mauris, sed malesuada dui.\n\nNunc euismod lobortis massa, id sollicitudin augue auctor vel. Integer ornare sollicitudin turpis vitae vestibulum. Curabitur faucibus ullamcorper lorem sed egestas. Pellentesque laoreet auctor eros, et consectetur eros auctor eget. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum tortor nisi, egestas eget molestie tincidunt, tempus sed justo. Vestibulum ultricies auctor varius. Fusce consequat tincidunt dui, ac adipiscing turpis adipiscing pulvinar. Aliquam erat volutpat. Vivamus eleifend rhoncus nulla in laoreet. Aliquam commodo gravida magna eget tincidunt. Fusce nisi augue, malesuada in commodo quis, euismod quis orci. Integer vitae nisl non augue ullamcorper blandit.', 'Sidebar Right', '', 'publish', 'open', 'open', '', 'sidebar', '', '', '2012-07-31 02:17:35', '2012-07-31 02:17:35', '', 0, 'http://theme-fusion.com/avada/?page_id=82', 0, 'page', '', 0),
(84, 1, '2012-07-31 02:17:47', '2012-07-31 02:17:47', '<img class="alignnone size-full wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]This is Avada’s Full Width Page Option[/title]\nAt vero eos et accusamus et iusto odios un dignissimos ducimus qui blan ditiis prasixer esentium voluptatum un deleniti atqueste sites excep turiitate non providentsimils. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, consequunturser magni dolores eos qui ratione voluptatem sequi nesciunt. Lorem ipsum dolor sit amet consect adipiscing elit, sed diam non ummy nibh euismod tincidunt ut laoreet, dolore magna aliquam.\n\nLorem ipsum dolor sit amet, consectetur adipiscing elit. Proin tristique eleifend ipsum non facilisis. Donec elementum auctor orci in dictum. Donec non tortor mauris, in iaculis leo. Aenean orci arcu, fringilla adipiscing posuere vitae, congue id nunc. Phasellus nisl dolor, blandit a varius sit amet, dictum in libero. Integer ultricies tempor ornare. Mauris vitae tortor quis lorem feugiat varius non sed turpis. Suspendisse potenti. Vestibulum non lectus tincidunt magna euismod imperdiet sit amet eu lectus. In hac habitasse platea dictumst. Vestibulum vestibulum, turpis quis malesuada molestie, quam ante aliquet lacus, quis molestie urna sapien at lectus. Integer id semper elit. Cras neque nulla, convallis non commodo et, euismod non tortor. Mauris eu facilisis nisl. Ut eu tincidunt mauris.\n<blockquote>Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna aliquam erat volutpat. Ut wisi enim ad minim veniam, quis nostrud exerci tation ullamcorper susci. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quirs.</blockquote>\nNam semper, ligula id mattis varius, ligula tortor tempus elit, a hendrerit nisi dui et velit. Ut rhoncus porta sapien euismod dictum. Fusce dictum eleifend dignissim. Quisque vel condimentum nisl. Pellentesque aliquet felis eget massa elementum suscipit. Vivamus ut ultricies nibh. Duis vitae sapien arcu. aPellentesque nisi ligula, facilisis sed rutrum sit amet, lobortis at justo. Suspendisse accumsan elementum suscipit. Pellentesque pharetra pretium neque, a tincidunt enim faucibus non. Fusce ultrices accumsan ultrices. Cras malesuada eros et nibh laoreet dictum. Duis metus turpis, sit amet, consequat vel arcu. Vestibulum rhoncus velit eget augue adipiscing vitae imperdiet turpis is sed rutrum sit amet, lobortis at justo. Suspendisse accumsan eleme eleifend.\n\nPhasellus quis ligula in odio aliquet pellentesque. Sed nec nunc quis mauris pretium commodo et cursus velit. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Mauris eu nunc a erat egestas dignissim. Vivamus eget orci dui. Cras varius arcu vitae dolor posuere facilisis. Nunc sit amet nisi metus. Morbi pellentesque venenatis rhoncus. Cras sed sapien purus, eu dignissim ipsum. Duis quam sapien, interdum nec consequat nec, pellentesque vitae erat. Praesent sollicitudin tellus ac nisl tincidunt ac tincidunt nulla ultricis sed rutrum sit amet, lobortis at justo. Suspendisse accumsan eleme dolores fugiats voluptas amets sadips ies.', 'Full Width', '', 'publish', 'open', 'open', '', 'full-width', '', '', '2012-07-31 02:17:47', '2012-07-31 02:17:47', '', 0, 'http://theme-fusion.com/avada/?page_id=84', 0, 'page', '', 0),
(86, 1, '2012-07-31 02:17:58', '2012-07-31 02:17:58', '[title size="2"]We''d Love to Hear From You, Get In Touch With Us![/title]\r\n<table>\r\n<tbody>\r\n<tr>\r\n<td valign="top"><strong>INVICTUS GLOBAL</strong> pte ltd\r\nMAXWELL HOUSE\r\n20 MAXWELL ROAD #09-17\r\n<strong>SINGAPORE</strong> 609113\r\n+ 65 6408 9744 (T), + 65 6399 3699 (F)\r\n\r\n<strong>INVICTUS LEADER</strong> pte ltd - HQ Europe\r\nHUDSON HOUSE\r\n8 ALBANY STREET\r\nEDINBURGH, EH1 3QB\r\nSCOTLAND, <strong>UNITED KINGDOM</strong>\r\n+44 131 473 2332 (DL)\r\n+ 44 131 473 2300 (GL)\r\n+ 44 131 473 2309 (F)\r\n\r\n<strong>INVICTUS LEADER</strong> sdn bhd – R&D\r\nD 12 - 6 - 1, JALAN PJU 1A/46\r\nDANA 1 COMMERCIAL CENTRE\r\n47301 PETALING JAYA\r\nSELANGOR, <strong>MALAYSIA</strong>\r\n+ 603 7842 7046 (T/F)\r\n\r\n<strong>INVICTUS LEADER</strong> sdn bhd (906856-A)\r\nNo. 54A, JALAN SS2/67\r\n47300 PETALING JAYA\r\nSELANGOR, <strong>MALAYSIA</strong>\r\n+ 603 7874 8179 (T), + 603 7875 4111 (F)</td>\r\n</tr>\r\n</tbody>\r\n</table>', 'Contact Us', '', 'publish', 'open', 'open', '', 'contact', '', '', '2013-06-29 10:06:16', '2013-06-29 10:06:16', '', 0, 'http://theme-fusion.com/avada/?page_id=86', 0, 'page', '', 0),
(94, 1, '2012-07-31 02:20:13', '2012-07-31 02:20:13', '', '1 Column', '', 'publish', 'open', 'open', '', '1-column', '', '', '2012-07-31 02:20:13', '2012-07-31 02:20:13', '', 0, 'http://theme-fusion.com/avada/?page_id=94', 0, 'page', '', 0),
(96, 1, '2012-07-31 02:20:24', '2012-07-31 02:20:24', '', '2 Column', '', 'publish', 'open', 'open', '', '2-column', '', '', '2012-07-31 02:20:24', '2012-07-31 02:20:24', '', 0, 'http://theme-fusion.com/avada/?page_id=96', 0, 'page', '', 0),
(98, 1, '2012-07-31 02:20:35', '2012-07-31 02:20:35', '', '3 Column', '', 'publish', 'open', 'open', '', '3-column', '', '', '2012-07-31 02:20:35', '2012-07-31 02:20:35', '', 0, 'http://theme-fusion.com/avada/?page_id=98', 0, 'page', '', 0),
(100, 1, '2012-07-31 02:20:47', '2012-07-31 02:20:47', '', '4 Column', '', 'publish', 'open', 'open', '', '4-column', '', '', '2012-07-31 02:20:47', '2012-07-31 02:20:47', '', 0, 'http://theme-fusion.com/avada/?page_id=100', 0, 'page', '', 0),
(113, 1, '2012-07-31 03:31:38', '2012-07-31 03:31:38', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Suspendisse risus velit, placerat nec sollicitudin at, suscipit eu ligula. Praesent a tellus turpis, in lobortis risus. Nam vel massa nisl, sit amet venenatis eros. Aliquam nec neque nunc. Mauris tortor orci, dictum vel placerat a, convallis at nibh. Sed ut interdum nulla. Proin neque nibh, consequat egestas tempor quis, accumsan non orci. In elementum consectetur purus, et mattis libero commodo a. Morbi eu est ac est euismod eleifend. Curabitur et bibendum elit.', 'In hac habitasse platea dictumst. Duis vel neque vitae magna scelerisque volutpat.', '', 'publish', 'open', 'open', '', 'in-hac-habitasse-platea-dictumst-duis-vel-neque-vitae-magna-scelerisque-volutpat', '', '', '2012-07-31 03:31:38', '2012-07-31 03:31:38', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_faq&p=113', 0, 'avada_faq', '', 0),
(114, 1, '2012-07-31 03:49:45', '2012-07-31 03:49:45', 'Nunc molestie porttitor urna rhoncus posuere. Etiam sed tortor vestibulum nulla ultricies sodales quis id turpis. Nulla laoreet euismod mattis. Proin felis ipsum, elementum faucibus ultrices et, vestibulum vitae orci. Curabitur congue vulputate orci, a commodo mauris consectetur vitae. Quisque sit amet arcu sit amet mi porttitor varius in quis felis. Duis sit amet est urna. Phasellus nulla est, tincidunt quis posuere volutpat, convallis ac risus. Ut in massa arcu, eu feugiat neque.', 'Suspendisse condimentum varius orci nec volutpat. Praesent eu felis feugiat ledui odios.', '', 'publish', 'open', 'open', '', 'suspendisse-condimentum-varius-orci-nec-volutpat-praesent-eu-felis-est-ac-feugiat-ledui-odios', '', '', '2012-07-31 03:49:45', '2012-07-31 03:49:45', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_faq&p=114', 0, 'avada_faq', '', 0),
(116, 1, '2012-07-31 03:50:10', '2012-07-31 03:50:10', 'Pellentesque neque urna, accumsan quis volutpat ut, hendrerit et sapien. Nulla lobortis aliquam nisl et lacinia. Nulla facilisi. Ut nisi nulla, ultrices ut viverra sit amet, sagittis quis purus. Nunc eget nibh lorem. Quisque ac leo ut est semper varius. Nullam sit amet semper odio. Vestibulum tempor hendrerit vehicula. Pellentesque et felis odio, eget gravida enim. Donec dapibus erat vel quam tristique volutpat. Sed congue dignissim enim non feugiat. Praesent sit amet venenatis velit. Nulla luctus libero non diam porta aliquam lobortis mi pulvinar.', 'Aliquam eu ligula viverra tortor rutrum vestibulum sit amet in orci dolores amets unsers.', '', 'publish', 'open', 'open', '', 'aliquam-eu-ligula-viverra-tortor-rutrum-vestibulum-sit-amet-in-orci-dolores-amets-unsers', '', '', '2012-07-31 03:50:10', '2012-07-31 03:50:10', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_faq&p=116', 0, 'avada_faq', '', 0),
(117, 1, '2012-07-31 03:50:39', '2012-07-31 03:50:39', 'Maecenas massa erat, fringilla at egestas imperdiet, interdum a dolor. Nulla facilisi. Ut vitae condimentum nisi. Vivamus laoreet posuere lacinia. Nunc odio dui, sodales quis condimentum blandit, suscipit et nisl. Quisque quis nisl magna. Sed vulputate elit ac odio iaculis ac porta eros tincidunt. Proin justo risus, convallis vehicula congue ac, sodales non neque.', 'Donec volestie augue lacinia mi dignissim at. Etiam augue massa, condimentum.', '', 'publish', 'open', 'open', '', 'donec-vehicula-molestie-augue-ac-lacinia-mi-dignissim-at-etiam-augue-massa-condimentum', '', '', '2012-07-31 03:50:39', '2012-07-31 03:50:39', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_faq&p=117', 0, 'avada_faq', '', 0),
(118, 1, '2012-07-31 03:51:13', '2012-07-31 03:51:13', 'Nunc sit amet sapien eu urna viverra interdum eu ut ipsum. Pellentesque vulputate leo quis metus ullamcorper dapibus. Nam ac tortor a augue ultrices sagittis. Maecenas tempor justo eu leo euismod eget sollicitudin sem facilisis. Curabitur vitae elit nec diam bibendum sagittis quis vitae leo. Curabitur mollis est ut quam accumsan in luctus est aliquam. Etiam a eros neque. Aliquam bibendum, turpis a congue aliquam, enim nibh pharetra elit, eu adipiscing tellus dolor non est. Mauris faucibus, nisi quis pulvinar aliquet, lorem turpis vulputate elit, quis elementum nisl purus id nisi. Suspendisse et purus ut turpis tempor pellentesque.', 'Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus.', '', 'publish', 'open', 'open', '', 'cum-sociis-natoque-penatibus-et-magnis-dis-parturient-montes-nascetur-ridiculus-mus', '', '', '2012-07-31 03:51:13', '2012-07-31 03:51:13', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_faq&p=118', 0, 'avada_faq', '', 0),
(119, 1, '2012-07-31 03:51:42', '2012-07-31 03:51:42', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Etiam id eros neque. Vestibulum erat nulla, porta pretium ultrices at, accumsan quis elit. Sed ligula nulla, gravida ut tempus a, pharetra et lacus. Suspendisse potenti. Fusce pellentesque augue sit amet ipsum mattis dignissim. Curabitur fringilla neque eu ligula pellentesque tempus. Fusce elementum lectus eget odio porttitor ut tincidunt nibh iaculis. Donec lacus est, mollis ut bibendum ac, adipiscing at dui. Cras porttitor neque eget orci pulvinar consequat. Cras vestibulum leo fermentum tellus ullamcorper vestibulum.', 'Vivamus quis nunc quis nibh elementum pellentesque non luctus lectus', '', 'publish', 'open', 'open', '', 'vivamus-quis-nunc-quis-nibh-elementum-pellentesque-non-luctus-lectus', '', '', '2012-07-31 03:51:42', '2012-07-31 03:51:42', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_faq&p=119', 0, 'avada_faq', '', 0);
INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(120, 1, '2012-07-31 03:52:16', '2012-07-31 03:52:16', 'Pellentesque neque urna, accumsan quis volutpat ut, hendrerit et sapien. Nulla lobortis aliquam nisl et lacinia. Nulla facilisi. Ut nisi nulla, ultrices ut viverra sit amet, sagittis quis purus. Nunc eget nibh lorem. Quisque ac leo ut est semper varius. Nullam sit amet semper odio. Vestibulum tempor hendrerit vehicula. Pellentesque et felis odio, eget gravida enim. Donec dapibus erat vel quam tristique volutpat. Sed congue dignissim enim non feugiat. Praesent sit amet venenatis velit. Nulla luctus libero non diam porta aliquam lobortis mi pulvinar.', 'Praesent tellus justo, euismod sed iaculis vel, fringilla vel sapien. Praesent sed mi neque', '', 'publish', 'open', 'open', '', 'praesent-tellus-justo-euismod-sed-iaculis-vel-fringilla-vel-sapien-praesent-sed-mi-neque', '', '', '2012-07-31 03:52:16', '2012-07-31 03:52:16', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_faq&p=120', 0, 'avada_faq', '', 0),
(122, 1, '2012-07-31 03:52:42', '2012-07-31 03:52:42', 'Nunc sit amet sapien eu urna viverra interdum eu ut ipsum. Pellentesque vulputate leo quis metus ullamcorper dapibus. Nam ac tortor a augue ultrices sagittis. Maecenas tempor justo eu leo euismod eget sollicitudin sem facilisis. Curabitur vitae elit nec diam bibendum sagittis quis vitae leo. Curabitur mollis est ut quam accumsan in luctus est aliquam. Etiam a eros neque. Aliquam bibendum, turpis a congue aliquam, enim nibh pharetra elit, eu adipiscing tellus dolor non est. Mauris faucibus, nisi quis pulvinar aliquet, lorem turpis vulputate elit, quis elementum nisl purus id nisi. Suspendisse et purus ut turpis tempor pellentesque.', 'Donec vehicula molestie augue mi dignissim at. Etiam augue massa, condimentum.', '', 'publish', 'open', 'open', '', 'donec-vehicula-molestie-augue-ac-lacinia-mi-dignissim-at-etiam-augue-massa-condimentum-2', '', '', '2012-07-31 03:52:42', '2012-07-31 03:52:42', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_faq&p=122', 0, 'avada_faq', '', 0),
(123, 1, '2012-07-31 03:53:10', '2012-07-31 03:53:10', 'Maecenas massa erat, fringilla at egestas imperdiet, interdum a dolor. Nulla facilisi. Ut vitae condimentum nisi. Vivamus laoreet posuere lacinia. Nunc odio dui, sodales quis condimentum blandit, suscipit et nisl. Quisque quis nisl magna. Sed vulputate elit ac odio iaculis ac porta eros tincidunt. Proin justo risus, convallis vehicula congue ac, sodales non neque.\n\nNunc sit amet sapien eu urna viverra interdum eu ut ipsum. Pellentesque vulputate leo quis metus ullamcorper dapibus. Nam ac tortor a augue ultrices sagittis. Maecenas tempor justo eu leo euismod eget sollicitudin sem facilisis. Curabitur vitae elit nec diam bibendum sagittis quis vitae leo. Curabitur mollis est ut quam accumsan in luctus est aliquam. Etiam a eros neque. Aliquam bibendum, turpis a congue aliquam, enim nibh pharetra elit, eu adipiscing tellus dolor non est. Mauris faucibus, nisi quis pulvinar aliquet, lorem turpis vulputate elit, quis elementum nisl purus id nisi. Suspendisse et purus ut turpis tempor pellentesque.', 'Nam ante quam, venenatis a auctor ista mauris. Maecenas congue malesuada venenatis', '', 'publish', 'open', 'open', '', 'nam-ante-quam-venenatis-a-auctor-id-elementum-a-mauris-maecenas-congue-malesuada-venenatis', '', '', '2012-07-31 03:53:10', '2012-07-31 03:53:10', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_faq&p=123', 0, 'avada_faq', '', 0),
(124, 1, '2012-07-31 03:53:31', '2012-07-31 03:53:31', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Etiam id eros neque. Vestibulum erat nulla, porta pretium ultrices at, accumsan quis elit. Sed ligula nulla, gravida ut tempus a, pharetra et lacus. Suspendisse potenti. Fusce pellentesque augue sit amet ipsum mattis dignissim. Curabitur fringilla neque eu ligula pellentesque tempus. Fusce elementum lectus eget odio porttitor ut tincidunt nibh iaculis. Donec lacus est, mollis ut bibendum ac, adipiscing at dui. Cras porttitor neque eget orci pulvinar consequat. Cras vestibulum leo fermentum tellus ullamcorper vestibulum.\n\nNunc molestie porttitor urna rhoncus posuere. Etiam sed tortor vestibulum nulla ultricies sodales quis id turpis. Nulla laoreet euismod mattis. Proin felis ipsum, elementum faucibus ultrices et, vestibulum vitae orci. Curabitur congue vulputate orci, a commodo mauris consectetur vitae. Quisque sit amet arcu sit amet mi porttitor varius in quis felis. Duis sit amet est urna. Phasellus nulla est, tincidunt quis posuere volutpat, convallis ac risus. Ut in massa arcu, eu feugiat neque.', 'Vivamus quis magna enim. Aliquam urna mi, aliquet ac dictum non, dapibus vitae erat.', '', 'publish', 'open', 'open', '', 'vivamus-quis-magna-enim-aliquam-urna-mi-aliquet-ac-dictum-non-dapibus-vitae-erat', '', '', '2012-07-31 03:53:31', '2012-07-31 03:53:31', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_faq&p=124', 0, 'avada_faq', '', 0),
(127, 1, '2012-07-31 04:47:28', '2012-07-31 04:47:28', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]The Amazing Layer Slider Wordpress Plugin At Your Fingertips[/title]\nAvada includes a license for the amazing WordPress plugin of the LayerSlider 3.0 created by Kreatura! Now the slider is 100% responsive! The following is from their item page on CodeCanyon. You can create as many layers and sublayers as you want. You can use ANY content you want; images, HTML elements, Flash movies, YouTube videos, etc. The script is very user-friendly, you can add global settings or local (per slide) settings to each layer or sublayer. You can change delay times, easing types, durations and much more with the WYSIWYG editor! And it has a responsive layout! <a href="http://codecanyon.net/user/kreatura">Kreatura</a> did a fantastic job with this slider!\n<ul class="arrow">\n <li>Use with ANY content you want (images, HTML elements, Flash movies, YouTube videos, etc.)</li>\n <li>Unlimited number of layers / sublayers</li>\n <li>Multiple animations and easing</li>\n <li>Responsive Layout</li>\n <li>Multiple animations and easing</li>\n <li>Automatic slideshow function (optional: Backwards-Slideshow)</li>\n <li>WYSIWYG editor (Real-time dragging, reordering and styling layers and sublayers)</li>\n <li>Now it’s easy to add a link which jumps to another layer</li>\n <li>Multiple browser support (IE 7+, Safari 3+, iOS Safari, Chrome 3+, Firefox 3+, Opera 10+)</li>\n <li><a href="http://www.youtube.com/watch?v=IqluV6LN4Iw">Video Tutorial of LayerSlider</a></li>\n <li><a href="http://codecanyon.net/user/kreatura">Visit Kreatura on CodeCanyon</a></li>\n</ul>', 'Layer Slider', '', 'publish', 'open', 'open', '', 'layer-slider', '', '', '2012-07-31 04:47:28', '2012-07-31 04:47:28', '', 80, 'http://theme-fusion.com/avada/?page_id=127', 0, 'page', '', 0),
(130, 1, '2012-07-31 04:48:21', '2012-07-31 04:48:21', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]Avada Includes Some Serious Font Customization Options![/title]\nAvada includes numerous font fields in theme options to change each and every font on the site. Change every heading H1-H6, body, menu, footer headings, breadcrumbs, etc. You can easily customize the size and family for every font on the site as well as customize the colors. Avada includes over 500+ Google Fonts, Standard Fonts and you can upload custom fonts. Happy Font Hunting!', 'Font Options', '', 'publish', 'open', 'open', '', 'google-fonts', '', '', '2012-07-31 04:48:21', '2012-07-31 04:48:21', '', 80, 'http://theme-fusion.com/avada/?page_id=130', 0, 'page', '', 0),
(132, 1, '2012-07-31 04:48:43', '2012-07-31 04:48:43', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]Avada Has Unlimited Color Options![/title]\nAvada includes a backend color picker in the theme options that allows you to easily change the color throughout the entire theme. Simply select the color picker and pick a new color, or insert a hex or rgb number and the new color value will be implemented throughout the entire site. We put time and effort into building Avada, making sure that all buttons, bullets, links, text, roll overs and other items were created with CSS3 so they could be manipulated by the color picker. The beautifully made CSS3 buttons with gradients and roll overs can easily be changed to any color you desire. Enjoy!', 'Unlimited Colors', '', 'publish', 'open', 'open', '', 'superb-customer-support', '', '', '2012-07-31 04:48:43', '2012-07-31 04:48:43', '', 80, 'http://theme-fusion.com/avada/?page_id=132', 0, 'page', '', 0),
(134, 1, '2012-07-31 04:49:00', '2012-07-31 04:49:00', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]Avada Includes Over 20 PSD Files![/title]\nAvada includes a total of 22 fully layered and organized PSD files. This will allow you to change any type of the design that you wish. Avada is a clean, multi-purpose PSD theme suitable for any type of business. The PSD''s are loaded with options, 3 home pages with a boxed and wide version, 1-4 column portfolio layout, multiple blog options and a PSD loaded with short codes. Check out the features below and if you prefer to only purchase the PSD, <a href="http://themeforest.net/item/avada-psd/2665775">visit theme forest for the PSD item.</a>\n<ul class="arrow">\n <li>22 Fully Layered Adobe Photoshop .PSD files</li>\n <li>Well Organized layers makes it very easy to update</li>\n <li>3 Different Home Page Options, Boxed and Wide Style</li>\n <li>PSD loaded with short codes and other options</li>\n <li>Portfolio page has 1, 2, 3 or 4 column layout, and has filters</li>\n</ul>', 'Over 20 PSD Files', '', 'publish', 'open', 'open', '', '20-psd-files', '', '', '2012-07-31 04:49:00', '2012-07-31 04:49:00', '', 80, 'http://theme-fusion.com/avada/?page_id=134', 0, 'page', '', 0),
(136, 1, '2012-07-31 04:45:22', '2012-07-31 04:45:22', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]Avada is Responsive & Looks Great On All Screen Sizes[/title]\nAvada can automatically adapt to many screen sizes thanks to its responsive capabilities. Try resizing your browser window to see the adaptation. Even better is that all of Avada''s sliders are also fully responsive; Parallax Layer Slider, Revolution Slider, Awesome FlexSlider and our ThemeFusion Slider. All sliders include touch swipe functionality for tablets and smartphones. Not only is it responsive but it also keeps the clean, modern design all the way down to smaller screen sizes such as iPhones. Every element has been tweaked for different screen sizes to make sure it looks great no matter what the device. Now people can easily browse your site using smartphones, tablets, laptops or desktop computers.', 'Responsive Design', '', 'publish', 'open', 'open', '', 'lots-of-shortcodes', '', '', '2012-07-31 04:45:22', '2012-07-31 04:45:22', '', 80, 'http://theme-fusion.com/avada/?page_id=136', 0, 'page', '', 0),
(143, 1, '2012-07-31 14:54:07', '2012-07-31 14:54:07', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Donec nec eros eget nisl fringilla commodo. Maecenas ornare, augue ut ultricies tristique, enim lectus pretium quam, quis bibendum metus tellus sed magna. Donec eu dolor lacus. Mauris sit amet augue in odio venenatis interdum. Cras auctor hendrerit velit, non feugiat dolor semper non. Proin quis felis gravida justo vehicula congue. Etiam pellentesque faucibus justo, vitae ornare magna elementum nec. Vestibulum sed magna lorem. Etiam non felis magna. Cras tristique viverra lorem, ac congue odio pharetra sollicitudin. Integer elementum mollis nisl, ac placerat ante consequat congue. Fusce scelerisque adipiscing euismod. Donec pharetra pellentesque ligula, id elementum mi aliquet nec. Vivamus arcu mauris, condimentum sed rutrum vitae, tincidunt viverra risus. Duis augue magna, semper convallis lobortis vel, euismod non nibh.\n\nDuis nec vehicula quam. Sed ut nisl diam, ut consequat justo. Nulla tellus augue, suscipit a consectetur vel, imperdiet quis urna. Sed non viverra elit. Aliquam condimentum mi dolor, at aliquam velit. Maecenas et arcu orci. Donec viverra feugiat urna quis tristique. Fusce neque augue, congue quis congue id, molestie malesuada risus. Donec at felis velit, interdum tempor mi. In massa dui, auctor eu feugiat a, ultricies quis purus. Vestibulum ante ipsum primis in faucibus orci luctus et ultrices posuere cubilia Curae;\n\nVivamus congue, est id aliquam feugiat, ipsum est molestie sapien, at malesuada dolor risus sit amet enim. Quisque fringilla tincidunt convallis. Proin libero est, fringilla id fringilla sed, condimentum non justo. Fusce sed lectus id orci lobortis mollis sed eu sapien. Fusce interdum porttitor dolor nec lobortis. Pellentesque eleifend, ipsum ac blandit pretium, arcu justo aliquet ante, non pulvinar urna erat sit amet tellus. Nunc id nulla tellus, quis tempor ante. Nulla eu purus condimentum odio commodo cursus. Sed eu purus dui.\n\nMauris dui erat, accumsan vel cursus vel, cursus vel sem. Pellentesque tempor dignissim libero, sed imperdiet mi feugiat nec. Nulla augue dui, sodales eget accumsan ac, molestie ac erat. Proin ut sodales metus. Phasellus a turpis odio. Nulla dapibus, mi ornare bibendum ullamcorper, lectus turpis rhoncus nisl, eu suscipit eros erat ac lacus. Quisque cursus tempor felis ut sodales.', 'Voluptas sadips ipsums sit dolores', '', 'trash', 'open', 'open', '', '143', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://theme-fusion.com/avada/?p=143', 7, 'post', '', 0),
(183, 1, '2012-07-31 15:59:25', '2012-07-31 15:59:25', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.', 'Bomba Malaysia', '', 'publish', 'closed', 'closed', '', 'suspendisse-voluptas', '', '', '2013-06-30 03:30:11', '2013-06-30 03:30:11', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=183', 0, 'avada_portfolio', '', 0),
(184, 1, '2012-07-31 16:25:32', '2012-07-31 16:25:32', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.\r\n\r\nAenean sed nunc mauris. Vestibulum pellentesque tincidunt leo sit amet imperdiet. Nam euismod dignissim quam non faucibus. Aliquam turpis massa, gravida in varius vitae, fermentum id felis. Vestibulum ante ipsum primis in faucibus orci luctus et ultrices posuere cubilia Curae; Nam vehicula, leo nec interdum accumsan, urna mi egestas justo, ac laoreet nunc dolor ut sapien. Phasellus purus nisl, vestibulum in laoreet interdum, varius a diam. Morbi sodales diam quis sapien facilisis a adipiscing diam cursus. Proin ullamcorper, justo at lacinia lacinia, justo sem volutpat leo, ac hendrerit sem massa ac arcu. In condimentum tristique leo, eget aliquet lorem pellentesque et. Quisque feugiat nibh in mi commodo sed scelerisque ante accumsan. Suspendisse in dolor justo. Maecenas fringilla nisi vitae diam porttitor quis malesuada risus vestibulum. Nulla blandit rhoncus magna, vel molestie nibh tincidunt nec.', 'Boeing', '', 'publish', 'closed', 'closed', '', 'voluptas-fugiats-amet', '', '', '2013-06-30 08:22:08', '2013-06-30 08:22:08', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=184', 0, 'avada_portfolio', '', 0),
(185, 1, '2012-07-31 16:34:40', '2012-07-31 16:34:40', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.', 'Bank of America', '', 'publish', 'closed', 'closed', '', 'nemis-un-omnis', '', '', '2013-06-30 03:28:56', '2013-06-30 03:28:56', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=185', 0, 'avada_portfolio', '', 0),
(186, 1, '2012-07-31 16:35:48', '2012-07-31 16:35:48', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.', 'Bank Negara Malaysia', '', 'publish', 'closed', 'closed', '', 'curabitur-in-tristique', '', '', '2013-06-30 03:12:02', '2013-06-30 03:12:02', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=186', 0, 'avada_portfolio', '', 0),
(187, 1, '2012-07-31 16:38:04', '2012-07-31 16:38:04', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.\r\n\r\nIn a justo ut nunc lobortis eleifend non ac odio. In hac habitasse platea dictumst. Ut eget ligula at urna varius interdum. Nunc mi lectus, egestas eu facilisis nec, imperdiet sit amet leo. Suspendisse leo nisl, ultricies et tristique posuere, viverra nec purus. In tempus vestibulum lacus, ut condimentum arcu fringilla nec. Praesent aliquet ullamcorper mi in malesuada. Mauris tellus lectus, imperdiet in placerat ac, interdum vel velit. Mauris purus enim, ultricies et fringilla et, sagittis auctor magna. Etiam vitae lorem justo. Curabitur eu nibh luctus justo molestie vestibulum. Proin vitae felis ante, at pharetra erat.', 'AXA Advisors', '', 'publish', 'closed', 'closed', '', 'ligula-urna-varius', '', '', '2013-06-30 03:11:19', '2013-06-30 03:11:19', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=187', 0, 'avada_portfolio', '', 0),
(188, 1, '2012-07-31 16:39:03', '2012-07-31 16:39:03', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.\r\n\r\nCras id erat arcu. Suspendisse nec lacinia eros. Morbi in nisl ut quam vulputate elementum. Donec ornare, turpis eget rhoncus pharetra, nunc augue porta orci, eu volutpat enim nisi ac risus. Proin a tortor id orci fermentum sollicitudin tincidunt in magna. Quisque semper, leo a malesuada dictum, orci massa blandit diam, nec porttitor quam nunc laoreet odio. Maecenas sed felis ante, non cursus justo. Vivamus semper euismod vulputate. Praesent a hendrerit sapien. Sed dapibus leo rutrum lorem convisit commodo urna tempus. Quisque hendrerit imperdiet erat id fringilla. Vivamus vitae odio nisi, sit amet pellentesque justosit. Pellentesque enim enim, ultricies sit amet blandit a, sagittis vel dolor. Cras lorem purus, posuere sed hendrerit ac, varius vel. Quisque nisl ante, posuere pulvinar bibendum a, malesuada sed mi.', 'Asean', '', 'publish', 'closed', 'closed', '', 'vivamus-semper-euismod', '', '', '2013-06-30 08:23:18', '2013-06-30 08:23:18', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=188', 0, 'avada_portfolio', '', 0),
(189, 1, '2012-07-31 16:40:19', '2012-07-31 16:40:19', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.\r\n\r\nVestibulum sodales ante a purus volutpat euismod. Proin sodales quam nec ante sollicitudin lacinia. Ut egestas bibendum tempor. Morbi non nibh sit amet ligula blandit ullamcorper in nec risus. Pellentesque fringilla diam faucibus tortor bibendum vulputate. Etiam turpis urna, rhoncus et mattis ut, dapibus eu nunc. Nunc sed aliquet nisi. Nullam ut magna non lacus adipis volutpat. Aenean odio mauris, consectetur quis consequat quis, blandit a nunc. Sed orci erat, placerat ac interdum ut, suscipit augue. Nunc vitae mi tortor. Ut vel justo quis lectus elementum ullamcorper volutpat vel libero.\r\n\r\nDonec volutpat nibh sit amet libero ornare non laoreet arcu luctus. Donec id arcu quis mauris euismod placerat sit amet metus. Sed imperdiet fringilla sem eget euismod. Pellentesque habitant morbi tristique senectus et netus et malesuada fames turpis egestas. Pellentesque adipiscing, neque ut pulvinar tincidunt, est sem euismod odio, eu ullamcorper turpis nisl sit amet velit. Nullam vitae nibh odio, non scelerisque nibh. Vestibulum ut est augue, in varius purus.', 'Arkib Negara', '', 'publish', 'closed', 'closed', '', 'vestibulum-sodales-ante', '', '', '2013-06-30 03:09:07', '2013-06-30 03:09:07', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=189', 0, 'avada_portfolio', '', 0),
(191, 1, '2012-07-31 16:54:02', '2012-07-31 16:54:02', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.', 'Alcatel', '', 'publish', 'closed', 'closed', '', 'mauris-fringilla-voluts', '', '', '2013-06-30 02:41:41', '2013-06-30 02:41:41', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=191', 0, 'avada_portfolio', '', 0),
(192, 1, '2012-07-31 16:43:55', '2012-07-31 16:43:55', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.\r\n\r\nUt porttitor euismod cursus. Mauris suscipit, turpis ut dapibus rhoncus, odio erat egestas orci, in sollicitudin enim erat id est. Sed auctor gravida arcu, nec fringilla orci aliquet ut. Nullam eu pretium purus. Maecenas fermentum posuere sem vel posuere. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Morbi ornare convallis lectus a faucibus. Praesent et urna turpis. Fusce tincidunt augue in velit tincidunt sed tempor felis porta. Nunc sodales, metus ut vestibulum ornare, est magna laoreet lectus, ut adipiscing massa odio sed turpis. In nec lorem porttitor urna consequat sagittis. Nullam eget elit ante. Pellentesque justo urna, semper nec faucibus sit amet, aliquam at mi. Maecenas eget diam nec mi dignissim pharetra.', 'Am Bank Group', '', 'publish', 'closed', 'closed', '', 'suspendisse-pharetra-urna', '', '', '2013-06-30 02:53:45', '2013-06-30 02:53:45', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=192', 0, 'avada_portfolio', '', 0),
(193, 1, '2012-07-31 16:44:55', '2012-07-31 16:44:55', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.\r\n\r\nDonec volutpat nibh sit amet libero ornare non laoreet arcu luctus. Donec id arcu quis mauris euismod placerat sit amet ut metus. Sed imperdiet fringilla sem eget euismod. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Pellentesque adipiscing, neque ut pulvinar tincidunt, est sem euismod odio, eu ullamcorper turpis nisl sit amet velit. Nullam vitae nibh odio, non scelerisque nibh. Vestibulum ut est augue, in varius purus.\r\n\r\nProin dictum lobortis justo at pretium. Nunc malesuada ante sit amet purus ornare pulvinar. Donec suscipit dignissim ipsum at euismod. Curabitur malesuada lorem sed metus adipiscing in vehicula quam commodo. Sed porttitor elementum elementum. Proin eu ligula eget leo consectetur sodales et non mauris. Lorem ipsum dolor sit amet, consectetur adipiscing elit.', 'Alstom', '', 'publish', 'closed', 'closed', '', 'curabitur-malesuada-lorem', '', '', '2013-06-30 02:53:12', '2013-06-30 02:53:12', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=193', 0, 'avada_portfolio', '', 0),
(194, 1, '2012-07-31 16:41:02', '2012-07-31 16:41:02', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.\r\n\r\nQuisque ligula ipsum, euismod a vulputate a, ultricies et elit. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos. Nulla nunc dui, tristique in semper vel, congue sed ligula. Nam dolor ligula, faucibus id sodales in, auctor fringilla libero. Pellentesque pellentesque tempor tellus eget hendrerit. Morbi id aliquam ligula. Aliquam id dui sem. Proin rhoncus consequat nisl, eu ornare mauris tincidunt vitae.', 'Angkatan Tentera Malaysia', '', 'publish', 'closed', 'closed', '', 'morbi-in-nisiut', '', '', '2013-06-30 03:08:16', '2013-06-30 03:08:16', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=194', 0, 'avada_portfolio', '', 0),
(195, 1, '2012-07-31 16:53:51', '2012-07-31 16:53:51', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.\r\n\r\nDonec volutpat nibh sit amet libero ornare non laoreet arcu luctus. Donec id arcu quis mauris euismod placerat sit amet ut metus. Sed imperdiet fringilla sem eget euismod. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Pellentesque adipiscing, neque ut pulvinar tincidunt, est sem euismod odio, eu ullamcorper turpis nisl sit amet velit. Nullam vitae nibh odio, non scelerisque nibh. Vestibulum ut est augue, in varius purus. Proin dictum lobortis justo at pretium. Nunc malesuada ante sit amet purus ornare pulvinar. Donec suscipit dignissim ipsum at euismod. Curabitur malesuada lorems metus adipiscing in vehicula quam commodo. Sed porttitor elementum elementum.', 'Agilent Technologies', '', 'publish', 'closed', 'closed', '', 'proin-sodales-quam', '', '', '2013-06-30 02:45:13', '2013-06-30 02:45:13', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=195', 0, 'avada_portfolio', '', 0),
(196, 1, '2012-07-31 16:53:09', '2012-07-31 16:53:09', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor.', 'Alliance Bank', '', 'publish', 'closed', 'closed', '', 'nam-viverra-euismod', '', '', '2013-06-30 02:52:35', '2013-06-30 02:52:35', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=196', 0, 'avada_portfolio', '', 0),
(197, 1, '2012-07-30 12:59:31', '2012-07-30 12:59:31', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscin.', 'Chevron', '', 'publish', 'closed', 'closed', '', 'praesent-quis-eros', '', '', '2013-06-30 03:31:51', '2013-06-30 03:31:51', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=197', 0, 'avada_portfolio', '', 0),
(198, 1, '2012-07-31 17:00:15', '2012-07-31 17:00:15', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.\r\n\r\nCras id erat arcu. Suspendisse nec lacinia eros. Morbi in nisl ut quam vulputate elementum. Donec ornare, turpis eget rhoncus pharetra, nunc augue porta orci, eu volutpat enim nisi ac risus. Proin a tortor id orci fermentum sollicitudin tincidunt in magna. Quisque semper, leo a malesuada dictum, orci massa blandit diam, nec porttitor quam nunc laoreet odio. Maecenas sed felis ante, non cursus justo. Vivamus semper euismod vulputate. Praesent a hendrerit sapien. Sed dapibus leo rutrum lorem convallis et commodo urna tempus. Quisque hendrerit imperdiet erat id fringilla. Vivamus vitae odio nisi, sit amet pellentesque justo. Pellentesque enim enim, ultricies sit amet blandit a, sagittis vel dolor. Cras lorem purus, posuere sed hendrerit ac, varius vel eros. Quisque nisl ante, posuere pulvinar bibendum a, malesuada sed mi.', 'Axiata', '', 'publish', 'closed', 'closed', '', 'donec-ornare-turpis-eget', '', '', '2013-06-30 02:56:13', '2013-06-30 02:56:13', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=198', 0, 'avada_portfolio', '', 0),
(199, 1, '2012-07-31 14:31:05', '2012-07-31 14:31:05', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementum. In adipiscing diam sed mi rhoncus gravida aliquam. Pellentesque malesuada velit vitae nisl rhoncus vel interdum ligula viverra.\n\nEtiam rutrum elit sed nunc convallis fermentum. Aliquam mi odio, sollicitudin quis cursus non, aliquet sed nulla. Donec adipiscing mattis sagittis. Etiam faucibus imperdiet libero, sit amet placerat tortor tristique commodo. Suspendisse id turpis vel justo porttitor convallis a eu nunc. Sed urna dolor, mattis ut hendrerit non, consequat sed leo. Mauris fringilla volutpat pretium. Etiam vel est quis diam placerat rutrum nec et orci. Nam sollicitudin, ipsum scelerisque lobortis dignissim, nisl turpis adipiscing augue, dictum placerat ipsum dolor in nulla. Nullam accumsan dictum arcu sed elementum. Nullam gravida, diam in egestas elementum, leo eros semper urna, sed interdum justo dui quis lorem.\n\nDonec euismod mattis interdum. Nam ut tincidunt sem. Praesent quis eros id justo hendrerit laoreet quis ac metus. Pellentesque a libero id orci ornare pellentesque. Donec massa ante, aliquam ac fringilla vel, facilisis id lacus. Nunc tincidunt molestie quam a semper. Nullam eu odio sed ligula volutpat posuere. Vivamus imperdiet ultrices velit, id ullamcorper libero placerat non. Aliquam nec velit massa. Phasellus vel consequat massa. Phasellus tempor tellus vel metus rhoncus posuere et sed tellus. Aliquam erat volutpat.\n\nIn a justo ut nunc lobortis eleifend non ac odio. In hac habitasse platea dictumst. Ut eget ligula at urna varius interdum. Nunc mi lectus, egestas eu facilisis nec, imperdiet sit amet leo. Suspendisse leo nisl, ultricies et tristique posuere, viverra nec purus. In tempus vestibulum lacus, ut condimentum arcu fringilla nec. Praesent aliquet ullamcorper mi in malesuada. Mauris tellus lectus, imperdiet in placerat ac, interdum vel velit. Mauris purus enim, ultricies et fringilla et, sagittis auctor magna. Etiam vitae lorem justo. Curabitur eu nibh luctus justo molestie vestibulum. Proin vitae felis ante, at pharetra erat.\n\nQuisque a justo magna. Curabitur nec dui non massa tempor dictum. Pellentesque leo lacus, venenatis quis rhoncus eu, vulputate sed ante. Mauris mattis tempus velit vel lacinia. Suspendisse faucibus, erat ut gravida rhoncus, sapien eros ullamcorper felis, et cursus purus magna id mi. Fusce dictum facilisis augue at interdum. In quam nunc, vestibulum ut posuere ut, sodales sed ipsum. Donec aliquam mauris vel augue accumsan molestie. Vestibulum blandit tristique odio eu tincidunt. Cras lobortis tempus purus. Vestibulum rutrum adipiscing vehicula. Aliquam sollicitudin massa at sapien eleifend nec dignissim neque volutpat. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Maecenas congue, odio sit amet elementum volutpat, nunc ante bibendum nibh, at volutpat enim tellus et arcu.\n\nCras id erat arcu. Suspendisse nec lacinia eros. Morbi in nisl ut quam vulputate elementum. Donec ornare, turpis eget rhoncus pharetra, nunc augue porta orci, eu volutpat enim nisi ac risus. Proin a tortor id orci fermentum sollicitudin tincidunt in magna. Quisque semper, leo a malesuada dictum, orci massa blandit diam, nec porttitor quam nunc laoreet odio. Maecenas sed felis ante, non cursus justo. Vivamus semper euismod vulputate. Praesent a hendrerit sapien. Sed dapibus leo rutrum lorem convallis et commodo urna tempus. Quisque hendrerit imperdiet erat id fringilla. Vivamus vitae odio nisi, sit amet pellentesque justo. Pellentesque enim enim, ultricies sit amet blandit a, sagittis vel dolor. Cras lorem purus, posuere sed hendrerit ac, varius vel eros. Quisque nisl ante, posuere pulvinar bibendum a, malesuada sed mi.', 'Nam Viverra Euismod Odio Gravida', '', 'trash', 'open', 'open', '', 'nam-viverra-euismod-odio-gravida', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://theme-fusion.com/avada/?p=199', 8, 'post', '', 0),
(202, 1, '2012-07-31 17:16:55', '2012-07-31 17:16:55', 'Quisque ligula ipsum, euismod a vulputate a, ultricies et elit. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos. Nulla nunc dui, tristique in semper vel, congue sed ligula. Nam dolor ligula, faucibus id sodales in, auctor fringilla libero. Pellentesque pellentesque tempor tellus eget hendrerit. Morbi id aliquam ligula. Aliquam id dui sem. Proin rhoncus consequat nisl, eu ornare mauris tincidunt vitae.\n\nVestibulum sodales ante a purus volutpat euismod. Proin sodales quam nec ante sollicitudin lacinia. Ut egestas bibendum tempor. Morbi non nibh sit amet ligula blandit ullamcorper in nec risus. Pellentesque fringilla diam faucibus tortor bibendum vulputate. Etiam turpis urna, rhoncus et mattis ut, dapibus eu nunc. Nunc sed aliquet nisi. Nullam ut magna non lacus adipiscing volutpat. Aenean odio mauris, consectetur quis consequat quis, blandit a nunc. Sed orci erat, placerat ac interdum ut, suscipit eu augue. Nunc vitae mi tortor. Ut vel justo quis lectus elementum ullamcorper volutpat vel libero.\n\nDonec volutpat nibh sit amet libero ornare non laoreet arcu luctus. Donec id arcu quis mauris euismod placerat sit amet ut metus. Sed imperdiet fringilla sem eget euismod. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Pellentesque adipiscing, neque ut pulvinar tincidunt, est sem euismod odio, eu ullamcorper turpis nisl sit amet velit. Nullam vitae nibh odio, non scelerisque nibh. Vestibulum ut est augue, in varius purus.\n\nProin dictum lobortis justo at pretium. Nunc malesuada ante sit amet purus ornare pulvinar. Donec suscipit dignissim ipsum at euismod. Curabitur malesuada lorem sed metus adipiscing in vehicula quam commodo. Sed porttitor elementum elementum. Proin eu ligula eget leo consectetur sodales et non mauris. Lorem ipsum dolor sit amet, consectetur adipiscing elit.\n\nNunc tincidunt, elit non cursus euismod, lacus augue ornare metus, egestas imperdiet nulla nisl quis mauris. Suspendisse a pharetra urna. Morbi dui lectus, pharetra nec elementum eget, vulputate ut nisi. Aliquam accumsan, nulla sed feugiat vehicula, lacus justo semper libero, quis porttitor turpis odio sit amet ligula. Duis dapibus fermentum orci, nec malesuada libero vehicula ut. Integer sodales, urna eget interdum eleifend, nulla nibh laoreet nisl, quis dignissim mauris dolor eget mi. Donec at mauris enim. Duis nisi tellus, adipiscing a convallis quis, tristique vitae risus. Nullam molestie gravida lobortis. Proin ut nibh quis felis auctor ornare. Cras ultricies, nibh at mollis faucibus, justo eros porttitor mi, quis auctor lectus arcu sit amet nunc. Vivamus gravida vehicula arcu, vitae vulputate augue lacinia faucibus.\n\nUt porttitor euismod cursus. Mauris suscipit, turpis ut dapibus rhoncus, odio erat egestas orci, in sollicitudin enim erat id est. Sed auctor gravida arcu, nec fringilla orci aliquet ut. Nullam eu pretium purus. Maecenas fermentum posuere sem vel posuere. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Morbi ornare convallis lectus a faucibus. Praesent et urna turpis. Fusce tincidunt augue in velit tincidunt sed tempor felis porta. Nunc sodales, metus ut vestibulum ornare, est magna laoreet lectus, ut adipiscing massa odio sed turpis. In nec lorem porttitor urna consequat sagittis. Nullam eget elit ante. Pellentesque justo urna, semper nec faucibus sit amet, aliquam at mi. Maecenas eget diam nec mi dignissim pharetra.', 'Class Aptent Taciti Soci Ad Litora', '', 'trash', 'open', 'open', '', 'class-aptent-taciti-sociosqu-ad-litora', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://theme-fusion.com/avada/?p=202', 5, 'post', '', 0),
(207, 1, '2012-07-31 17:22:22', '2012-07-31 17:22:22', 'Quisque ligula ipsum, euismod a vulputate a, ultricies et elit. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos. Nulla nunc dui, tristique in semper vel, congue sed ligula. Nam dolor ligula, faucibus id sodales in, auctor fringilla libero. Pellentesque pellentesque tempor tellus eget hendrerit. Morbi id aliquam ligula. Aliquam id dui sem. Proin rhoncus consequat nisl, eu ornare mauris tincidunt vitae.\n\nVestibulum sodales ante a purus volutpat euismod. Proin sodales quam nec ante sollicitudin lacinia. Ut egestas bibendum tempor. Morbi non nibh sit amet ligula blandit ullamcorper in nec risus. Pellentesque fringilla diam faucibus tortor bibendum vulputate. Etiam turpis urna, rhoncus et mattis ut, dapibus eu nunc. Nunc sed aliquet nisi. Nullam ut magna non lacus adipiscing volutpat. Aenean odio mauris, consectetur quis consequat quis, blandit a nunc. Sed orci erat, placerat ac interdum ut, suscipit eu augue. Nunc vitae mi tortor. Ut vel justo quis lectus elementum ullamcorper volutpat vel libero.\n\nDonec volutpat nibh sit amet libero ornare non laoreet arcu luctus. Donec id arcu quis mauris euismod placerat sit amet ut metus. Sed imperdiet fringilla sem eget euismod. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Pellentesque adipiscing, neque ut pulvinar tincidunt, est sem euismod odio, eu ullamcorper turpis nisl sit amet velit. Nullam vitae nibh odio, non scelerisque nibh. Vestibulum ut est augue, in varius purus.\n\nProin dictum lobortis justo at pretium. Nunc malesuada ante sit amet purus ornare pulvinar. Donec suscipit dignissim ipsum at euismod. Curabitur malesuada lorem sed metus adipiscing in vehicula quam commodo. Sed porttitor elementum elementum. Proin eu ligula eget leo consectetur sodales et non mauris. Lorem ipsum dolor sit amet, consectetur adipiscing elit.\n\nNunc tincidunt, elit non cursus euismod, lacus augue ornare metus, egestas imperdiet nulla nisl quis mauris. Suspendisse a pharetra urna. Morbi dui lectus, pharetra nec elementum eget, vulputate ut nisi. Aliquam accumsan, nulla sed feugiat vehicula, lacus justo semper libero, quis porttitor turpis odio sit amet ligula. Duis dapibus fermentum orci, nec malesuada libero vehicula ut. Integer sodales, urna eget interdum eleifend, nulla nibh laoreet nisl, quis dignissim mauris dolor eget mi. Donec at mauris enim. Duis nisi tellus, adipiscing a convallis quis, tristique vitae risus. Nullam molestie gravida lobortis. Proin ut nibh quis felis auctor ornare. Cras ultricies, nibh at mollis faucibus, justo eros porttitor mi, quis auctor lectus arcu sit amet nunc. Vivamus gravida vehicula arcu, vitae vulputate augue lacinia faucibus.\n\nUt porttitor euismod cursus. Mauris suscipit, turpis ut dapibus rhoncus, odio erat egestas orci, in sollicitudin enim erat id est. Sed auctor gravida arcu, nec fringilla orci aliquet ut. Nullam eu pretium purus. Maecenas fermentum posuere sem vel posuere. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Morbi ornare convallis lectus a faucibus. Praesent et urna turpis. Fusce tincidunt augue in velit tincidunt sed tempor felis porta. Nunc sodales, metus ut vestibulum ornare, est magna laoreet lectus, ut adipiscing massa odio sed turpis. In nec lorem porttitor urna consequat sagittis. Nullam eget elit ante. Pellentesque justo urna, semper nec faucibus sit amet, aliquam at mi. Maecenas eget diam nec mi dignissim pharetra.', 'Nunc Tincidunt Elit Cursus', '', 'trash', 'open', 'open', '', 'nunc-tincidunt-elit-non-cursus', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://theme-fusion.com/avada/?p=207', 4, 'post', '', 0),
(209, 1, '2012-07-31 17:23:05', '2012-07-31 17:23:05', 'Quisque ligula ipsum, euismod aturesit vulputate a, ultricies et elit. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos. Nulla nunc dui, tristique in semper vel, congue sed ligula. Nam dolor ligula, faucibus id sodales in, auctor fringilla libero. Pellentesque pellentesque tempor tellus eget hendrerit. Morbi id aliquam ligula. Aliquam id dui sem. Proin rhoncus consequat nisl, eu ornare mauris tincidunt vitae.\n\nVestibulum sodales ante a purus volutpat euismod. Proin sodales quam nec ante sollicitudin lacinia. Ut egestas bibendum tempor. Morbi non nibh sit amet ligula blandit ullamcorper in nec risus. Pellentesque fringilla diam faucibus tortor bibendum vulputate. Etiam turpis urna, rhoncus et mattis ut, dapibus eu nunc. Nunc sed aliquet nisi. Nullam ut magna non lacus adipiscing volutpat. Aenean odio mauris, consectetur quis consequat quis, blandit a nunc. Sed orci erat, placerat ac interdum ut, suscipit eu augue. Nunc vitae mi tortor. Ut vel justo quis lectus elementum ullamcorper volutpat vel libero.\n\nDonec volutpat nibh sit amet libero ornare non laoreet arcu luctus. Donec id arcu quis mauris euismod placerat sit amet ut metus. Sed imperdiet fringilla sem eget euismod. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Pellentesque adipiscing, neque ut pulvinar tincidunt, est sem euismod odio, eu ullamcorper turpis nisl sit amet velit. Nullam vitae nibh odio, non scelerisque nibh. Vestibulum ut est augue, in varius purus.\n\nProin dictum lobortis justo at pretium. Nunc malesuada ante sit amet purus ornare pulvinar. Donec suscipit dignissim ipsum at euismod. Curabitur malesuada lorem sed metus adipiscing in vehicula quam commodo. Sed porttitor elementum elementum. Proin eu ligula eget leo consectetur sodales et non mauris. Lorem ipsum dolor sit amet, consectetur adipiscing elit.\n\nNunc tincidunt, elit non cursus euismod, lacus augue ornare metus, egestas imperdiet nulla nisl quis mauris. Suspendisse a pharetra urna. Morbi dui lectus, pharetra nec elementum eget, vulputate ut nisi. Aliquam accumsan, nulla sed feugiat vehicula, lacus justo semper libero, quis porttitor turpis odio sit amet ligula. Duis dapibus fermentum orci, nec malesuada libero vehicula ut. Integer sodales, urna eget interdum eleifend, nulla nibh laoreet nisl, quis dignissim mauris dolor eget mi. Donec at mauris enim. Duis nisi tellus, adipiscing a convallis quis, tristique vitae risus. Nullam molestie gravida lobortis. Proin ut nibh quis felis auctor ornare. Cras ultricies, nibh at mollis faucibus, justo eros porttitor mi, quis auctor lectus arcu sit amet nunc. Vivamus gravida vehicula arcu, vitae vulputate augue lacinia faucibus.\n\nUt porttitor euismod cursus. Mauris suscipit, turpis ut dapibus rhoncus, odio erat egestas orci, in sollicitudin enim erat id est. Sed auctor gravida arcu, nec fringilla orci aliquet ut. Nullam eu pretium purus. Maecenas fermentum posuere sem vel posuere. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Morbi ornare convallis lectus a faucibus. Praesent et urna turpis. Fusce tincidunt augue in velit tincidunt sed tempor felis porta. Nunc sodales, metus ut vestibulum ornare, est magna laoreet lectus, ut adipiscing massa odio sed turpis. In nec lorem porttitor urna consequat sagittis. Nullam eget elit ante. Pellentesque justo urna, semper nec faucibus sit amet, aliquam at mi. Maecenas eget diam nec mi dignissim pharetra.', 'Proin Sodales Quam Nec Sollicit', '', 'trash', 'open', 'open', '', 'proin-sodales-quam-nec-ante-sollicits', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://theme-fusion.com/avada/?p=209', 3, 'post', '', 0);
INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(211, 1, '2012-07-31 17:23:43', '2012-07-31 17:23:43', 'Quisque ligulas ipsum, euismod atras vulputate iltricies etri elit. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos. Nulla nunc dui, tristique in semper vel, congue sed ligula. Nam dolor ligula, faucibus id sodales in, auctor fringilla libero. Pellentesque pellentesque tempor tellus eget hendrerit. Morbi id aliquam ligula. Aliquam id dui sem. Proin rhoncus consequat nisl, eu ornare mauris tincidunt vitae.\n\nVestibulum sodales ante a purus volutpat euismod. Proin sodales quam nec ante sollicitudin lacinia. Ut egestas bibendum tempor. Morbi non nibh sit amet ligula blandit ullamcorper in nec risus. Pellentesque fringilla diam faucibus tortor bibendum vulputate. Etiam turpis urna, rhoncus et mattis ut, dapibus eu nunc. Nunc sed aliquet nisi. Nullam ut magna non lacus adipiscing volutpat. Aenean odio mauris, consectetur quis consequat quis, blandit a nunc. Sed orci erat, placerat ac interdum ut, suscipit eu augue. Nunc vitae mi tortor. Ut vel justo quis lectus elementum ullamcorper volutpat vel libero.\n\nDonec volutpat nibh sit amet libero ornare non laoreet arcu luctus. Donec id arcu quis mauris euismod placerat sit amet ut metus. Sed imperdiet fringilla sem eget euismod. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Pellentesque adipiscing, neque ut pulvinar tincidunt, est sem euismod odio, eu ullamcorper turpis nisl sit amet velit. Nullam vitae nibh odio, non scelerisque nibh. Vestibulum ut est augue, in varius purus.\n\nProin dictum lobortis justo at pretium. Nunc malesuada ante sit amet purus ornare pulvinar. Donec suscipit dignissim ipsum at euismod. Curabitur malesuada lorem sed metus adipiscing in vehicula quam commodo. Sed porttitor elementum elementum. Proin eu ligula eget leo consectetur sodales et non mauris. Lorem ipsum dolor sit amet, consectetur adipiscing elit.\n\nNunc tincidunt, elit non cursus euismod, lacus augue ornare metus, egestas imperdiet nulla nisl quis mauris. Suspendisse a pharetra urna. Morbi dui lectus, pharetra nec elementum eget, vulputate ut nisi. Aliquam accumsan, nulla sed feugiat vehicula, lacus justo semper libero, quis porttitor turpis odio sit amet ligula. Duis dapibus fermentum orci, nec malesuada libero vehicula ut. Integer sodales, urna eget interdum eleifend, nulla nibh laoreet nisl, quis dignissim mauris dolor eget mi. Donec at mauris enim. Duis nisi tellus, adipiscing a convallis quis, tristique vitae risus. Nullam molestie gravida lobortis. Proin ut nibh quis felis auctor ornare. Cras ultricies, nibh at mollis faucibus, justo eros porttitor mi, quis auctor lectus arcu sit amet nunc. Vivamus gravida vehicula arcu, vitae vulputate augue lacinia faucibus.\n\nUt porttitor euismod cursus. Mauris suscipit, turpis ut dapibus rhoncus, odio erat egestas orci, in sollicitudin enim erat id est. Sed auctor gravida arcu, nec fringilla orci aliquet ut. Nullam eu pretium purus. Maecenas fermentum posuere sem vel posuere. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Morbi ornare convallis lectus a faucibus. Praesent et urna turpis. Fusce tincidunt augue in velit tincidunt sed tempor felis porta. Nunc sodales, metus ut vestibulum ornare, est magna laoreet lectus, ut adipiscing massa odio sed turpis. In nec lorem porttitor urna consequat sagittis. Nullam eget elit ante. Pellentesque justo urna, semper nec faucibus sit amet, aliquam at mi. Maecenas eget diam nec mi dignissim pharetra.', 'Nullam Vitae Nibh Un Odiosters', '', 'trash', 'open', 'open', '', 'nullam-vitae-nibh-un-odio', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://theme-fusion.com/avada/?p=211', 2, 'post', '', 0),
(213, 1, '2012-07-31 17:26:20', '2012-07-31 17:26:20', 'Quisque ligulas ipsum, euismod atras vulputate iltricies etri elit. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos. Nulla nunc dui, tristique in semper vel, congue sed ligula. Nam dolor ligula, faucibus id sodales in, auctor fringilla libero. Pellentesque pellentesque tempor tellus eget hendrerit. Morbi id aliquam ligula. Aliquam id dui sem. Proin rhoncus consequat nisl, eu ornare mauris tincidunt vitae.\n\nVestibulum sodales ante a purus volutpat euismod. Proin sodales quam nec ante sollicitudin lacinia. Ut egestas bibendum tempor. Morbi non nibh sit amet ligula blandit ullamcorper in nec risus. Pellentesque fringilla diam faucibus tortor bibendum vulputate. Etiam turpis urna, rhoncus et mattis ut, dapibus eu nunc. Nunc sed aliquet nisi. Nullam ut magna non lacus adipiscing volutpat. Aenean odio mauris, consectetur quis consequat quis, blandit a nunc. Sed orci erat, placerat ac interdum ut, suscipit eu augue. Nunc vitae mi tortor. Ut vel justo quis lectus elementum ullamcorper volutpat vel libero.\n\nDonec volutpat nibh sit amet libero ornare non laoreet arcu luctus. Donec id arcu quis mauris euismod placerat sit amet ut metus. Sed imperdiet fringilla sem eget euismod. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Pellentesque adipiscing, neque ut pulvinar tincidunt, est sem euismod odio, eu ullamcorper turpis nisl sit amet velit. Nullam vitae nibh odio, non scelerisque nibh. Vestibulum ut est augue, in varius purus.\n\nProin dictum lobortis justo at pretium. Nunc malesuada ante sit amet purus ornare pulvinar. Donec suscipit dignissim ipsum at euismod. Curabitur malesuada lorem sed metus adipiscing in vehicula quam commodo. Sed porttitor elementum elementum. Proin eu ligula eget leo consectetur sodales et non mauris. Lorem ipsum dolor sit amet, consectetur adipiscing elit.\n\nNunc tincidunt, elit non cursus euismod, lacus augue ornare metus, egestas imperdiet nulla nisl quis mauris. Suspendisse a pharetra urna. Morbi dui lectus, pharetra nec elementum eget, vulputate ut nisi. Aliquam accumsan, nulla sed feugiat vehicula, lacus justo semper libero, quis porttitor turpis odio sit amet ligula. Duis dapibus fermentum orci, nec malesuada libero vehicula ut. Integer sodales, urna eget interdum eleifend, nulla nibh laoreet nisl, quis dignissim mauris dolor eget mi. Donec at mauris enim. Duis nisi tellus, adipiscing a convallis quis, tristique vitae risus. Nullam molestie gravida lobortis. Proin ut nibh quis felis auctor ornare. Cras ultricies, nibh at mollis faucibus, justo eros porttitor mi, quis auctor lectus arcu sit amet nunc. Vivamus gravida vehicula arcu, vitae vulputate augue lacinia faucibus.\n\nUt porttitor euismod cursus. Mauris suscipit, turpis ut dapibus rhoncus, odio erat egestas orci, in sollicitudin enim erat id est. Sed auctor gravida arcu, nec fringilla orci aliquet ut. Nullam eu pretium purus. Maecenas fermentum posuere sem vel posuere. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Morbi ornare convallis lectus a faucibus. Praesent et urna turpis. Fusce tincidunt augue in velit tincidunt sed tempor felis porta. Nunc sodales, metus ut vestibulum ornare, est magna laoreet lectus, ut adipiscing massa odio sed turpis. In nec lorem porttitor urna consequat sagittis. Nullam eget elit ante. Pellentesque justo urna, semper nec faucibus sit amet, aliquam at mi. Maecenas eget diam nec mi dignissim pharetra.', 'Praesent Et Urna Turpis Sadips', '', 'trash', 'open', 'open', '', 'praesent-et-urna-turpis-sadips', '', '', '2013-06-28 11:25:23', '2013-06-28 11:25:23', '', 0, 'http://theme-fusion.com/avada/?p=213', 0, 'post', '', 0),
(215, 1, '2012-07-31 17:25:18', '2012-07-31 17:25:18', 'Quisque ligulas ipsum, euismod atras vulputate iltricies etri elit. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos. Nulla nunc dui, tristique in semper vel, congue sed ligula. Nam dolor ligula, faucibus id sodales in, auctor fringilla libero. Pellentesque pellentesque tempor tellus eget hendrerit. Morbi id aliquam ligula. Aliquam id dui sem. Proin rhoncus consequat nisl, eu ornare mauris tincidunt vitae.\n\nVestibulum sodales ante a purus volutpat euismod. Proin sodales quam nec ante sollicitudin lacinia. Ut egestas bibendum tempor. Morbi non nibh sit amet ligula blandit ullamcorper in nec risus. Pellentesque fringilla diam faucibus tortor bibendum vulputate. Etiam turpis urna, rhoncus et mattis ut, dapibus eu nunc. Nunc sed aliquet nisi. Nullam ut magna non lacus adipiscing volutpat. Aenean odio mauris, consectetur quis consequat quis, blandit a nunc. Sed orci erat, placerat ac interdum ut, suscipit eu augue. Nunc vitae mi tortor. Ut vel justo quis lectus elementum ullamcorper volutpat vel libero.\n<blockquote>Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna aliquam erat volutpat. Ut wisi enim ad minim veniam, quis nostrud exercitation.</blockquote>\nDonec volutpat nibh sit amet libero ornare non laoreet arcu luctus. Donec id arcu quis mauris euismod placerat sit amet ut metus. Sed imperdiet fringilla sem eget euismod. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Pellentesque adipiscing, neque ut pulvinar tincidunt, est sem euismod odio, eu ullamcorper turpis nisl sit amet velit. Nullam vitae nibh odio, non scelerisque nibh. Vestibulum ut est augue, in varius purus.\n\nProin dictum lobortis justo at pretium. Nunc malesuada ante sit amet purus ornare pulvinar. Donec suscipit dignissim ipsum at euismod. Curabitur malesuada lorem sed metus adipiscing in vehicula quam commodo. Sed porttitor elementum elementum. Proin eu ligula eget leo consectetur sodales et non mauris. Lorem ipsum dolor sit amet, consectetur adipiscing elit.\n\nNunc tincidunt, elit non cursus euismod, lacus augue ornare metus, egestas imperdiet nulla nisl quis mauris. Suspendisse a pharetra urna. Morbi dui lectus, pharetra nec elementum eget, vulputate ut nisi. Aliquam accumsan, nulla sed feugiat vehicula, lacus justo semper libero, quis porttitor turpis odio sit amet ligula. Duis dapibus fermentum orci, nec malesuada libero vehicula ut. Integer sodales, urna eget interdum eleifend, nulla nibh laoreet nisl, quis dignissim mauris dolor eget mi. Donec at mauris enim. Duis nisi tellus, adipiscing a convallis quis, tristique vitae risus. Nullam molestie gravida lobortis. Proin ut nibh quis felis auctor ornare. Cras ultricies, nibh at mollis faucibus, justo eros porttitor mi, quis auctor lectus arcu sit amet nunc. Vivamus gravida vehicula arcu, vitae vulputate augue lacinia faucibus.\n\nUt porttitor euismod cursus. Mauris suscipit, turpis ut dapibus rhoncus, odio erat egestas orci, in sollicitudin enim erat id est. Sed auctor gravida arcu, nec fringilla orci aliquet ut. Nullam eu pretium purus. Maecenas fermentum posuere sem vel posuere. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Morbi ornare convallis lectus a faucibus. Praesent et urna turpis. Fusce tincidunt augue in velit tincidunt sed tempor felis porta. Nunc sodales, metus ut vestibulum ornare, est magna laoreet lectus, ut adipiscing massa odio sed turpis. In nec lorem porttitor urna consequat sagittis. Nullam eget elit ante. Pellentesque justo urna, semper nec faucibus sit amet, aliquam at mi. Maecenas eget diam nec mi dignissim pharetra.\n\n ', 'Donec At Mauris Enim Duis Untis', '', 'trash', 'open', 'open', '', 'donec-at-mauris-enim-duis-nisi-tellus', '', '', '2013-06-28 11:25:23', '2013-06-28 11:25:23', '', 0, 'http://theme-fusion.com/avada/?p=215', 1, 'post', '', 0),
(481, 1, '2012-08-03 02:32:40', '2012-08-03 02:32:40', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]Avada''s Layout Can Be Either Boxed Or Wide[/title]\nAvada comes in a boxed or a wide layout, and can easily be switched in the admin panel. The layout style will be applied throughout the entire site. You can use our style selector in the upper right side of this demo to view both the boxed and wide versions, as well as pick unlimited colors with the color picker. When you have the boxed version activated, you can choose to have the background be a custom image, a pattern or a solid color! Avada comes with 10 pre-defined patterns to choose from.', 'Boxed & Wide Versions', '', 'publish', 'open', 'open', '', 'boxed-wide-versions', '', '', '2012-08-03 02:32:40', '2012-08-03 02:32:40', '', 80, 'http://theme-fusion.com/avada/?page_id=481', 0, 'page', '', 0),
(483, 1, '2012-08-03 02:33:03', '2012-08-03 02:33:03', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]Avada Includes 11 Custom Widgets[/title]\nWe''re trying to make your job easier, so we''ve included 11 custom widgets that you can easily drag and drop to activate and customize. Contact Info, Twitter, Flickr, Recent Works, Social Links, Testimonials, Categories, Search Field, Tabs, Accordion and Text Widgets.', 'Custom Widgets', '', 'publish', 'open', 'open', '', 'custom-widgets', '', '', '2012-08-03 02:33:03', '2012-08-03 02:33:03', '', 80, 'http://theme-fusion.com/avada/?page_id=483', 0, 'page', '', 0),
(485, 1, '2012-08-03 02:33:23', '2012-08-03 02:33:23', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]Avada Includes Some Awesome Custom Post Types[/title]\nAvada''s custom post types make it easy to customize your content for each section. You can choose a left or right sidebar, choose to include the top page title bar, portfolio post can either be a full width post with the project details and description below the full width image, or you can choose a half width image with the description and details in the right column next to it. Portfolio posts also have many attributes for you to list for each item, the standard ones are; skills needed, categories, project url and copyright. Easily embed videos or create beautiful slideshows for both portflio and blog posts, and you can of course use regular images as well. Featured images for blog posts can also be a custom size for each post, lots of options!', 'Custom Post Types', '', 'publish', 'open', 'open', '', 'custom-post-types', '', '', '2012-08-03 02:33:23', '2012-08-03 02:33:23', '', 80, 'http://theme-fusion.com/avada/?page_id=485', 0, 'page', '', 0),
(487, 1, '2012-08-03 02:34:14', '2012-08-03 02:34:14', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]Avada Offers Unlimited Sidebars[/title]\nAvada allows you to create an unlimited number of sidebars from the Theme Options Panel. It allows you to assign a custom sidebar to every single page, archive or index. And you can always use the default ones as well.\n\n', 'Unlimited Sidebars', '', 'publish', 'open', 'open', '', 'unlimited-sidebars', '', '', '2012-08-03 02:34:14', '2012-08-03 02:34:14', '', 80, 'http://theme-fusion.com/avada/?page_id=487', 0, 'page', '', 0),
(489, 1, '2012-08-03 02:35:24', '2012-08-03 02:35:24', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]Upload Custom Image Backgrounds To Each Page![/title]\nAvada''s top page title bar can be visible on any and every page if you''d like. And we''ve built it so you can easily upload a custom background into it, making your site unique and giving it a fresh look. You can also upload custom images to the background of the boxed version, or you can use one of our 10 predefined patterns or use a solid color!', 'Custom Backgrounds', '', 'publish', 'open', 'open', '', 'custom-backgrounds', '', '', '2012-08-03 02:35:24', '2012-08-03 02:35:24', '', 80, 'http://theme-fusion.com/avada/?page_id=489', 0, 'page', '', 0),
(730, 1, '2012-08-08 02:54:23', '2012-08-08 02:54:23', '', 'Blog Medium Image', '', 'publish', 'open', 'open', '', 'blog-medium', '', '', '2012-08-08 02:54:23', '2012-08-08 02:54:23', '', 0, 'http://theme-fusion.com/avada/?page_id=730', 0, 'page', '', 0),
(777, 1, '2012-07-30 15:41:34', '2012-07-30 15:41:34', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.\r\n\r\nNam vitae tellus lectus. Vivamus et ultrices urna. Morbi et elit odio, vel cursus sapien. Curabitur ac turpis et velit hendrerit commodo. Curabitur orci erat, fringilla et molestie ac, ultricies ac metus. Phasellus vulputate ullamcorper mi, sit amet blandit nibh semper id. Phasellus et viverra tortor. Curabitur id ipsum in mauris pulvinar faucibus sed sed nulla. In ac orci urna, vel adipiscing lacus. Donec mattis rutrum ullamcorper. Lorem ipsums sit dolores amet untras fugiats.', 'Cargill', '', 'publish', 'closed', 'closed', '', 'nam-eget-libero-mauris', '', '', '2013-06-30 03:31:18', '2013-06-30 03:31:18', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=777', 0, 'avada_portfolio', '', 0),
(778, 1, '2012-07-30 15:44:56', '2012-07-30 15:44:56', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.\r\n\r\nCras nisl odio, congue tincidunt egestas eget, accumsan venenatis ipsum. Nam semper fringilla elementum. Aliquam quis tortor sit amet justo venenatis euismod. Aliquam erat volutpat. Vivamus vitae sapien lacus, vitae ornare lacus. Nunc porta ante et ipsum vulputate ornare. In volutpat, urna quis faucibus pretium, velit augue faucibus velit, malesuada sagittis urna purus et sem. Sed id nunc lectus proin.', 'Bumi Hiway', '', 'publish', 'closed', 'closed', '', 'aliquam-quis-tortor', '', '', '2013-06-30 03:30:46', '2013-06-30 03:30:46', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=778', 0, 'avada_portfolio', '', 0),
(783, 1, '2012-07-31 14:54:20', '2012-07-31 14:54:20', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Donec ac ipsum purus. Proin varius urna eget massa feugiat vel imperdiet nibh dictum. Donec ut felis id enim tristique hendrerit id nec ante. Curabitur a nulla risus. Quisque quam nibh, egestas vitae vestibulum nec, auctor non mauris. Mauris condimentum, metus id ultrices placerat, dui elit rhoncus felis, vitae facilisis sem massa eu ipsum doloeres ipsums sadips.\n\nIn lacinia volutpat nibh id rutrum. Vestibulum nec velit purus, rhoncus pellentesque metus. Praesent lacinia mollis erat, ut mattis augue lacinia id. Pellentesque tellus lorem, gravida eu semper non, euismod sit amet diam. Sed lobortis eros laoreet metus dignissim sed convallis enim semper. Maecenas euismod gravida vehicula. Sed pellentesque, elit ut tristique commodo, risus enim blandit est, ut fringilla nibh neque eget sem. Nullam mollis enim id metus sodales molestie.\n\nAenean ullamcorper interdum neque non auctor. Nam tellus sapien, accumsan sit amet consectetur sit amet, varius sit amet felis. Nulla sit amet tellus orci. Duis pretium eleifend augue, in pulvinar tortor consectetur a. Pellentesque metus tellus, auctor suscipit iaculis non, blandit vitae justo. Aenean blandit nulla sit amet ipsum iaculis blandit. Nam auctor ultricies tellus, sed feugiat lacus tempus vel. Suspendisse pretium, ante in ornare dapibus, est arcu tristique orci, a auctor est orci et leo. Aenean fringilla hendrerit ante, nec tempor justo facilisis sed. In lacinia lacus molestie odio accumsan in pretium est molestie. Donec lobortis, ante eget consequat placerat, risus dui imperdiet enim, at rhoncus nisi augue sit amet justo. Nullam in odio non felis eleifend volutpat. Nunc non velit orci, ac pretium urna. Sed nisl lacus, tincidunt vitae auctor sed, varius ut est. Sed non nisl vitae enim consectetur volutpat a at dolor. Donec tincidunt lacus ut risus luctus sollicitudin.', 'Maecenas Euis Vehicula', '', 'trash', 'open', 'open', '', 'maecenas-euis-vehicula', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://theme-fusion.com/avada/?p=783', 6, 'post', '', 0),
(794, 1, '2012-07-31 16:41:32', '2012-07-31 16:41:32', 'Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nam viverra euismod odio, gravida pellentesque urna varius vitae. Sed dui lorem, adipiscing in adipiscing et, interdum nec metus. Mauris ultricies, justo eu convallis placerat, felis enim ornare nisi, vitae mattis nulla ante id dui. Ut lectus purus, commodo et tincidunt vel, interdum sed lectus. Vestibulum adipiscing tempor nisi id elementu sadips ipsums dolores uns fugiats gravida nam elit vols nulla dolores amet untras sitsers.\r\n\r\nAliquam rhoncus molestie auctor. Suspendisse ac risus eros. Vivamus faucibus auctor nibh id semper. Quisque sit amet ante ante. Phasellus vestibulum accumsan ligula quis adipiscing. Sed eget consectetur urna. Ut et auctor risus. Vivamus sed sapien in nunc rhoncus eleifend eu quis elit. Quisque faucibus vehicula velit, sed rutrum metus sodales at. Vestibulum vitae sodales ante. Nulla consectetur libero ut est volutpat condimentum. Phasellus eget sem leo. Aliquam erat volutpat. Sed tempor vestibulum tristique. Nulla bibendum dolor non turpis eleifend aliquam. Nullam condimentum arcu eget quam malesuada eget tempus elit auctor. Nullam varius mollis pretium. In imperdiet aliquet pharetra.', 'Amway', '', 'publish', 'closed', 'closed', '', 'quisque-sit-amet-unte', '', '', '2013-06-30 08:23:02', '2013-06-30 08:23:02', '', 0, 'http://theme-fusion.com/avada/?post_type=avada_portfolio&p=794', 0, 'avada_portfolio', '', 0),
(839, 1, '2012-08-08 18:59:30', '2012-08-08 18:59:30', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]Avada Includes An Awesome FlexSlider Plugin[/title]\nAvada includes a beautiful plugin, powered by the popular FlexSlider2. This plugin comes bundled with shortcodes, widgets and template tags, which make it easy to add a slideshow using your method of choice. Adding a slideshow has never been easier. The plugin adds a tab to the "Add Media" popup. And best of all its 100% Responsive which means your content will look great, regardless of the device it is viewed on. And the plugin is developer friendly, enabling full customization and developer tweaks. With an easy-to-use integration API, developers can slide any content they desire.\n<ul class="arrow">\n <li>Choose from various content types to build and manage your sliders.</li>\n <li>Slide overlays and layouts give you complete control how you display your content.</li>\n <li>Plugin comes with various settings to control every aspect of your slide show.</li>\n <li>Plugin comes with minimal styling & CSS, making it easy to customize.</li>\n <li>Plugin is powered by FlexSlider, a fully responsive jQuery slider plugin.</li>\n</ul>', 'FlexSlider 2 Plugin', '', 'publish', 'open', 'open', '', 'wooslider-plugin', '', '', '2012-08-08 18:59:30', '2012-08-08 18:59:30', '', 80, 'http://theme-fusion.com/avada/?page_id=839', 0, 'page', '', 0),
(923, 1, '2012-08-09 13:55:00', '2012-08-09 13:55:00', '[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Need a simple slider? Avada includes the FlexSlider 2 with awesome plugin!" description="FlexSlider is fully responsive, you can use images & videos and organize many slides into groups and adjust control settings."][/tagline_box]\n\n[content_boxes]\n[content_box title="Responsive Design" image="" icon="tablet" link="http://themeforest.net/user/ThemeFusionhttp://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see it happen.[/content_box]\n[content_box title="Awesome Sliders" image="" icon="random" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider as well as the popular FlexSlider2. Both are easy to use![/content_box]\n[content_box title="Unlimited Colors" image="" icon="tint" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\n[content_box last="yes" title="500+ Google Fonts" image="" icon="text-width" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n[one_half last="no"]\n[title size="2"]Why Choose Avada?[/title]\nThe FlexSlider can easily be used as the large slider at the top of the page, or you can use it as a shortcode inside page content. For the large slider at the top of the page, users can use the WooSlider plugin, or use it via Theme Options. Avada 2.0 now has it integrated into our Theme Options for use with captions.\n<ul class="arrow">\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase important content</li>\n <li>Unlimited color options with a backed color picker, including the gradients</li>\n <li>Multiple layout options for home pages, portfolio section & blog section</li>\n <li>We offer free support because we care about your site as much as you do.</li>\n</ul>\n[/one_half]\n\n[one_half last="yes"]\n[title size="2"]Use Our Flexslider Anywhere With Shortcodes![/title]\n[slider][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][/slider]\n[/one_half]', 'FlexSlider', '', 'publish', 'open', 'open', '', 'flexslider', '', '', '2012-08-09 13:55:00', '2012-08-09 13:55:00', '', 0, 'http://theme-fusion.com/avada/?page_id=923', 0, 'page', '', 0),
(962, 1, '2012-08-09 20:39:47', '2012-08-09 20:39:47', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]Avada Also Includes The ThemeFusion Slider That Is 100% Responsive![/title]\nThe Themefusion Slider is powered by the FlexSlider 2 and we have integrated it into the theme options so its very easy to use. Its 100% responsive and you can easily set the size of the slider. The ThemeFusion Slider can have captions as well, and support any video embed code. Easily make as many slides and sliders as you want in theme options. You can easily put either slider on any page you want with simple drop down selections. Avada makes it easy for you!', 'ThemeFusion Slider', '', 'publish', 'open', 'open', '', 'responsive-flexslider', '', '', '2012-08-09 20:39:47', '2012-08-09 20:39:47', '', 80, 'http://theme-fusion.com/avada/?page_id=962', 0, 'page', '', 0),
(1044, 1, '2012-08-13 15:22:51', '2012-08-13 15:22:51', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]Avada Includes An Advanced Theme Options Panel[/title]\nWith Avada''s advanced theme options panel, you can customize just about any part of your site quickly and easily. Change the colors site wide with the backend color picker, change the colors and gradients of the awesome CSS3 buttons, select any of the 500+ google fonts for all headings and body copy, upload custom backgrounds to the page title bar and background areas of the boxed version, select boxed or wide version, select from various blog layouts, select the type of slider on each page, choose a sidebar and the positioning of it, and so much more! <a href="http://theme-fusion.com/avadatest/side-navigation/advanced-admin-panel/test/">See our gallery of screenshots!</a>', 'Advanced Admin Panel', '', 'publish', 'open', 'open', '', 'advanced-admin-panel', '', '', '2012-08-13 15:22:51', '2012-08-13 15:22:51', '', 80, 'http://theme-fusion.com/avada/?page_id=1044', 0, 'page', '', 0),
(1290, 1, '2012-11-08 15:19:54', '2012-11-08 15:19:54', '[separator top="30"]\n\n[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Need a cool slider? Avada Includes The Amazingly Cool Layer Slider 3.0!" description="Now its fully responsive with an entirely new graphical user interface, new skins and lots of options. Its absolutely awesome!"][/tagline_box]\n\n[one_half last="no"]\n[title size="2"]Why Choose Avada?[/title]\n<ul class="arrow">\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase important content</li>\n <li>Unlimited color options with a backed color picker, including the gradients</li>\n <li>Multiple layout options for home pages, portfolio section & blog section</li>\n <li>We offer free support because we care about your site as much as you do</li>\n <li>Avada will constantly be updated with brand new features and additions</li>\n <li>Advanced Theme options makes it easy for you to customize the theme</li>\n</ul>\n[/one_half]\n\n[one_half last="yes"]\n[title size="2"]Use The Slider Anywhere With Shortcodes[/title]\n[/one_half]', 'Layer Slider 3.0', '', 'publish', 'open', 'closed', '', 'layer-slider-3-0', '', '', '2012-11-08 15:19:54', '2012-11-08 15:19:54', '', 0, 'http://theme-fusion.com/avadatest/?page_id=1290', 0, 'page', '', 0),
(1298, 1, '2012-11-08 15:43:23', '2012-11-08 15:43:23', '[separator top="20"]\n\n[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada includes the popular Revolution Slider for even more slider options" description="This slider is fully responsive, can be any size, used with any content and has a very intuitive user interface that is easy to use!"][/tagline_box]\n\n[one_half last="no"]\n[title size="2"]Why Choose Avada?[/title]\n<ul class="arrow">\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase important content</li>\n <li>Unlimited color options with a backed color picker, including the gradients</li>\n <li>Multiple layout options for home pages, portfolio section & blog section</li>\n <li>We offer free support because we care about your site as much as you do.</li>\n <li>Avada will constantly be updated with brand new features and additions</li>\n <li>Advanced Theme Options makes it easy for you to customize your settings</li>\n</ul>\n[/one_half]\n\n[one_half last="yes"]\n[title size="2"]Use The Slider Anywhere With Shortcodes[/title]\n[/one_half]', 'Revolution Slider ', '', 'publish', 'open', 'closed', '', 'slider-revolution', '', '', '2012-11-08 15:43:23', '2012-11-08 15:43:23', '', 0, 'http://theme-fusion.com/avadatest/?page_id=1298', 0, 'page', '', 0),
(1345, 1, '2012-11-10 03:12:49', '2012-11-10 03:12:49', '[tagline_box link="http://invictusleader.com/home/?cat=41" button="Altitude Is Everything" title="Invictus - Unbeaten, Unconquered, Unvanquished" description="It matters not how strait the gate, How charged with punishments the scroll, I am the master of my fate, \r\nI am the captain of my soul. ~ William Ernest Henley, 1875"][/tagline_box]\r\n\r\n<!--[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]-->\r\n\r\n[content_boxes]\r\n[content_box title="Why Invictus Leader?" image="" icon="tablet" link="http://invictusleader.com/home/?page_id=4418" linktext="Learn More"]\r\nINVICTUS LEADER helps you and your organizational teams to attain self-mastery and leadership skills to become authentic leaders. [/content_box]\r\n\r\n[content_box title="Lead" image="" icon="random" link="http://invictusleader.com/home/?page_id=4359" linktext="Learn More"]\r\nThroughout the course of history, leadership has been essential for mankind’s survival. Leaders must evolve or dissolve. A leader’s drive is associated with his or her motivation.[/content_box]\r\n\r\n[content_box title="Innovate" image="" icon="tint" link="http://invictusleader.com/home/?page_id=4361" linktext="Learn More"]\r\nInnovation is a form of creative energy that helps us to adapt intelligently to our ever-changing environment, to remain relevant amid fierce competition, or to transcend. [/content_box]\r\n\r\n[content_box last="yes" title="Coach" image="" icon="text-width" link="http://invictusleader.com/home/?page_id=4363" linktext="Learn More"]\r\nIt is the ability to coach that enables established leaders to nurture emerging leaders. Coaching requires authenticity in the coach who must also possess the inner drive.[/content_box]\r\n[/content_boxes]\r\n\r\n[three_fourth last="no"]\r\n[title size="2"]Latest Articles[/title]\r\n[recent_posts columns="3" number_posts="3" cat_id="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="15"][/recent_posts]\r\n[/three_fourth]\r\n\r\n[one_fourth last="yes"]\r\n[title size="2"]What Client''s Say[/title]\r\n[testimonials]\r\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager"]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\r\n\r\n[testimonial name="SK Tan" gender="male" company="Production Manager"]Ravi, I must say, is a great co-coordinator in leadership programmes. \r\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\r\n\r\n[testimonial name="Manager" gender="male" company="F&N"]An excellent and workable insight into one''s current attitude in the organization and the opportunity available to maximize the individual’s potential to meet and align with the company''s vision and mission.[/testimonial]\r\n\r\n[testimonial name="Senior Business Manager" gender="male" company="Jardine"]It was brilliant. It actually opened up my mind further to try different approaches and most importantly to improve myself to help people improve.[/testimonial]\r\n\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)"]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/testimonials]\r\n[/one_fourth]', 'Home Version 1', '', 'publish', 'open', 'closed', '', 'home-version-1', '', '', '2013-06-29 14:44:15', '2013-06-29 14:44:15', '', 0, 'http://theme-fusion.com/avadatest/?page_id=1345', 0, 'page', '', 0),
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(1397, 1, '2012-11-15 00:59:08', '0000-00-00 00:00:00', '', 'Flexslider 4', '', 'draft', 'closed', 'closed', '', 'of-flexslider_4', '', '', '2012-11-15 00:59:08', '0000-00-00 00:00:00', '', 0, 'http://theme-fusion.com/avadatest/?post_type=options&p=1397', 0, 'options', '', 0),
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(1522, 1, '2012-11-16 15:47:45', '2012-11-16 15:47:45', '', 'Blog Full Width', '', 'publish', 'open', 'closed', '', 'blog-2', '', '', '2012-11-16 15:47:45', '2012-11-16 15:47:45', '', 0, 'http://theme-fusion.com/avadatest/?page_id=1522', 0, 'page', '', 0),
(1693, 1, '2012-11-21 20:50:59', '2012-11-21 20:50:59', '[title size="2"]Avada Has The Right Pricing For You With These Responsive Pricing Tables![/title]\nLorem ipsum dolor sit amet, consectetur adipiscing elit. Donec nec eros eget nisl fringilla commodo. Maecenas ornare, augue ut ultricies tristique, enim lectus pretium quam, quis bibendum metus tellus sed magna. Donec eu dolor lacus. Mauris sit amet augue in odio venenatis interdum. Cras auctor hendrerit velit, non feugiat dolor semper non. Proin quis felis gravida justo vehicula congue. Etiam pellentesque faucibus justo, vitae ornare magna elementum nec. Vestibulum sed magna lorem. Etiam non felis magna. Cras tristique viverra lorem, ac congue odio pharetra sollicitudin. Integer elementum mollis nisl, ac placerat ante consequat congue. Fusce scelerisque adipiscing euismod. Donec pharetra pellentesque ligula, id elementum mi aliquet nec. Vivamus arcu mauris, condimentum sed rutrum vitae, tincidunt viverra.\n\n[separator top="60"]\n\n[pricing_table type="1"]\n[pricing_column title="Standard"]\n[pricing_price currency="$" price="19.99" time="monthly"][/pricing_price]\n[pricing_row]5 Projects[/pricing_row]\n[pricing_row]5 GB Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]10 GB Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[pricing_column title="Premium"]\n[pricing_price currency="$" price="29.99" time="monthly"][/pricing_price]\n[pricing_row]10 Projects[/pricing_row]\n[pricing_row]15 GB Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]20 GB Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[pricing_column title="Professional"]\n[pricing_price currency="$" price="39.99" time="monthly"][/pricing_price]\n[pricing_row]15 Projects[/pricing_row]\n[pricing_row]30 GB Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]50 GB Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[pricing_column title="Maximum"]\n[pricing_price currency="$" price="49.99" time="monthly"][/pricing_price]\n[pricing_row]30 Projects[/pricing_row]\n[pricing_row]100 GB Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]150 GB Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[pricing_column title="Extreme"]\n[pricing_price currency="$" price="59.99" time="monthly"][/pricing_price]\n[pricing_row]Unlimited Projects[/pricing_row]\n[pricing_row]Unlimited Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]Unlimited Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[/pricing_table]\n\n[separator top="60"]\n\n[pricing_table type="2"]\n[pricing_column title="Premium"]\n[pricing_price currency="$" price="19.99" time="mo"][/pricing_price]\n[pricing_row]5 Projects[/pricing_row]\n[pricing_row]5 GB Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]10 GB Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[pricing_column title="Premium"]\n[pricing_price currency="$" price="29.99" time="mo"][/pricing_price]\n[pricing_row]20 Projects[/pricing_row]\n[pricing_row]40 GB Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]50 GB Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[pricing_column title="Premium"]\n[pricing_price currency="$" price="39.99" time="mo"][/pricing_price]\n[pricing_row]65 Projects[/pricing_row]\n[pricing_row]100 GB Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]150 GB Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[/pricing_table]', 'Pricing Options', '', 'publish', 'open', 'closed', '', 'pricing-options', '', '', '2012-11-21 20:50:59', '2012-11-21 20:50:59', '', 0, 'http://theme-fusion.com/avadatest/?page_id=1693', 0, 'page', '', 0),
(1758, 1, '2012-11-22 03:44:16', '2012-11-22 03:44:16', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n\n[separator top="50"]\n[title size="2"]Avada Includes The Popular Revolution Slider[/title]\nAvada includes a license for the awesome Revolution Slider WordPress plugin created by ThemePunch! The following is from their item page on CodeCanyon. Create a responsive or fullwidth slider with must-see-effects and meanwhile keep or build your SEO optimization (content always readable by search engines). See the heaps of custom transitions/animations for each object on the page! Customize this slider with our convenient drag&drop backend to your very needs. This plugin features tons of unique transition effects, an image preloader, video embedding, autoplay that stops on user interaction and lots of easy to set options to create your own effects. <a href="http://codecanyon.net/user/themepunch">ThemePunch</a> did a fantastic job with this slider!\n<ul class="arrow">\n <li>Fully Responsive and can be used with ANY content you want (images, HTML elements, Videos, etc)</li>\n <li>Using CSS Animation with FallBack to jQuer</li>\n <li>iPhone & Android Swipe Touch enabled</li>\n <li>Using CSS Animation with FallBack to jQuery</li>\n <li>Customizable 100% via Plugin Backend</li>\n <li>Fully Supports Vimeo & Youtube</li>\n <li>WYSIWYG editor (Real-time dragging, reordering and styling layers and sublayers)</li>\n <li>Duplicate, Slider, slide, captions Function</li>\n <li>Countless Art of Transitions, numerous options to choose from</li>\n <li><a href="http://www.youtube.com/watch?v=fCgspm_GaP8">Video Tutorial of Revolution Slider</a></li>\n <li><a href="http://codecanyon.net/user/themepunch">Visit ThemePunch on CodeCanyon</a></li>\n</ul>', 'Revolution Slider ', '', 'publish', 'open', 'closed', '', 'slider-revolution', '', '', '2012-11-22 03:44:16', '2012-11-22 03:44:16', '', 80, 'http://theme-fusion.com/avadatest/?page_id=1758', 0, 'page', '', 0),
(1862, 1, '2012-11-27 14:26:31', '2012-11-27 14:26:31', '[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada also includes the ThemeFusion Slider powered by FlexSlider 2!" description="Themefusion Slider is fully responsive and its perfect for creating slides with beautiful images and videos with captions."][/tagline_box]\n\n[content_boxes]\n[content_box title="Responsive Design" image="" icon="tablet" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size, its incredibly flexible. Try resizing your browser window to see the adaptation in action.[/content_box]\n[content_box title="Awesome Sliders" image="" icon="random" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider as well as the popular FlexSlider2. Both of the sliders have awesome plugins making it super easy to use.[/content_box]\n[content_box last="yes" title="Unlimited Colors" image="" icon="tint" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]We included a backend color picker for unlimited color options. Any of the elements can be changed, including the super awesome CSS3 gradients![/content_box]\n[/content_boxes]\n\n[one_half last="no"]\n[title size="2"]Why Choose Avada?[/title]\nThe FlexSlider can easily be used as the large slider at the top of the page, or you can use it as a shortcode inside page content. For the large slider at the top of the page, users can use the WooSlider plugin, or use it via Theme Options. Avada 2.0 now has it integrated into our Theme Options for use with captions.\n<ul class="arrow">\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase important content</li>\n <li>Unlimited color options with a backed color picker, including the gradients</li>\n <li>Multiple layout options for home pages, portfolio section & blog section</li>\n <li>We offer free support because we care about your site as much as you do.</li>\n</ul>\n[/one_half]\n\n[one_half last="yes"]\n[title size="2"]Use Our Flexslider Anywhere With Shortcodes![/title]\n[slider][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][/slider]\n[/one_half]', 'ThemeFusion Slider', '', 'publish', 'open', 'closed', '', 'themefusion-slider', '', '', '2012-11-27 14:26:31', '2012-11-27 14:26:31', '', 0, 'http://theme-fusion.com/avadatest/?page_id=1862', 0, 'page', '', 0);
INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(1876, 1, '2012-11-27 14:42:55', '2012-11-27 14:42:55', 'Vestibulum egestas pharetra felis. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos. Suspendisse dignissim bibendum lectus, quis ornare tortor elementum quis. Aenean semper vehicula elementum. Nulla massa est, faucibus non semper quis, laoreet et sapien. Suspendisse massa odio, aliquet nec commodo et, venenatis ut velit. Pellentesque mauris lorem, dictum vitae feugiat quis, placerat vitae eros. Vestibulum quis purus vel urna convallis faucibus. Etiam vel mauris nisi, non vehicula est. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Aliquam leo lorem, tincidunt sed molestie id, egestas feugiat quam. Aliquam sed ipsum non nulla tempus mollis elementum ac dolor. Curabitur ac metus et enim pellentesque pellentesque. Nunc ultrices, felis elementum iaculis semper, libero turpis semper erat, in dapibus nisi urna vel mi. Nulla sed nibh libero. Maecenas a libero mauris, sed malesuada dui.\n\nNunc euismod lobortis massa, id sollicitudin augue auctor vel. Integer ornare sollicitudin turpis vitae vestibulum. Curabitur faucibus ullamcorper lorem sed egestas. Pellentesque laoreet auctor eros, et consectetur eros auctor eget. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum tortor nisi, egestas eget molestie tincidunt, tempus sed justo. Vestibulum ultricies auctor varius. Fusce consequat tincidunt dui, ac adipiscing turpis adipiscing pulvinar. Aliquam erat volutpat. Vivamus eleifend rhoncus nulla in laoreet.', ' Class aptent taciti sociosqu ad litora torquent per conubia nostra pers.', '', 'publish', 'open', 'closed', '', 'class-aptent-taciti-sociosqu-ad-litora-torquent-per-conubia-nostra-pers', '', '', '2012-11-27 14:42:55', '2012-11-27 14:42:55', '', 0, 'http://theme-fusion.com/avadatest/?post_type=avada_faq&p=1876', 0, 'avada_faq', '', 0),
(1877, 1, '2012-11-27 14:43:24', '2012-11-27 14:43:24', '<a href="http://invictusleader.com/home/wp-content/uploads/2013/02/image_7.jpg" rel="attachment wp-att-1662"><img src="http://invictusleader.com/home/wp-content/uploads/2013/02/image_7.jpg" alt="about_1a" width="353" height="196" class="alignleft size-full wp-image-1662" style="padding-bottom: 10px;" /></a>Nunc euismod lobortis massa, id sollicitudin augue auctor vel. Integer ornare sollicitudin turpis vitae vestibulum. Curabitur faucibus ullamcorper lorem sed egestas. Pellentesque laoreet auctor eros, et consectetur eros auctor eget. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum tortor nisi, egestas eget molestie tincidunt, tempus sed justo. Vestibulum ultricies auctor varius. Fusce consequat tincidunt dui, ac adipiscing turpis adipiscing pulvinar. Aliquam erat volutpat. Vivamus eleifend rhoncus nulla in laoreet.\n\nAliquam commodo gravida magna eget tincidunt. Fusce nisi augue, malesuada in commodo quis, euismod quis orci. Integer vitae nisl non augue ullamcorper blandit. Donec vitae nibh ipsum, vitae semper orci. Nunc sed elit in nulla auctor imperdiet. Ut a nisl sit amet odio accumsan laoreet. Sed pharetra lectus in arcu pellentesque et iaculis justo pellentesque. Etiam laoreet sodales sapien, id congue magna malesuada ut. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos.Vestibulum tortor nisi, egestas eget molestie tincidunt, tempus sed justo. Vestibulum ultricies auctor varius. Fusce consequat tincidunt dui, ac adipiscing turpis adipiscing pulvinar. Aliquam erat volutpat. Vivamus eleifend rhoncus nulla in laoreet.', 'Fusce nisi augue, malesuada in commodo quis, euismod quis orci integer vitae nisl non.', '', 'publish', 'open', 'closed', '', 'fusce-nisi-augue-malesuada-in-commodo-quis-euismod-quis-orci-integer-vitae-nisl-non', '', '', '2012-11-27 14:43:24', '2012-11-27 14:43:24', '', 0, 'http://theme-fusion.com/avadatest/?post_type=avada_faq&p=1877', 0, 'avada_faq', '', 0),
(1878, 1, '2012-11-27 14:43:43', '2012-11-27 14:43:43', 'Nunc euismod lobortis massa, id sollicitudin augue auctor vel. Integer ornare sollicitudin turpis vitae vestibulum. Curabitur faucibus ullamcorper lorem sed egestas. Pellentesque laoreet auctor eros, et consectetur eros auctor eget. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum tortor nisi, egestas eget molestie tincidunt, tempus sed justo. Vestibulum ultricies auctor varius. Fusce consequat tincidunt dui, ac adipiscing turpis adipiscing pulvinar. Aliquam erat volutpat. Vivamus eleifend rhoncus nulla in laoreet.\n\nAliquam commodo gravida magna eget tincidunt. Fusce nisi augue, malesuada in commodo quis, euismod quis orci. Integer vitae nisl non augue ullamcorper blandit. Donec vitae nibh ipsum, vitae semper orci. Nunc sed elit in nulla auctor imperdiet. Ut a nisl sit amet odio accumsan laoreet. Sed pharetra lectus in arcu pellentesque et iaculis justo pellentesque. Etiam laoreet sodales sapien, id congue magna malesuada ut. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos.\n', ' Integer vitae nisl non augue ullamcorper blandit donec vitae nibh ipsums.', '', 'publish', 'open', 'closed', '', 'integer-vitae-nisl-non-augue-ullamcorper-blandit-donec-vitae-nibh-ipsums', '', '', '2012-11-27 14:43:43', '2012-11-27 14:43:43', '', 0, 'http://theme-fusion.com/avadatest/?post_type=avada_faq&p=1878', 0, 'avada_faq', '', 0),
(1879, 1, '2012-11-27 14:44:05', '2012-11-27 14:44:05', '<a href="http://invictusleader.com/home/wp-content/uploads/2013/02/image_7.jpg" rel="attachment wp-att-1662"><img src="http://invictusleader.com/home/wp-content/uploads/2013/02/image_7.jpg" alt="about_1a" width="353" height="196" class="alignleft size-full wp-image-1662" style="padding-bottom: 10px;" /></a>Nunc euismod lobortis massa, id sollicitudin augue auctor vel. Integer ornare sollicitudin turpis vitae vestibulum. Curabitur faucibus ullamcorper lorem sed egestas. Pellentesque laoreet auctor eros, et consectetur eros auctor eget. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum tortor nisi, egestas eget molestie tincidunt, tempus sed justo. Vestibulum ultricies auctor varius. Fusce consequat tincidunt dui, ac adipiscing turpis adipiscing pulvinar. Aliquam erat volutpat. Vivamus eleifend rhoncus nulla in laoreet.\n\nAliquam commodo gravida magna eget tincidunt. Fusce nisi augue, malesuada in commodo quis, euismod quis orci. Integer vitae nisl non augue ullamcorper blandit. Donec vitae nibh ipsum, vitae semper orci. Nunc sed elit in nulla auctor imperdiet. Ut a nisl sit amet odio accumsan laoreet. Sed pharetra lectus in arcu pellentesque et iaculis justo pellentesque. Etiam laoreet sodales sapien, id congue magna malesuada ut. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos.Vestibulum tortor nisi, egestas eget molestie tincidunt, tempus sed justo. Vestibulum ultricies auctor varius. Fusce consequat tincidunt dui, ac adipiscing turpis adipiscing pulvinar. Aliquam erat volutpat. Vivamus eleifend rhoncus nulla in laoreet.', 'Vivamus ullamcorper nim sit amet consequat laoreet tortor tortor dictum egestas urna.', '', 'publish', 'open', 'closed', '', 'vivamus-ullamcorper-nim-sit-amet-consequat-laoreet-tortor-tortor-dictum-egestas-urna', '', '', '2012-11-27 14:44:05', '2012-11-27 14:44:05', '', 0, 'http://theme-fusion.com/avadatest/?post_type=avada_faq&p=1879', 0, 'avada_faq', '', 0),
(1880, 1, '2012-11-27 14:44:31', '2012-11-27 14:44:31', 'Nunc euismod lobortis massa, id sollicitudin augue auctor vel. Integer ornare sollicitudin turpis vitae vestibulum. Curabitur faucibus ullamcorper lorem sed egestas. Pellentesque laoreet auctor eros, et consectetur eros auctor eget. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum tortor nisi, egestas eget molestie tincidunt, tempus sed justo. Vestibulum ultricies auctor varius. Fusce consequat tincidunt dui, ac adipiscing turpis adipiscing pulvinar. Aliquam erat volutpat. Vivamus eleifend rhoncus nulla in laoreet.\n\nAliquam commodo gravida magna eget tincidunt. Fusce nisi augue, malesuada in commodo quis, euismod quis orci. Integer vitae nisl non augue ullamcorper blandit. Donec vitae nibh ipsum, vitae semper orci. Nunc sed elit in nulla auctor imperdiet. Ut a nisl sit amet odio accumsan laoreet. Sed pharetra lectus in arcu pellentesque et iaculis justo pellentesque. Etiam laoreet sodales sapien, id congue magna malesuada ut. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos.', 'Fusce nisi malesuada in commodo quis, euismod quis orci on augue ullamcorpers.', '', 'publish', 'open', 'closed', '', 'fusce-nisi-malesuada-in-commodo-quis-euismod-quis-orci-onteger-vitae-nisl-non-augue-ullamcorpers', '', '', '2012-11-27 14:44:31', '2012-11-27 14:44:31', '', 0, 'http://theme-fusion.com/avadatest/?post_type=avada_faq&p=1880', 0, 'avada_faq', '', 0),
(1881, 1, '2012-11-27 14:44:54', '2012-11-27 14:44:54', '<a href="http://invictusleader.com/home/wp-content/uploads/2013/02/image_7.jpg" rel="attachment wp-att-1662"><img src="http://invictusleader.com/home/wp-content/uploads/2013/02/image_7.jpg" alt="about_1a" width="353" height="196" class="alignleft size-full wp-image-1662" style="padding-bottom: 10px;" /></a>Nunc euismod lobortis massa, id sollicitudin augue auctor vel. Integer ornare sollicitudin turpis vitae vestibulum. Curabitur faucibus ullamcorper lorem sed egestas. Pellentesque laoreet auctor eros, et consectetur eros auctor eget. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum tortor nisi, egestas eget molestie tincidunt, tempus sed justo. Vestibulum ultricies auctor varius. Fusce consequat tincidunt dui, ac adipiscing turpis adipiscing pulvinar. Aliquam erat volutpat. Vivamus eleifend rhoncus nulla in laoreet.\n\nAliquam commodo gravida magna eget tincidunt. Fusce nisi augue, malesuada in commodo quis, euismod quis orci. Integer vitae nisl non augue ullamcorper blandit. Donec vitae nibh ipsum, vitae semper orci. Nunc sed elit in nulla auctor imperdiet. Ut a nisl sit amet odio accumsan laoreet. Sed pharetra lectus in arcu pellentesque et iaculis justo pellentesque. Etiam laoreet sodales sapien, id congue magna malesuada ut. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos.Vestibulum tortor nisi, egestas eget molestie tincidunt, tempus sed justo. Vestibulum ultricies auctor varius. Fusce consequat tincidunt dui, ac adipiscing turpis adipiscing pulvinar. Aliquam erat volutpat. Vivamus eleifend rhoncus nulla in laoreet.', 'Curabitur eget leo at velit imperdiet varius eu ipsum vitae velit congue iaculis vitaes.', '', 'publish', 'open', 'closed', '', 'curabitur-eget-leo-at-velit-imperdiet-varius-eu-ipsum-vitae-velit-congue-iaculis-vitaes', '', '', '2012-11-27 14:44:54', '2012-11-27 14:44:54', '', 0, 'http://theme-fusion.com/avadatest/?post_type=avada_faq&p=1881', 0, 'avada_faq', '', 0),
(2291, 1, '2012-12-03 02:56:42', '2012-12-03 02:56:42', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2012/07/image_1.jpg" alt="" width="700" height="360" />\n\n[separator top="50"]\n[title size="2"]This Is An Example Of Our Sidebar Page[/title]\nQuisque ligulas ipsum, euismod atras vulputate iltricies etri elit. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos. Nulla nunc dui, tristique in semper vel, congue sed ligula. Nam dolor ligula, faucibus id sodales in, auctor fringilla libero. Pellentesque pellentesque tempor tellus eget hendrerit. Morbi id aliquam ligula. Aliquam id dui sem. Proin rhoncus consequat nisl, eu ornare mauris tincidunt vitae.\n\nVestibulum sodales ante a purus volutpat euismod. Proin sodales quam nec ante sollicitudin lacinia. Ut egestas bibendum tempor. Morbi non nibh sit amet ligula blandit ullamcorper in nec risus. 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Integer euismod, diam vel molestie gravida, nisl urna blandit sapien, condimentum adipiscing mauris justo eu nisi. Phasellus in varius urna. Quisque ut nunc a dui egestas cursus eu eget sapien. Curabitur vulputate dignissim purus in sagittis. Maecenas dignissim auctor neque, sit amet tincidunt felis dignissim sed. Duis nec tortor sit amet nisi ornare aliquam. Quisque porta rhoncus dolor. Morbi sed dui sed tellus semper mattis. Donec vitae metus tortor. Nulla sem neque, lacinia eu feugiat ut, tempus vel metus. Duis condimentum rhoncus sem, a sagittis ligula suscipit non. Etiam id sem neque.\n\nLorem ipsum dolor sit amet, consectetur adipiscing elit. Curabitur eget leo at velit imperdiet varius. In eu ipsum vitae velit congue iaculis vitae at risus. Nullam tortor nunc, bibendum vitae semper a, volutpat eget massa. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Integer fringilla, orci sit amet posuere auctor, orci eros pellentesque odio, nec pellentesque erat ligula nec massa. 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(2367, 1, '2012-12-04 17:27:32', '2012-12-04 17:27:32', '[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[separator top="-20"]\n[one_half last="no"]\n[slider][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][/slider]\n[/one_half]\n\n[one_half last="yes"]\n[title size="2"]Welcome To Avada![/title]\nLid est laborum dolo rumes fugats untras. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips amets.. Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt.. Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia non numquam eius modi tempora incidunt ut labore et dolore magnam aliquam quaerat voluptatem. Asunt in anim uis aute irure dolor in reprehenderit in volupte velit esse cillum.\n[/one_half]\n\n[three_fourth last="no"]\n[title size="2"]Latest From The Blog[/title]\n[recent_posts columns="3" number_posts="3" cat_id="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="15"][/recent_posts]\n[/three_fourth]\n[one_fourth last="yes"]\n\n[title size="2"]Our Happy Clients[/title]\n[testimonials]\n[testimonial name="John Die" gender="female" company="My Company"]Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consec tetur, adipisci velit, sed quia non numquam eius modi tempora incidunt utis labore et dolore magnam aliquam quaerat voluptatem.[/testimonial]\n[testimonial name="John Die" gender="male" company="My Company"]Dolorem ipsum quia dolor sit amet, consec tetur, adipisci velit, sed quia non numquam eius modi tempora incidunt utis labore et dolore magnam aliquam quaerat voluptatem. Ut enim ad minimas veniam, quis nostrum exerc.[/testimonial]\n[/testimonials]\n[/one_fourth]', 'Home Version 6', '', 'publish', 'open', 'closed', '', 'home-version-6', '', '', '2012-12-04 17:27:32', '2012-12-04 17:27:32', '', 0, 'http://theme-fusion.com/avada/?page_id=2367', 0, 'page', '', 0),
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(2461, 1, '2012-12-05 17:14:29', '2012-12-05 17:14:29', '[title size="2"]We''d Love to Hear From You, Get In Touch With Us![/title]\nAt vero eos et accusamus et iusto odios un dignissimos ducimus qui blan ditiis prasixer esentium voluptatum un deleniti atqueste sites excep turiitate non providentsimils. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, consequunturser magni dolores eos qui ratione voluptatem sequi nesciunt. Lorem ipsum dolor sit amet isse potenti. Vesquam ante aliquet lacusemper elit. Cras neque nulla, convallis non commodo et, euismod nonsese.', 'Contact Page 2', '', 'publish', 'open', 'closed', '', 'contact-page-2', '', '', '2012-12-05 17:14:29', '2012-12-05 17:14:29', '', 0, 'http://theme-fusion.com/avadatest/?page_id=2461', 0, 'page', '', 0),
(2466, 1, '2012-12-05 17:20:13', '2012-12-05 17:20:13', '', 'FAQ Page 1', '', 'publish', 'open', 'closed', '', 'faq-page-1', '', '', '2012-12-05 17:20:13', '2012-12-05 17:20:13', '', 0, 'http://theme-fusion.com/avadatest/?page_id=2466', 0, 'page', '', 0),
(2609, 1, '2012-12-14 00:45:14', '2012-12-14 00:45:14', '<img class="alignnone wp-image-180" title="full_width" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="" width="940" height="450" />\n[separator top="50"]\n[title size="2"]Video Tutorials In HD And With Narration![/title]\nWe have created multiple video tutorials that quickly and accurately walk you through using the Avada theme. All videos are in 1080p High Definition with narration. You can view them on our <a href="http://theme-fusion.com/forum">support forum</a>, our <a href="https://www.youtube.com/user/ThemeFusionVideos/videos">Youtube Channel</a> or in the included documentation. We took lots of time to make them as helpful as possible which will allow you to visually see first hand how the theme operates. With these great videos, and our extensive documentation, you will be able quickly and easily setup your new theme!', 'Video Tutorials', '', 'publish', 'open', 'closed', '', 'video-tutorials', '', '', '2012-12-14 00:45:14', '2012-12-14 00:45:14', '', 80, 'http://theme-fusion.com/avada/?page_id=2609', 0, 'page', '', 0),
(2660, 1, '2013-01-14 19:44:32', '2013-01-14 19:44:32', '[separator top="30"]\n\n[one_fourth last="no"]\n<img alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" />\n<h2>100% Ultra Responsive</h2>\nAvada is fully responsive and can adapt to any screen size, its incredibly fast and super flexible.\n[/one_fourth]\n\n[one_fourth last="no"]\n<img alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" />\n<h2>Amazingly Cool Sliders</h2>\nAvada includes the awesome Layer Slider, Revolution Slider as well as the ever popular FlexSlider2.\n[/one_fourth]\n\n[one_fourth last="no"]\n<img alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" />\n<h2>Advanced Admin Area</h2>\nAvada includes an advanced admin panel making it fun and very easy to customize your theme.\n[/one_fourth]\n\n[one_fourth last="yes"]\n<img alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" />\n<h2>Loaded With Options</h2>\nThis theme is loaded with options and we are constantly updating Avada with new features.\n[/one_fourth]\n\n[separator top="20"]\n\n[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[separator top="-15"]\n\n[one_half last="no"]\n[accordian]\n[toggle title="Our Company Mission" open="yes"]]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[toggle title="The Avada Philosophy"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[toggle title="The Avada Promise"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[/accordian]\n[/one_half]\n\n[one_half last="yes"]\n[tabs tab1="Tab Data #1" tab2="Tab Data #2" tab3="Tab Data #3"]\n[tab id=1]\n[fontawesome icon="random" circle="yes" size="large"]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerums facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam.Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet.\n[/tab]\n[tab id=2]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips ameet quasi architecto beatae vitae dicta sunt explicabo. amets dolores.[/tab]\n[tab id=3]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips ameet quasi architecto beatae vitae dicta sunt explicabo. amets dolores.[/tab]\n[/tabs]\n[/one_half]\n\n[separator top="20"]\n\n[title size="2"]Stay In Touch With Us![/title]\n[social_links rss="#" facebook="#" twitter="#" dribbble="#" google="#" linkedin="#" blogger="#" tumblr="#" reddit="#" yahoo="#" deviantart="#" vimeo="#" youtube="#" pinterest="#" digg="#" flickr="#" forrst="#" myspace="#" skype="#"]', 'Home Version 8', '', 'publish', 'open', 'closed', '', 'home-version-8', '', '', '2013-01-14 19:44:32', '2013-01-14 19:44:32', '', 0, 'http://theme-fusion.com/avada/?page_id=2660', 0, 'page', '', 0),
(2712, 1, '2013-01-19 20:28:10', '2013-01-19 20:28:10', '[one_half last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="President & Founder" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enim.[/person]\n[/one_half]\n\n[one_half last="yes"]\n[person name="Jane Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="CEO" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enim.[/person]\n[/one_half]\n\n[separator top="30"]\n\n[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada includes multiple page layouts ready to use, just insert your content!" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[separator top="-10"]\n\n[title size="2"]Our Valuable Team Members[/title]\n[one_third last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enims sadips ipsums un.[/person]\n[/one_third]\n\n[one_third last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enims sadips ipsums un.[/person]\n[/one_third]\n\n[one_third last="yes"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enims sadips ipsums un.[/person]\n[/one_third]\n\n[separator top="40"]\n\n[one_third last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enims sadips ipsums un.[/person]\n[/one_third]\n\n[one_third last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enims sadips ipsums un.[/person]\n[/one_third]\n\n[one_third last="yes"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enims sadips ipsums un.[/person]\n[/one_third]', 'Meet The Team', '', 'publish', 'open', 'closed', '', 'meet-the-team', '', '', '2013-01-19 20:28:10', '2013-01-19 20:28:10', '', 0, 'http://theme-fusion.com/avada/?page_id=2712', 0, 'page', '', 0),
(2745, 1, '2013-01-21 17:11:03', '2013-01-21 17:11:03', '[one_third last="no"]\n<img alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" />\n<h2>100% Responsive</h2>\nAvada is fully responsive and can adapt to any screen size, its incredibly quick and super flexible.\n[/one_third]\n\n[one_third last="no"]\n<img alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" />\n<h2>Powerful Sliders</h2>\nAvada includes the two of the best premium sliders around, the LayerSlider & Revolution Slider.\n[/one_third]\n\n[one_third last="yes"]\n<img alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" />\n<h2>Loaded With Options</h2>\nThis theme is loaded with features and options, all are very easy to use in our advanced admin panel!\n[/one_third]\n\n[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is very versatile with multiple layouts" description="And its so easy to make your own layouts with our numerous shortcodes!"][/tagline_box][separator top="-20"]\n\n[slider][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][/slider]\n\n[title size="2"]Keep In Touch! Choose Your Platform![/title]\n[social_links rss="#" facebook="#" twitter="#" dribbble="#" google="#" linkedin="#" blogger="#" tumblr="#" reddit="#" yahoo="#" deviantart="#" vimeo="#" pinterest="#"]', 'Home Version 9', '', 'publish', 'open', 'closed', '', 'home-version-9', '', '', '2013-01-21 17:11:03', '2013-01-21 17:11:03', '', 0, 'http://theme-fusion.com/avada/?page_id=2745', 0, 'page', '', 0),
(2776, 1, '2013-01-21 19:10:06', '2013-01-21 19:10:06', '[three_fourth last="no"]\n\n[title size="2"]We Are Here To Serve You[/title]\nLid est laborum dolo rumes fugats untras. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips amets. Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui.\n\nRatione voluptatem sequi nesciunt. Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia non numquam eius modi tempora incidunt ut labore et dolore magnam aliquam quaerat voluptatem. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla.\n[/three_fourth]\n\n[one_fourth last="yes"]\n[title size="2"]Our Crazy Skills[/title]\n<div id="progress-bars">[progress percentage="90"]Web Design[/progress][progress percentage="95"]HTML/CSS[/progress][progress percentage="85"]Graphic Design[/progress][progress percentage="75"]WordPress[/progress]</div>\n[/one_fourth]\n\n[separator top="10"]\n\n[title size="2"]Our Valuable Team Members[/title]\n[one_fourth last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo.[/person]\n[/one_fourth]\n[one_fourth last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo.[/person]\n[/one_fourth]\n[one_fourth last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo.[/person]\n[/one_fourth]\n[one_fourth last="yes"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo.[/person]\n[/one_fourth]\n\n[separator top="30"]\n\n[title size="2"]Our Happy Clients[/title]\n[clients][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][/clients]', 'About Us Page 2', '', 'publish', 'open', 'closed', '', 'about-us-page-2', '', '', '2013-01-21 19:10:06', '2013-01-21 19:10:06', '', 0, 'http://theme-fusion.com/avada/?page_id=2776', 0, 'page', '', 0);
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(2803, 1, '2013-01-21 20:24:32', '2013-01-21 20:24:32', '[two_third last="no"]\n\n[title size="2"]We Are Here To Serve You[/title]\nLid est laborum dolo rumes fugats untras. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips amets. Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui.Ratione voluptatem sequi nesciunt. Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia non numquam eius.\n[/two_third]\n\n[one_third last="yes"]\n[title size="2"]Why Are We The Best?[/title]\n[accordian]\n[toggle title="Our Company Mission"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem.[/toggle]\n[toggle title="The Avada Philosophy"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem.[/toggle]\n[toggle title="The Avada Promise"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem.[/toggle]\n[/accordian]\n[/one_third]\n\n[separator top="40"]\n\n[one_third last="no"]\n<img alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" />\n<h2>Ultra-Responsive Design</h2>\nAvada is fully responsive and can adapt to any screen size, its incredibly fast and flexible. Try resizing your browser window to see the action.\n[/one_third]\n\n[one_third last="no"]\n<img alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" />\n<h2>Awesome Powerful Sliders</h2>\nAvada includes the awesome Layer Parallax Slider as well as the popular FlexSlider2. Both sliders have awesome plugins making it easy to use.\n[/one_third]\n\n[one_third last="yes"]\n<img alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" />\n<h2>Loaded With Options</h2>\nThis theme is loaded, unlimited color options, 500+ google fonts, 4 post types, advanced theme options, 3 home page layouts, boxed & wide, etc.\n[/one_third]\n\n[separator top="30"]\n[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]', 'Services Page 2', '', 'publish', 'open', 'closed', '', 'services-page-2', '', '', '2013-01-21 20:24:32', '2013-01-21 20:24:32', '', 0, 'http://theme-fusion.com/avada/?page_id=2803', 0, 'page', '', 0),
(3073, 1, '2013-02-05 21:19:50', '2013-02-05 21:19:50', '<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" rel="attachment wp-att-3076"><img class="alignnone size-full wp-image-3076" alt="home_10_img" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" width="940" height="450" /></a>\n\n[separator top="55"]\n\n[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="We''ll tell you why you should buy Avada and join our ever growing user base!" description="We truly care about our users and our product. Which is why we are constantly improving Avada for our beloved users."][/tagline_box]\n\n[separator top="-12"]\n\n[content_boxes]\n[content_box title="Responsive Design" icon="tablet" ]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see the adaptation![/content_box]\n[content_box title="Awesome Sliders" icon="random"]Avada includes the awesome Layer Slider, the amazing Revolution Slider, as well as the popular FlexSlider2! [/content_box]\n[content_box title="Unlimited Colors" icon="tint"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\n[content_box last="yes" title="Advanced Fonts" icon="text-width"]Avada loves fonts, choose from over 500+ Google Fonts, Standard Fonts, or upload your own Custom Font![/content_box]\n[/content_boxes]\n\n[separator top="-40"]\n\n[content_boxes]\n[content_box title="Excellent Support" icon="thumbs-up" ]We truly care about our users and our product. You can rest assure that you will get the best after sale support![/content_box]\n[content_box title="Advanced Admin" icon="cog"]With Avada’s advanced theme options panel, you can customize just about any part of your site quickly and easily![/content_box]\n[content_box title="Elite Author" icon="trophy"]We have a proven history of quality products and buyer satisfaction. Trust in us and you will not be disappointed![/content_box]\n[content_box last="yes" title="Translation Ready" icon="globe"]We include the translation files to translate the theme, and we also provide 4 languages already translated![/content_box]\n[/content_boxes]\n\n[title size="2"]Our Happy Clients[/title]\n[clients][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][/clients]', 'Home Version 10', '', 'publish', 'open', 'closed', '', 'home-version-10', '', '', '2013-02-05 21:19:50', '2013-02-05 21:19:50', '', 0, 'http://theme-fusion.com/avada/?page_id=3073', 0, 'page', '', 0),
(3088, 1, '2013-02-09 20:01:48', '0000-00-00 00:00:00', '', 'Logo Retina', '', 'draft', 'closed', 'closed', '', 'of-logo_retina', '', '', '2013-02-09 20:01:48', '0000-00-00 00:00:00', '', 0, 'http://theme-fusion.com/avada2/?post_type=options&p=3088', 0, 'options', '', 0),
(3089, 1, '2013-02-09 20:23:28', '2013-02-09 20:23:28', '[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada also includes the stylish Elastic Slider! Beautiful. Simple. Elegant" description="The Elastic Slider is fully responsive and perfect for a simply, beautiful slider. Customize sizes, captions, animation and more!"][/tagline_box]\n\n[content_boxes]\n[content_box title="Responsive Design" image="" icon="tablet" link="http://themeforest.net/user/ThemeFusionhttp://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see it happen.[/content_box]\n[content_box title="Awesome Sliders" image="" icon="random" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider as well as the popular FlexSlider2. Both are easy to use![/content_box]\n[content_box title="Unlimited Colors" image="" icon="tint" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\n[content_box last="yes" title="500+ Google Fonts" image="" icon="text-width" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n[one_half last="no"]\n[title size="2"]Why Choose Avada[/title]\nThe FlexSlider can easily be used as the large slider at the top of the page, or you can use it as a shortcode inside page content. For the large slider at the top of the page, users can use the WooSlider plugin, or use it via Theme Options. Avada 2.0 now has it integrated into our Theme Options for use with captions.\n<ul class="arrow">\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase important content</li>\n <li>Unlimited color options with a backed color picker, including the gradients</li>\n <li>Multiple layout options for home pages, portfolio section & blog section</li>\n <li>We offer free support because we care about your site as much as you do.</li>\n</ul>\n[/one_half]\n\n[one_half last="yes"]\n[title size="2"]Use Our Flexslider Anywhere With Shortcodes![/title]\n[slider][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][/slider]\n[/one_half]', 'Elastic Slider', '', 'publish', 'open', 'closed', '', 'elastic-slider', '', '', '2013-02-09 20:23:28', '2013-02-09 20:23:28', '', 0, 'http://theme-fusion.com/avada2/?page_id=3089', 0, 'page', '', 0),
(3091, 1, '2013-02-09 20:27:30', '2013-02-09 20:27:30', '[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[content_boxes]\n[content_box title="Responsive Design" image="" icon="tablet" link="http://themeforest.net/user/ThemeFusionhttp://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see it happen.[/content_box]\n[content_box title="Awesome Sliders" image="" icon="random" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider as well as the popular FlexSlider2. Both are easy to use![/content_box]\n[content_box title="Unlimited Colors" image="" icon="tint" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\n[content_box last="yes" title="500+ Google Fonts" image="" icon="text-width" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n[three_fourth last="no"]\n[title size="2"]Latest From The Blog[/title]\n[recent_posts columns="3" number_posts="3" cat_id="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="15"][/recent_posts]\n[/three_fourth]\n\n[one_fourth last="yes"]\n[title size="2"]What Client''s Say[/title]\n[testimonials]\n[testimonial name="Borchard" gender="male" company="Crucio Theme"]To anybody thinking of buying this theme – buy it! The theme itself is amazing, and on top of that, the support is outstanding! I wanted some features put in, and the theme developer was more than willing to help me out![/testimonial]\n[testimonial name="Flygirly" gender="female" company="Imperio Theme"]I would like to extend a special thank you for your excellent support. Is has been a great experience. I love this template and more so because you provided excellent support and feedback.Thank you for such a great template! A must have![/testimonial]\n[testimonial name="FWN" gender="female" company="Crucio Theme"]Thank You for the speedy reply and the addition to the next update ThemeFusion, now purchased![/testimonial]\n[testimonial name="Utcrayons" gender="male" company="Imperio Theme"]It’s my first time buying on here and I’m very please, so easy to customize! Cheers for your help again, very satisfied customer!!!![/testimonial]\n[testimonial name="isaed" gender="male" company="Imperio Theme"]Themes like yours make people want to upgrade their business quality to fit in such beauty … really thanks and all the best luck in sales.[/testimonial]\n[/testimonials]\n[/one_fourth]', 'Header Version 2', '', 'publish', 'open', 'closed', '', 'header-2', '', '', '2013-02-09 20:27:30', '2013-02-09 20:27:30', '', 0, 'http://theme-fusion.com/avada2/?page_id=3091', 0, 'page', '', 0),
(3094, 1, '2013-02-09 20:30:52', '2013-02-09 20:30:52', '[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[content_boxes]\n[content_box title="Responsive Design" image="" icon="tablet" link="http://themeforest.net/user/ThemeFusionhttp://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see it happen.[/content_box]\n[content_box title="Awesome Sliders" image="" icon="random" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider as well as the popular FlexSlider2. Both are easy to use![/content_box]\n[content_box title="Unlimited Colors" image="" icon="tint" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\n[content_box last="yes" title="500+ Google Fonts" image="" icon="text-width" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n[three_fourth last="no"]\n[title size="2"]Latest From The Blog[/title]\n[recent_posts columns="3" number_posts="3" cat_id="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="15"][/recent_posts]\n[/three_fourth]\n\n[one_fourth last="yes"]\n[title size="2"]What Client''s Say[/title]\n[testimonials]\n[testimonial name="Borchard" gender="male" company="Crucio Theme"]To anybody thinking of buying this theme – buy it! The theme itself is amazing, and on top of that, the support is outstanding! I wanted some features put in, and the theme developer was more than willing to help me out![/testimonial]\n[testimonial name="Flygirly" gender="female" company="Imperio Theme"]I would like to extend a special thank you for your excellent support. Is has been a great experience. I love this template and more so because you provided excellent support and feedback.Thank you for such a great template! A must have![/testimonial]\n[testimonial name="FWN" gender="female" company="Crucio Theme"]Thank You for the speedy reply and the addition to the next update ThemeFusion, now purchased![/testimonial]\n[testimonial name="Utcrayons" gender="male" company="Imperio Theme"]It’s my first time buying on here and I’m very please, so easy to customize! Cheers for your help again, very satisfied customer!!!![/testimonial]\n[testimonial name="isaed" gender="male" company="Imperio Theme"]Themes like yours make people want to upgrade their business quality to fit in such beauty … really thanks and all the best luck in sales.[/testimonial]\n[/testimonials]\n[/one_fourth]', 'Header Version 3', '', 'publish', 'open', 'closed', '', 'header-3', '', '', '2013-02-09 20:30:52', '2013-02-09 20:30:52', '', 0, 'http://theme-fusion.com/avada2/?page_id=3094', 0, 'page', '', 0),
(3096, 1, '2013-02-09 20:31:56', '2013-02-09 20:31:56', '[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[content_boxes]\n[content_box title="Responsive Design" image="" icon="tablet" link="http://themeforest.net/user/ThemeFusionhttp://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see it happen.[/content_box]\n[content_box title="Awesome Sliders" image="" icon="random" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider as well as the popular FlexSlider2. Both are easy to use![/content_box]\n[content_box title="Unlimited Colors" image="" icon="tint" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\n[content_box last="yes" title="500+ Google Fonts" image="" icon="text-width" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n[three_fourth last="no"]\n[title size="2"]Latest From The Blog[/title]\n[recent_posts columns="3" number_posts="3" cat_id="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="15"][/recent_posts]\n[/three_fourth]\n\n[one_fourth last="yes"]\n[title size="2"]What Client''s Say[/title]\n[testimonials]\n[testimonial name="Borchard" gender="male" company="Crucio Theme"]To anybody thinking of buying this theme – buy it! The theme itself is amazing, and on top of that, the support is outstanding! I wanted some features put in, and the theme developer was more than willing to help me out![/testimonial]\n[testimonial name="Flygirly" gender="female" company="Imperio Theme"]I would like to extend a special thank you for your excellent support. Is has been a great experience. I love this template and more so because you provided excellent support and feedback.Thank you for such a great template! A must have![/testimonial]\n[testimonial name="FWN" gender="female" company="Crucio Theme"]Thank You for the speedy reply and the addition to the next update ThemeFusion, now purchased![/testimonial]\n[testimonial name="Utcrayons" gender="male" company="Imperio Theme"]It’s my first time buying on here and I’m very please, so easy to customize! Cheers for your help again, very satisfied customer!!!![/testimonial]\n[testimonial name="isaed" gender="male" company="Imperio Theme"]Themes like yours make people want to upgrade their business quality to fit in such beauty … really thanks and all the best luck in sales.[/testimonial]\n[/testimonials]\n[/one_fourth]', 'Header Version 4', '', 'publish', 'open', 'closed', '', 'header-4', '', '', '2013-02-09 20:31:56', '2013-02-09 20:31:56', '', 0, 'http://theme-fusion.com/avada2/?page_id=3096', 0, 'page', '', 0),
(3098, 1, '2013-02-09 20:32:34', '2013-02-09 20:32:34', '[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[content_boxes]\n[content_box title="Responsive Design" image="" icon="tablet" link="http://themeforest.net/user/ThemeFusionhttp://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see it happen.[/content_box]\n[content_box title="Awesome Sliders" image="" icon="random" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider as well as the popular FlexSlider2. Both are easy to use![/content_box]\n[content_box title="Unlimited Colors" image="" icon="tint" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\n[content_box last="yes" title="500+ Google Fonts" image="" icon="text-width" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n[three_fourth last="no"]\n[title size="2"]Latest From The Blog[/title]\n[recent_posts columns="3" number_posts="3" cat_id="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="15"][/recent_posts]\n[/three_fourth]\n\n[one_fourth last="yes"]\n[title size="2"]What Client''s Say[/title]\n[testimonials]\n[testimonial name="Borchard" gender="male" company="Crucio Theme"]To anybody thinking of buying this theme – buy it! The theme itself is amazing, and on top of that, the support is outstanding! I wanted some features put in, and the theme developer was more than willing to help me out![/testimonial]\n[testimonial name="Flygirly" gender="female" company="Imperio Theme"]I would like to extend a special thank you for your excellent support. Is has been a great experience. I love this template and more so because you provided excellent support and feedback.Thank you for such a great template! A must have![/testimonial]\n[testimonial name="FWN" gender="female" company="Crucio Theme"]Thank You for the speedy reply and the addition to the next update ThemeFusion, now purchased![/testimonial]\n[testimonial name="Utcrayons" gender="male" company="Imperio Theme"]It’s my first time buying on here and I’m very please, so easy to customize! Cheers for your help again, very satisfied customer!!!![/testimonial]\n[testimonial name="isaed" gender="male" company="Imperio Theme"]Themes like yours make people want to upgrade their business quality to fit in such beauty … really thanks and all the best luck in sales.[/testimonial]\n[/testimonials]\n[/one_fourth]', 'Header Version 5', '', 'publish', 'open', 'closed', '', 'header-5', '', '', '2013-02-09 20:32:34', '2013-02-09 20:32:34', '', 0, 'http://theme-fusion.com/avada2/?page_id=3098', 0, 'page', '', 0),
(3106, 1, '2013-02-09 21:05:54', '2013-02-09 21:05:54', '[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[content_boxes]\n[content_box title="Responsive Design" image="" icon="tablet" link="http://themeforest.net/user/ThemeFusionhttp://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see it happen.[/content_box]\n[content_box title="Awesome Sliders" image="" icon="random" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider as well as the popular FlexSlider2. Both are easy to use![/content_box]\n[content_box title="Unlimited Colors" image="" icon="tint" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\n[content_box last="yes" title="500+ Google Fonts" image="" icon="text-width" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n[three_fourth last="no"]\n[title size="2"]Latest From The Blog[/title]\n[recent_posts columns="3" number_posts="3" cat_id="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="15"][/recent_posts]\n[/three_fourth]\n\n[one_fourth last="yes"]\n[title size="2"]What Client''s Say[/title]\n[testimonials]\n[testimonial name="Borchard" gender="male" company="Crucio Theme"]To anybody thinking of buying this theme – buy it! The theme itself is amazing, and on top of that, the support is outstanding! I wanted some features put in, and the theme developer was more than willing to help me out![/testimonial]\n[testimonial name="Flygirly" gender="female" company="Imperio Theme"]I would like to extend a special thank you for your excellent support. Is has been a great experience. I love this template and more so because you provided excellent support and feedback.Thank you for such a great template! A must have![/testimonial]\n[testimonial name="FWN" gender="female" company="Crucio Theme"]Thank You for the speedy reply and the addition to the next update ThemeFusion, now purchased![/testimonial]\n[testimonial name="Utcrayons" gender="male" company="Imperio Theme"]It’s my first time buying on here and I’m very please, so easy to customize! Cheers for your help again, very satisfied customer!!!![/testimonial]\n[testimonial name="isaed" gender="male" company="Imperio Theme"]Themes like yours make people want to upgrade their business quality to fit in such beauty … really thanks and all the best luck in sales.[/testimonial]\n[/testimonials]\n[/one_fourth]', 'Header Version 1', '', 'publish', 'open', 'closed', '', 'header-1', '', '', '2013-02-09 21:05:54', '2013-02-09 21:05:54', '', 0, 'http://theme-fusion.com/avada2/?page_id=3106', 0, 'page', '', 0),
(3474, 1, '2013-02-13 17:51:22', '2013-02-13 17:51:22', '[gallery link="file" ids="3508,3478,3428,3427,3406,3405"]', 'Gallery of Screenshots', '', 'publish', 'open', 'closed', '', 'gallery-of-screenshots', '', '', '2013-02-13 17:51:22', '2013-02-13 17:51:22', '', 1044, 'http://theme-fusion.com/avadaxml/?page_id=3474', 0, 'page', '', 0),
(3492, 1, '2013-04-04 15:17:18', '2013-04-04 15:17:18', '<!-- this is meet the team -->\n\n[title size="2"]Meet Your New Best Friends[/title]\n[one_fourth last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo un inventore veritatis et quasi architectos beatae vitae dicta sunt est explicabo. [/person]\n[/one_fourth]\n[one_fourth last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo un inventore veritatis et quasi architectos beatae vitae dicta sunt est explicabo.[/person]\n[/one_fourth]\n[one_fourth last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo un inventore veritatis et quasi architectos beatae vitae dicta sunt est explicabo.[/person]\n[/one_fourth]\n[one_fourth last="yes"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo un inventore veritatis et quasi architectos beatae vitae dicta sunt est explicabo.[/person]\n[/one_fourth]\n\n\n<!-- this is intro text and bullet list -->\n\n[separator top="40"]\n[one_half last="no"]\n[title size="2"]We Are Here To Serve You[/title]\nLid est laborum dolo rumes fugats untras. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips amets. Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia.\n\n[checklist]\n<ul>\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase important content</li>\n <li>Unlimited color options with a backed color picker, including the gradients</li>\n <li>We offer free support because we care about your site as much as you do.</li>\n</ul>\n[/checklist]\n[/one_half]\n\n<!-- this is the map -->\n\n[one_half last="yes"]\n[title size="2"]Our Workplace[/title]\n<iframe src="https://maps.google.com/maps?f=q&source=s_q&hl=en&geocode=&q=775+New+York+Ave,+Brooklyn,+Kings,+New+York+11203&aq=&sll=27.698638,-83.804601&sspn=21.770131,47.878418&ie=UTF8&hq=&hnear=775+E+New+York+Ave,+Brooklyn,+New+York+11203&t=m&z=14&ll=40.662441,-73.936935&output=embed" height="235" width="425" frameborder="0" marginwidth="0" marginheight="0" scrolling="no"></iframe>\n<small><a style="color: #0000ff; text-align: left;" href="https://maps.google.com/maps?f=q&source=embed&hl=en&geocode=&q=775+New+York+Ave,+Brooklyn,+Kings,+New+York+11203&aq=&sll=27.698638,-83.804601&sspn=21.770131,47.878418&ie=UTF8&hq=&hnear=775+E+New+York+Ave,+Brooklyn,+New+York+11203&t=m&z=14&ll=40.662441,-73.936935">View Larger Map</a></small>\n[/one_half]\n\n<!-- this is the client slider -->\n\n[separator top="40"]\n\n[title size="2"]Our Happy Clients[/title]\n[clients][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][/clients]\n', 'Home Version 11', '', 'publish', 'open', 'closed', '', 'home-version-11', '', '', '2013-04-04 15:17:18', '2013-04-04 15:17:18', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3492', 0, 'page', '', 0),
(3494, 1, '2013-04-04 15:17:53', '2013-04-04 15:17:53', '<!-- this is the image with text -->\n\n[two_third last="no"]\n<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2012/07/image_1.jpg" rel="prettyPhoto"><img alt="" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2012/07/image_1.jpg" /></a>\n[separator top="25"]\n[title size="2"]Avada Includes So Many Different Pre-Built Page Layouts[/title]\n[separator top="-10"]\nAvada is fully responsive and can adapt to any screen size, its incredibly fast and flexible. Try resizing your browser window to see the adaptation in action. Avada is fully responsive and can adapt to any screen size, its incredibly fast and flexible. Try resizing your browser window to see the adaptation in action.Avada is fully responsive and can adapt to any screen size, its incredibly fast and flexible.\n[/two_third]\n\n\n<!-- this is the map -->\n\n[one_third last="yes"]\n<iframe src="https://maps.google.com/maps?f=q&source=s_q&hl=en&geocode=&q=775+New+York+Ave,+Brooklyn,+Kings,+New+York+11203&aq=&sll=27.698638,-83.804601&sspn=21.770131,47.878418&ie=UTF8&hq=&hnear=775+E+New+York+Ave,+Brooklyn,+New+York+11203&t=m&z=14&ll=40.662441,-73.936935&output=embed" height="288" width="288" frameborder="0" marginwidth="0" marginheight="0" scrolling="no"></iframe>\n<small></small>\n<h4>Located In Beautiful New York City</h4>\n[separator top="10"]\n12345 North Main Street,\nNew York, NY 555555\nPhone: 1.800.555.6789\nFax: 1.800.555.6789\nWeb: <a href="http://themeforest.net/user/ThemeFusion">www.yoursite.com</a>\n[/one_third]\n\n\n<!-- this is the tagline box -->\n\n[separator top="20"]\n[tagline_box link="http://themeforest.net/user/ThemeFusion" linktarget="" button="Purchase Now" title="Do you need a home page without a slider? No problem here!" description="Avada allows you to easily select any of our sliders and assign them to a page, or you can choose to not use one at all!"][/tagline_box]\n\n<!-- these are the tabs -->\n\n[separator top="-10"]\n[one_third last="no"]\n[tabs tab1="Tab Data #1" tab2="Tab Data #2"]\n[tab id=1]\n[fontawesome icon="random" circle="yes" size="large"]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets unsers sit.\n[/tab]\n[tab id=2]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum facilis dolores.[/tab]\n[/tabs]\n[/one_third]\n\n<!-- this is the bullet list -->\n\n[one_third last="no"]\n[title size="2"]Why Choose Us[/title]\n<ul class="arrow">\n<ul class="arrow">\n<ul class="arrow">\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n <li>Multiple layout options for home pages, portfolio and blog section</li>\n <li>We offer free support because we care about your site as much as you.</li>\n</ul>\n</ul>\n</ul>\n[/one_third]\n\n\n<!-- this is the slider -->\n\n[one_third last="yes"]\n[title size="2"]Slider Content[/title]\n[slider][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2012/07/image_1.jpg[/slide][slide type="video"]<iframe width="500" height="281" src="http://www.youtube.com/embed/hsEUBLIJvmE" frameborder="0" allowfullscreen></iframe>[/slide][slide link="http://google.com"]http://theme-fusion.com/avadaxml/wp-content/uploads/2012/07/image_1.jpg[/slide] [slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2012/07/image_1.jpg[/slide][/slider]\n[/one_third]\n', 'Home Version 12', '', 'publish', 'open', 'closed', '', 'home-version-12', '', '', '2013-04-04 15:17:53', '2013-04-04 15:17:53', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3494', 0, 'page', '', 0),
(3496, 1, '2013-04-04 15:18:43', '2013-04-04 15:18:43', '<!-- this is the slider -->\n\n[slider][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg[/slide][/slider]\n\n\n<!-- this is the intro text -->\n\n[two_third last="no"]\n[title size="2"]We Love To Work & We Love Where We Work[/title]\nLid est laborum dolo rumes fugats untras. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips amets. Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui.\n\nRatione voluptatem sequi nesciunt. Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia non numquam eius modi tempora incidunt ut labore et dolore magnam aliquam quaerat voluptatem. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla.\n\n<strong><em> Avada is the perfect choice for your business. It''s loaded with features, options & page layouts. Plus we have the best customer support around, but dont take our word for it, ask any of our 15,000+ users!</em></strong>\n[/two_third]\n\n<!-- this is the map -->\n\n[one_third last="yes"]\n[title size="2"]Our Location[/title]\n<iframe src="https://maps.google.com/maps?f=q&source=s_q&hl=en&geocode=&q=775+New+York+Ave,+Brooklyn,+Kings,+New+York+11203&aq=&sll=27.698638,-83.804601&sspn=21.770131,47.878418&ie=UTF8&hq=&hnear=775+E+New+York+Ave,+Brooklyn,+New+York+11203&t=m&z=14&ll=40.662441,-73.936935&output=embed" height="150" width="288" frameborder="0" marginwidth="0" marginheight="0" scrolling="no"></iframe>\n<small></small>\n<h4>Located In Beautiful New York City</h4>\n12345 Main Street, New York, NY 02781\nPhone: 1.800.555.6789\nWeb: <a href="http://themeforest.net/user/ThemeFusion">www.yoursite.com</a>\n[/one_third]\n\n<!-- this is the row of images with lightbox -->\n\n[separator top="15"]\n[title size="2"]Images Of Our Workplace[/title]\n[one_fourth last="no"]\n<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" rel="prettyPhoto"><img alt="image 1" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" /></a>\n[/one_fourth]\n[one_fourth last="no"]\n<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" rel="prettyPhoto"><img alt="image 1" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" /></a>\n[/one_fourth]\n[one_fourth last="no"]\n<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" rel="prettyPhoto"><img alt="image 1" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" /></a>\n[/one_fourth]\n[one_fourth last="yes"]\n<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" rel="prettyPhoto"><img alt="image 1" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" /></a>\n[/one_fourth]\n', 'Our Office', '', 'publish', 'open', 'closed', '', 'our-office', '', '', '2013-04-04 15:18:43', '2013-04-04 15:18:43', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3496', 0, 'page', '', 0),
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(3527, 1, '2013-05-05 10:45:31', '2013-05-05 10:45:31', ' ', '', '', 'publish', 'open', 'open', '', '3527', '', '', '2013-06-30 03:10:50', '2013-06-30 03:10:50', '', 0, 'http://invictusleader.com/home/?p=3527', 2, 'nav_menu_item', '', 0),
(3537, 1, '2013-04-08 23:16:22', '2013-04-08 23:16:22', '[tagline_box title="We know you will love Avada as much as we do. We put so much time and effort into Avada, and our wonderful users who buy it. But dont take our word for it, just ask our users! Check below to read testimonials from our dedicated users!"][/tagline_box]\n\n[separator top="-15"]\n\n[one_half last="no"]\n[testimonial name="William Genske" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt.[/testimonial]\n[/one_half]\n\n[one_half last="yes"]\n[testimonial name="Stuartyboy" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt.[/testimonial]\n[/one_half]\n\n[separator top="10"]\n\n[one_third last="no"]\n[testimonial name="Aajami" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n[/one_third]\n\n[one_third last="no"]\n[testimonial name="Lucasgriffin" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n[/one_third]\n\n[one_third last="yes"]\n[testimonial name="Gojcus" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n[/one_third]\n\n[separator top="20"]\n\n[testimonial name="Strata1" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n\n[separator top="85"]\n\n[one_half last="no"]\n\n[testimonial name="Stephanvuuren" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n[/one_half]\n\n[one_half last="yes"]\n[testimonial name="Rel1961" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n[/one_half]\n\n[separator top="20"]\n\n[one_third last="no"]\n[testimonial name="Martinitgirl" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus ers.[/testimonial]\n[/one_third]\n\n[two_third last="yes"]\n[testimonial name="eMKT" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore.[/testimonial]\n[/two_third]\n\n[separator top="20"]\n\n[two_third last="no"]\n[testimonial name="Sarumbear" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n[/two_third]\n\n[one_third last="yes"]\n[testimonial name="Die_wonne" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n[/one_third]\n\n[separator top="10"]\n\n[one_fourth last="no"]\n[testimonial name="Javed_iqbal" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n[/one_fourth]\n\n[one_fourth last="no"]\n[testimonial name="Tobedoit" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n[/one_fourth]\n\n[one_fourth last="no"]\n[testimonial name="jvgDesign" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n[/one_fourth]\n\n[one_fourth last="yes"]\n[testimonial name="Christobar9" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n[/one_fourth]\n\n[separator top="20"]\n\n[testimonial name="kdt784" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n\n[separator top="85"]\n\n[one_half last="no"]\n[testimonial name="Jwhosky1" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n[/one_half]\n\n[one_half last="yes"]\n[testimonial name="Tashigyaltsen" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n[/one_half]\n\n[separator top="20"]\n\n[one_third last="no"]\n[testimonial name="Ferry" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n[/one_third]\n\n[one_third last="no"]\n[testimonial name="3elevenmedia" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas.[/testimonial]\n\n[/one_third]\n\n[one_third last="yes"]\n[testimonial name="Ross Sadler" gender="male" company="Avada Theme"]Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas. [/testimonial]\n\n[/one_third]\n\n[separator top="40"]\n\n[tagline_box link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" button="Purchase Now" title="Want to join the club and experience these awesome results our users have had?" description="All you need to do is buy Avada! You will not be disappointed, our theme and service are top of the line! Buy now!"][/tagline_box]', 'User Reviews', '', 'publish', 'open', 'closed', '', 'user-reviews', '', '', '2013-04-08 23:16:22', '2013-04-08 23:16:22', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3537', 0, 'page', '', 0);
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(3539, 1, '2013-04-08 23:17:45', '2013-04-08 23:17:45', '[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="We''ll tell you why you should buy Avada and join our ever growing user base!" description="We truly care about our users and our product. Which is why we are constantly improving Avada for our beloved users."][/tagline_box]\n\n[separator top="-12"]\n\n[content_boxes]\n[content_box title="Responsive Design" icon="tablet" ]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see the adaptation![/content_box]\n[content_box title="Awesome Sliders" icon="random"]Avada includes the Layer Slider, the Revolution Slider, the Elastic Slider as well as the popular FlexSlider2! [/content_box]\n[content_box title="Unlimited Colors" icon="tint"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\n[content_box last="yes" title="Advanced Fonts" icon="text-width"]Avada loves fonts, choose from over 500+ Google Fonts, Standard Fonts, or upload your own Custom Font![/content_box]\n[/content_boxes]\n\n[separator top="-40"]\n\n[content_boxes]\n[content_box title="Retina Ready" icon="magic" ]Avada is now Retina Ready so everything looks amazingly sharp and crisp on high resolution screens![/content_box]\n[content_box title="Font Awesome" icon="flag"]Font Awesome icons are fully integratd into the theme. Use them in 3 sizes and with or without a circle![/content_box]\n[content_box title="5 Header Designs" icon="ok"]Choose from 5 different header designs that include icons, text, links and more. Easily select them via Theme Options![/content_box]\n[content_box last="yes" title="10 Home Pages" icon="home"]Avada includes 10 different home page layouts, and you can easily create your own using our shortcodes![/content_box]\n[/content_boxes]\n\n[separator top="-40"]\n\n[content_boxes]\n[content_box title="Excellent Support" icon="thumbs-up" ]We truly care about our users and our product. You can rest assure that you will get the best after sale support![/content_box]\n[content_box title="Advanced Admin" icon="cog"]With Avada’s advanced theme options panel, you can customize just about any part of your site quickly and easily![/content_box]\n[content_box title="Elite Author" icon="trophy"]We have a proven history of quality products and buyer satisfaction. Trust in us and you will not be disappointed![/content_box]\n[content_box last="yes" title="Translation Ready" icon="globe"]We include the translation files to translate the theme, and we also provide 4 languages already translated![/content_box]\n[/content_boxes]\n\n[separator top="-40"]\n\n[content_boxes]\n[content_box title="9 Page Layouts" icon="copy" ]Avada offers many different page layouts so you can quickly and easily create your pages with no hassle![/content_box]\n[content_box title="Custom Widgets" icon="beaker"]We offer many custom widgets that are all stylized and ready for use. Simply drag and drop into place to activate! [/content_box]\n[content_box title="Shortcodes" icon="check"]Users can quickly and easily built their own custom pages using all the various shortcodes that Avada includes! [/content_box]\n[content_box last="yes" title="Demo Content" icon="time"]Avada includes a complete set our demo pages so users can quickly set up their theme by importing the XML file![/content_box]\n[/content_boxes]\n\n[separator top="-40"]\n\n[content_boxes]\n[content_box title="Extensive Docs" icon="book" ]Our documentation is the best around with extremely detailed instructions that include screenshots and videos![/content_box]\n[content_box title="Alternate Layouts" icon="list"]9 home pages, 1-4 column portfolio, 3 blog layouts and multiple other alternate layouts for interior pages![/content_box]\n[content_box title="Multiple Portfolio" icon="list-alt"]Avada allows you to create an unlimited amount of portfolio pages & you can select custom categories![/content_box]\n[content_box last="yes" title="Multiple Sidebar" icon="columns"]Unlimited sidebars allow users to create custom sidebars for each page that match the style and layout![/content_box]\n[/content_boxes]\n\n[separator top="-40"]\n\n[content_boxes]\n[content_box title="Easy To Customize" icon="edit" ]With advanced theme options, page options & extensive docs, its never been easier to customize a theme![/content_box]\n[content_box title="Lots of Possibilities" icon="plus"]With all our various shortcodes and page layouts, users have endless possibilities to create beautiful layouts![/content_box]\n[content_box title="Video Support" icon="play"]We support both Vimeo and Youtube videos throughout the entire theme so they can be used on any page or post![/content_box]\n[content_box last="yes" title="Touch Enabled" icon="hand-up"]All of the sliders we use are touch enabled so your viewers on mobile devices can easily navigate your slides![/content_box]\n[/content_boxes]\n\n[separator top="-40"]\n\n[content_boxes]\n[content_box title="Google Maps" icon="map-marker" ]We have Goole Maps fully integrated into the theme and users can select custom sizes for the contact page map![/content_box]\n[content_box title="Social Media" icon="twitter"]Want your users to stay in touch? No problem, Avada has Social Media icons all throughout the theme for you![/content_box]\n[content_box title="SEO Optimized" icon="search"]Avada has been created with best SEO practices in mind which allows search engines to index your site content![/content_box]\n[content_box last="yes" title="Always Improving" icon="signal"]We love Avada, and so do our users which is why we our constantly adding new features requested by them.[/content_box]\n[/content_boxes]\n\n[one_half last="no"]\n[tagline_box title="We know you will love Avada as much as we do. We put so much time and effort into Avada, and our wonderful users who buy it. But dont take our word for it, see our testimonials from our dedicated users!"][/tagline_box]\n[/one_half]\n\n[one_half last="yes"]\n[testimonials]\n[testimonial name="William Genske" gender="male" company="Avada Theme"]Thank you for your very professional and prompt response. I went to look for answers to my own questions and quickly realized that the information I was requesting was very easy to find. As were the videos and the instructions. In fact everything has been perfect so far. This is by far the most well supported theme I have ever had the pleasure to work with. Lots of wonderful options. I wished I had found you before I spent money on a competitors theme. Thanks again for the great support and for a great product. [/testimonial]\n\n[testimonial name="Stuartyboy," gender="male" company="Avada Theme"]If I could give 100 stars for support and attention to detail I definitely would. I’ve purchased a good number of Wordpress themes from various developers that look good on Themeforest but after you buy them you find numerous problems, bugs, crazy admin and very very poor support. I purchased the Avada theme and there were a couple of problems too, but the guys from ThemeFusion were remarkable – I really mean this. The speed of support and attention to detail is quite phenomenal. If you are considering buying this theme at all then take it from me, you will be extremely pleased. Thanks very much to Luke & Muhammad! [/testimonial]\n\n[testimonial name="Tashigyaltsen" gender="male" company="Avada Theme"]Excellent template. One of the best theme I have ever used. Every minor detail has been taken care of. Awesome support as well. Not 5 but 10 Star Ratings. [/testimonial]\n\n[testimonial name="Lucasgriffin" gender="male" company="Avada Theme"]Amazing theme and top class support, as I’m a beginner, Luke helped me above and beyond and was more than patient, his responses were quick and he has a genuine care for you to enjoy and move forward with your theme!.. highly recommended theme and author! [/testimonial]\n\n[testimonial name="Sarumbear" gender="male" company="Avada Theme"]I bought a copy of this theme to test and I am impressed. Not only the theme is well thought out with good amount options and excellent customisation facilities but their support at their support forum is exemplary.\nI can thoroughly recommend the theme and the developer. I will be buying more licenses.[/testimonial]\n\n[testimonial name="Rel1961" gender="male" company="Avada Theme"]I have to echo sarumbear’s post on the previous page (82), I too can highly recomend this theme for it’s ease of use and support. Hell I manufacture cupboards for a living and have no previous experince with web design, so only use this to build our own company website and am finding it so easy, all the work is done for you. To the Avada team – thank you ALL for all the hard work especially after this huge update when you have released a further update the minute a problem was encountered.[/testimonial]\n\n[testimonial name="Strata1" gender="male" company="Avada Theme"]Hi, I just wanted to say thanks for the great theme. I’m finding new ways to improve it every day and find that it’s been the most user-friendly theme I’ve ever purchased. I am practically computer illiterate and know extremely little if anything at all about code, CSS, or any of the inner workings of a website. The Avada theme removes all the worry, hassle, frustration and angst that beginners (and novices) feel when designing websites. If you can read and follow directions, this theme is for you. I’ve tried a hundred plug-ins with other themes and the Avada theme makes almost all of them unnecessary and obsolete.[/testimonial]\n\n[testimonial name="Die_wonne" gender="male" company="Avada Theme"]Just wanna say THANK YOU! Avada is just great. It’s easy to use and has some really neat features. It’s a pleasure to work with it. My clients are happy and so am I. Go ahead![/testimonial]\n\n[testimonial name="Stephanvuuren" gender="male" company="Avada Theme"]Thanks so much for the quick support. You solved my problem. I can’t believe it was such a simple oversight from my side. I misunderstood the instructions, but makes complete sense in hindsight. You rock! Thanks so much for taking the time to help a novice like me. The theme is really great and easy to install, even for someone like me who comes predominantly from a print design and comms background. I’m really impressed with your service and support! [/testimonial]\n\n[testimonial name="Javed_iqbal" gender="male" company="Avada Theme"]I have to say the documentation must be the best I have come across with a theme, Thanks![/testimonial]\n\n[testimonial name="Gojcus" gender="male" company="Avada Theme"]Let me say something. You have an amazing theme and amazing/awesome support. They helped me on weekend. This is what I call an “extra mile” in customer relationship. So I gave 5 stars for the theme and if I could, I’d give 10 stars for support.[/testimonial]\n\n[testimonial name="eMKT" gender="male" company="Avada Theme"]This developer ISNT joking about customer service. If you are about to buy it, close your eyes and invest this 40 USD. That is nothing compare to the quality of this template.[/testimonial]\n\n[testimonial name="Martinitgirl" gender="male" company="Avada Theme"]I love this theme… it totally kicks ass[/testimonial]\n\n[testimonial name="Tobedoit" gender="male" company="Avada Theme"]u know what? u r so great that I want to buy whatever u wl make. After Service is tremendous :)[/testimonial]\n\n[testimonial name="Jwhosky1" gender="male" company="Avada Theme"]You guys really have the best user comment response I have seen. I have purchased nearly 45 themes in the last 2 years and I am really impressed with your service.[/testimonial]\n\n[testimonial name="Ferry" gender="male" company="Avada Theme"]Hey, I Love This Theme!! It’s amazing… Never had any issues with it! It works fine and is surely one of the top themes of this age![/testimonial]\n\n[testimonial name="jvgDesign" gender="male" company="Avada Theme"]Thank you so much for your quick and accurate responses. Your theme is really wonderful![/testimonial]\n\n[testimonial name="3elevenmedia" gender="male" company="Avada Theme"]Thank you so much! amazing support! amazing theme![/testimonial]\n\n[testimonial name="kdt784" gender="male" company="Avada Theme"]Awesome! Thank you. I seriously love this theme. The features are outstanding and the support rocks. Someone recommended it to me and I''m so glad they did. Good stuff. [/testimonial]\n\n[testimonial name="Aajami" gender="male" company="Avada Theme"]I bought this theme and i would like to recommend it to every one interested in building a website without knowledge of php or html. It is very convenient and the customer service is very reactive. I will say it in French “Bravo” for this work![/testimonial]\n\n[testimonial name="Christobar9" gender="male" company="Avada Theme"]Thanks. You guys are awesome! Your support is just as (if not more) ‘responsive’ as this amazing theme. [/testimonial]\n\n[testimonial name="Ross Sadler" gender="male" company="Avada Theme"]Awesome theme, awesome support! 5*Stars! [/testimonial]\n\n[/testimonials]\n[/one_half]', 'Why Avada?', '', 'publish', 'open', 'closed', '', 'why-avada', '', '', '2013-04-08 23:17:45', '2013-04-08 23:17:45', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3539', 0, 'page', '', 0),
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(3610, 1, '2013-05-24 19:42:07', '2013-05-24 19:42:07', '[fullwidth backgroundcolor="" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="0px" bordercolor="#f6f6f6" paddingTop="0px" paddingBottom="0px"]\n[content_boxes layout="icon-with-title" iconcolor="#ffffff" circlecolor="#333333" circlebordercolor="#333333" backgroundcolor="transparent"]\n[content_box title="Beautifully Simplistic" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]If you''re a code nerd or a Word Press newbie, Avada is for you.<strong><span style="color: #84b231;"> It''s built for everyone</span></strong>, and can be as simple or complex as you want. [/content_box]\n[content_box title="Free Support & Updates" icon="magic" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""] We truly care about our users and our end product. <strong><span style="color: #84b231;">Our users love Avada</span></strong>, and you will too with free updates & incredible support.[/content_box]\n[content_box title="Blissful Layout Options " icon="thumbs-up" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]Avada includes so many different options and designs. Users are able to make <strong><span style="color: #84b231;">amazingly cool layouts</span></strong> with all the tools we provide.[/content_box]\n[/content_boxes]\n[separator top="-25"]\n[/fullwidth]\n\n\n[fullwidth backgroundcolor="#f8f8f8" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="1px" bordercolor="#e5e4e4" paddingTop="25px" paddingBottom="0px"]\n<h1 style="text-align: center; font-size: 30px !important;">Avada <span style="color: #a0ce4e;">3.0:</span> The Best Version Yet With over 100 New Features!</h1>\n<p style="text-align: center; margin-top: -10px;">Yes that''s right, we''ve added over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options & more</strong></span>, along with <strong><span style="color: #84b231;">lots of love</span></strong> & a hefty sprinkle of pixie dust!</p>\n[separator top="40" style="double"]\n<a href="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226"><img class="alignnone size-full wp-image-4408" alt="browsers" src="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/browsers.jpg" width="940" height="380" /></a>[/fullwidth]\n\n\n[fullwidth backgroundcolor="" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="0px" bordercolor="#f6f6f6" paddingTop="65px" paddingBottom="0px"]\n[one_half last="no"]\n<h2>What Else? Over 21,000 Users Choose Avada!</h2>\n[separator top="30" style="single"]\nAvada 3.0 has over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options and more</strong></span>, along with a hefty sprinkle of pixie dust! We''ve put <strong><span style="color: #84b231;">lots of love</span></strong> into this update and have included something for everyone!\n[separator top="28"]\n[checklist icon="star" iconcolor="dark" circle="no"]\n<ul>\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n <li>Advanced theme options panel to easily customize your website</li>\n</ul>\n[/checklist]\n[separator top="35" style="single"]\n[button color="green" size="large" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target="_self"]Purchase Avada Now![/button]\n[/one_half]\n\n[one_half last="yes"][separator top="10" style="none"]\n[recent_posts layout="thumbnails-on-side" columns="1" number_posts="3" cat_slug="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="12" strip_html="true"][/recent_posts]\n[/one_half]\n[/fullwidth]\n\n[separator top="-25"]\n\n[fullwidth backgroundcolor="#f8f8f8" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="1px" bordercolor="#e5e4e4" paddingTop="30px" paddingBottom="0px"]\n<h1 style="text-align: center; font-size: 30px !important;">More Ways Than Ever To Display Your Hard Work!</h1>\n<p style="text-align: center; margin-top: -10px;">We''ve added several new <strong><span style="color: #84b231;">shortcodes</span></strong> and more <span style="color: #84b231;"><strong> blog layouts</strong></span> that allow you to build amazing pages for your website.</p>\n[separator top="40" style="double"]\n[recent_works layout="grid" filters="true or false" columns="3" cat_slug="" number_posts="6" excerpt_words="15"][/recent_works]\n[/fullwidth]\n\n[fullwidth backgroundcolor="#fff" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="0px" bordercolor="#e5e4e4" paddingTop="70px" paddingBottom="5px"]\n[one_half last="no"]\n[title size="2"]Amazing Tools To Build Awesome Websites[/title]\n[checklist icon="star" iconcolor="dark" circle="no"]\n<ul>\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n <li>Advanced theme options panel to easily customize your website</li>\n <li>Multiple layout options for home pages, portfolio and blog section</li>\n <li>Amazing shortcodes loaded with meta options for easy customization</li>\n <li>We offer free support because we care about your site as much as you.</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n<a title="" href="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/mobile.jpg" rel="prettyPhoto"><img alt="" src="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/mobile.jpg" /></a>\n[/one_half]\n[/fullwidth]\n\n[fullwidth backgroundcolor="#f8f8f8" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="1px" bordercolor="#e5e4e4" paddingTop="50px" paddingBottom="45px"]\n[tagline_box backgroundcolor="#ffffff" shadow="yes" border="1px" bordercolor="#e5e4e4" highlightposition="left" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="Purchase Now" title="Avada 3.0 is the ultimate multi-purpose wordpress theme!" description="Loaded with awesome features, premium sliders, unlimited colors, advanced theme options & much more!"][/tagline_box]\n[/fullwidth]\n[separator top="-120"]', 'Home Version 13', '', 'publish', 'open', 'closed', '', 'home-page-13', '', '', '2013-05-24 19:42:07', '2013-05-24 19:42:07', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3610', 0, 'page', '', 0),
(3628, 1, '2013-05-24 19:48:46', '2013-05-24 19:48:46', '[separator top="-25"]\n[fullwidth backgroundcolor="" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="0px" bordercolor="#f6f6f6" paddingTop="0px" paddingBottom="0px"]\n<h1 style="text-align: center; font-size: 30px !important;">Avada <span style="color: #a0ce4e;">3.0:</span> The Best Version Yet With over 100 New Features!</h1>\n<p style="text-align: center; margin-top: -10px;">Yes that''s right, we''ve added over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options & more</strong></span>, along with <strong><span style="color: #84b231;">lots of love</span></strong> & a hefty sprinkle of pixie dust!!</p>\n[separator top="40" style="double"]\n[separator top="80"]\n[content_boxes layout="icon-boxed" iconcolor="#ffffff" circlecolor="#333333" circlebordercolor="#333333" backgroundcolor="#f6f6f6"]\n[content_box title="Beautifully Simplistic" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]If you''re a code nerd or a Word Press newbie, Avada is for you.<strong><span style="color: #84b231;"> It''s built for everyone</span></strong>, and can be as simple or complex as you want. [/content_box]\n[content_box title="Free Support & Updates" icon="magic" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""] We truly care about our users and our end product. <strong><span style="color: #84b231;">Our users love Avada</span></strong>, and you will too with free updates & incredible support.[/content_box]\n[content_box title="Blissful Layout Options " icon="thumbs-up" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]Avada includes so many different options and designs. Users are able to make <strong><span style="color: #84b231;">amazingly cool layouts</span></strong> with all the tools we provide.[/content_box]\n[/content_boxes]\n[/fullwidth]\n\n[fullwidth backgroundcolor="#f8f8f8" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="1px" bordercolor="#e5e4e4" paddingTop="45px" paddingBottom="25px"]\n[one_half last="no"]\n[flexslider layout="attachments"][/flexslider]\n[/one_half]\n[one_half last="yes"]\n[title size="2"]Over 20,000 Purchases, We Know You''ll Love Avada![/title]\n[separator top="25" style="single"]\nAvada 3.0 has over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options and more</strong></span>. We''ve put <strong><span style="color: #84b231;">lots of love</span></strong> into this update!\n[separator top="23"]\n[checklist icon="star" iconcolor="dark" circle="no"]\n<ul>\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n <li>Advanced theme options panel to easily customize your website</li>\n <li>Multiple layout options for home pages, portfolio and blog section</li>\n <li>Amazing shortcodes loaded with meta options for easy customization</li>\n</ul>\n[/checklist]\n[separator top="30" style="single"]\n[button color="green" size="large" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target="_self"]Purchase Avada Now![/button][/one_half]\n[/fullwidth]\n\n\n[fullwidth backgroundcolor="" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="0px" bordercolor="#e5e4e4" paddingTop="35px" paddingBottom="0px"]\n<h1 style="text-align: center; font-size: 30px !important;">More Ways Than Ever To Display Your Hard Work!</h1>\n<p style="text-align: center; margin-top: -10px;">We''ve added several new <strong><span style="color: #84b231;">shortcodes</span></strong> and more <span style="color: #84b231;"><strong> blog layouts</strong></span> that allow you to build amazing pages for your website.</p>\n[separator top="40" style="double"]\n[recent_works layout="grid" filters="false" columns="3" cat_slug="" number_posts="6"][/recent_works]\n[/fullwidth]\n\n\n[fullwidth backgroundcolor="#f8f8f8" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="1px" bordercolor="#e5e4e4" paddingTop="50px" paddingBottom="50px"]\n[title size="2"]So What Else Does Avada Include? We''ll Tell You![/title]\n[two_third last="no"]\nAvada is loaded with features and options that make it easy for you to build an online presence. We''ve put a lot of thought and care into making Avada user-friendly, and our 20,000+ sales are proof to that point. We know you will enjoy Avada as much as we do. It offers so many different options like multiple styles of portfolio layouts that allow you to choose text excerpts or not, sidebars or 1-4 columns. We also offer 7 different blog blog layouts that include new grid and timeline styles. And of course it includes all of our pre made demo pages. Include all of that with over 100 shortcodes and you have endless layout and design options to build your website. Avada also includes free support and future updates that will always include new features from user feedback, this can be the last theme you ever buy!\n[/two_third]\n[one_third last="yes"]\n[accordian]\n[toggle title="Our Company Mission"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[toggle title="The Avada Philosophy"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[toggle title="The Avada Promise"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[toggle title="The Avada Promise"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[/accordian]\n[/one_third]\n[separator top="20" style="none"]\n[counters_box][counter_box value="75"]Counter Title Goes Here[/counter_box][counter_box value="55"]Counter Title Goes Here[/counter_box][counter_box value="65"]Counter Title Goes Here[/counter_box][counter_box value="85"]Counter Title Goes Here[/counter_box][/counters_box]\n[/fullwidth]\n\n[fullwidth backgroundcolor="" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="0px" bordercolor="#e5e4e4" paddingTop="65px" paddingBottom="0px"]\n[one_half last="no"]\n[title size="2"]Amazing Tools To Build Awesome Websites[/title]\n[checklist icon="star" iconcolor="dark" circle="no"]\n<ul>\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n <li>Advanced theme options panel to easily customize your website</li>\n <li>Multiple layout options for home pages, portfolio and blog section</li>\n <li>Amazing shortcodes loaded with meta options for easy customization</li>\n <li>We offer free support because we care about your site as much as you.</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n<a title="lightbox description" href="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/mobile.jpg" rel="prettyPhoto"><img alt="lightbox title" src="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/mobile.jpg" /></a>\n[/one_half]\n[/fullwidth]\n\n[separator top="-25" style="none"]', 'Home Version 14', '', 'publish', 'open', 'closed', '', 'home-version-14-2', '', '', '2013-05-24 19:48:46', '2013-05-24 19:48:46', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3628', 0, 'page', '', 0),
(3638, 1, '2013-05-24 19:50:44', '2013-05-24 19:50:44', '<!-- this is the first full width section, please ues your own layer & rev slider shortcodes -->\n\n[separator top="-56" style="none"]\n[fullwidth backgroundcolor="" backgroundimage="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/page_bkgd1.jpg" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="0px" bordercolor="#f6f6f6" paddingTop="40px" paddingBottom="40px"]\n<a href="http://theme-fusion.com/avadaxml/home-version-15/image_2/" rel="attachment wp-att-3405"><img src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="image_2" width="940" height="450" class="alignnone size-full wp-image-3405" /></a>\n[/fullwidth]\n[separator top="-25" style="none"]\n\n<!-- this is the second full width section -->\n\n[fullwidth backgroundcolor="#f6f6f6" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="1px" bordercolor="#e5e4e4" paddingTop="20px" paddingBottom="20px"]\n<h1 style="text-align: center; font-size: 30px !important;">Avada <span style="color: #a0ce4e;">3.0:</span> The Best Version Yet With over 100 New Features!</h1>\n<p style="text-align: center; margin-top: -10px;">Yes that''s right, we''ve added over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options & more</strong></span>, along with <strong><span style="color: #84b231;">lots of love</span></strong> & a hefty sprinkle of pixie dust!!</p>\n[separator top="20" style="double"]\n[/fullwidth]\n\n\n<!-- this is the third full width section -->\n\n[fullwidth backgroundcolor="" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="1px" bordercolor="#f6f6f6" paddingTop="20px" paddingBottom="20"]\n[separator top="80" style="none"]\n[content_boxes layout="icon-boxed" iconcolor="#ffffff" circlecolor="#333333" circlebordercolor="#333333" backgroundcolor="#f6f6f6"]\n[content_box title="Beautifully Simplistic" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]If you''re a code nerd or a Word Press newbie, Avada is for you.<strong><span style="color: #84b231;"> It''s built for everyone</span></strong>, and can be as simple or complex as you want. [/content_box]\n[content_box title="Free Support & Updates" icon="magic" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""] We truly care about our users and our end product. <strong><span style="color: #84b231;">Our users love Avada</span></strong>, and you will too with free updates & incredible support.[/content_box]\n[content_box title="Blissful Layout Options " icon="thumbs-up" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]Avada includes so many different options and designs. Users are able to make <strong><span style="color: #84b231;">amazingly cool layouts</span></strong> with the tools we provide.[/content_box]\n[/content_boxes]\n[separator top="65" style="none"]\n[content_boxes layout="icon-boxed" iconcolor="#ffffff" circlecolor="#333333" circlebordercolor="#333333" backgroundcolor="#f6f6f6"]\n[content_box title="Beautifully Simplistic" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]If you''re a code nerd or a Word Press newbie, Avada is for you.<strong><span style="color: #84b231;"> It''s built for everyone</span></strong>, and can be as simple or complex as you want. [/content_box]\n[content_box title="Free Support & Updates" icon="magic" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""] We truly care about our users and our end product. <strong><span style="color: #84b231;">Our users love Avada</span></strong>, and you will too with free updates & incredible support.[/content_box]\n[content_box title="Blissful Layout Options " icon="thumbs-up" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]Avada includes so many different options and designs. Users are able to make <strong><span style="color: #84b231;">amazingly cool layouts</span></strong> with the tools we provide.[/content_box]\n[/content_boxes]\n[/fullwidth]\n\n<!-- this is the fourth full width section -->\n\n[fullwidth backgroundcolor="#f6f6f6" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="1px" bordercolor="#e5e4e4" paddingTop="50px" paddingBottom="0px"]\n[one_half last="no"]\n<h2>What Else? Over 21,000 Users Choose Avada!</h2>\n[separator top="30" style="single"]\nAvada 3.0 has over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options and more</strong></span>, along with a hefty sprinkle of pixie dust! We''ve put <strong><span style="color: #84b231;">lots of love</span></strong> into this update and have included something for everyone!\n[separator top="28"]\n[checklist icon="star" iconcolor="dark" circle="no"]\n<ul>\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n <li>Advanced theme options panel to easily customize your website</li>\n</ul>\n[/checklist]\n[separator top="35" style="single"]\n[button color="green" size="large" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target="_self"]Purchase Avada Now![/button]\n[/one_half]\n\n[one_half last="yes"][separator top="10" style="none"]\n[recent_posts layout="thumbnails-on-side" columns="1" number_posts="3" cat_slug="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="12" strip_html="true"][/recent_posts]\n[/one_half]\n[/fullwidth]\n[separator top="-40"]\n\n\n<!-- this is the fifth full width section -->\n\n[fullwidth backgroundcolor="" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="0px" bordercolor="#e5e4e4" paddingTop="60px" paddingBottom="0px"]\n[title size="2"]Amazingly Versatile Shortcodes[/title]\n[one_third last="no"]\nLid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets.\n<ul class="arrow">\n <li>Fully responsive so your content looks great</li>\n <li>Loaded with lots of amazing shortcodes</li>\n <li>Unlimited color options via theme options</li>\n</ul>\n[/one_third]\n\n[two_third last="yes"]\n[tabs tab1="Tab Data #1" tab2="Tab Data #2" tab3="Tab Data #3" layout="vertical"]\n[tab id=1]\n[fontawesome icon="random" circle="yes" size="large"]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips ameet quasi architecto beatae vitae dicta sunt explicabo.\n[/tab]\n[tab id=2]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips ameet quasi architecto beatae vitae dicta sunt explicabo. amets dolores.[/tab]\n[tab id=3]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips ameet quasi architecto beatae vitae dicta sunt explicabo. amets dolores.[/tab]\n[/tabs]\n[/two_third][/fullwidth]\n[separator top="-50" style="none"]', 'Home Version 15', '', 'publish', 'open', 'closed', '', 'home-version-15', '', '', '2013-05-24 19:50:44', '2013-05-24 19:50:44', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3638', 0, 'page', '', 0),
(3652, 1, '2013-05-24 19:55:33', '2013-05-24 19:55:33', '<!-- this is the opening text -->\n\n[separator top="-15"]\n<h1 style="text-align: center; font-size: 30px !important;">Hey, We''re <span style="color: #a0ce4e;">Avada</span> & We Make Beautiful Things! Check It Out!</h1>\n<p style="text-align: center; margin-top: -10px;">Yes that''s right, we''ve added over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options & more</strong></span>, along with <strong><span style="color: #84b231;">lots of love</span></strong> & a hefty sprinkle of pixie dust!!</p>\n[separator top="65" style="none"]\n\n\n<!-- this is the recent work section -->\n\n[recent_works layout="grid" filters="true" columns="3" cat_slug="" number_posts="12"][/recent_works]\n\n\n<!-- this is the testimonial and text section -->\n\n[separator top="65" style="double"]\n[one_half last="no"][testimonials]\n[testimonial name="William Genske" gender="male" company="Avada Theme" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]"Thank you for your very professional and prompt response. I went to look for answers to my own questions and quickly realized tha the information I was requesting was very easy to find. As were the videos and the instructions. In fact everything has been perfect so far. This is by far the most well supported theme I have ever had the pleasure to work with. Yes, I have purchased it and it is working great. Lots of wonderful options. I wished I had found you before I spent money on a competitors theme. Thanks again for the great support and for a great product. "[/testimonial]\n\n[testimonial name="Stuartyboy" gender="female" company="Avada Theme" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]"If I could give 100 stars for support and attention to detail I definitely would. I''ve purchased a good number of Wordpress themes from various developers that look good on Themeforest but after you buy them you find numerous problems, bugs, crazy admin and very very poor support. I purchased the Avada theme and there were a couple of problems too, but the guys from ThemeFusion were remarkable – I really mean this. The speed of support and attention to detail is quite phenomenal. If you are considering buying this theme at all then take it from me, you will be extremely pleased. Thanks very much to Luke & Muhammad!"[/testimonial]\n\n\n[testimonial name="Rel1961" gender="male" company="Avada Theme" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]"I have to echo sarumbear''s post on the previous page (82), I too can highly recomend this theme for it''s ease of use and support. Hell I manufacture cupboards for a living and have no previous experince with web design, so only use this to build our own company website and am finding it so easy, all the work is done for you. To the Avada team – thank you ALL for all the hard work especially after this huge update when you have released a further update the minute a problem was encountered. PS:- Mell I often have a good laugh at your responses to difficult customers"[/testimonial]\n\n[testimonial name="Strata1" gender="male" company="Avada Theme" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]"Hi, I just wanted to say thanks for the great theme. I''m finding new ways to improve it every day and find that it''s been the most user-friendly theme I''ve ever purchased. I am practically computer illiterate and know extremely little if anything at all about code, CSS, or any of the inner workings of a website. The Avada theme removes all the worry, hassle, frustration and angst that beginners (and novices) feel when designing websites. If you can read and follow directions, this theme is for you. I''ve tried a hundred plug-ins with other themes and the Avada theme makes almost all of them unnecessary and obsolete."[/testimonial]\n[/testimonials]\n[/one_half]\n\n[one_half last="yes"]\n<h2>What Else? Over 21,000 Users Choose Avada!</h2>\n[separator top="30" style="single"]\nAvada 3.0 has over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options and more</strong></span>, along with a hefty sprinkle of pixie dust! We''ve put <strong><span style="color: #84b231;">lots of love</span></strong> into this update and have included something for everyone!\n[separator top="28"]\n[checklist icon="star" iconcolor="dark" circle="no"]\n<ul>\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n <li>Advanced theme options panel to easily customize your website</li>\n</ul>\n[/checklist][/one_half]\n', 'Home Portfolio Style 1', '', 'publish', 'open', 'closed', '', 'home-portfolio-style-1', '', '', '2013-05-24 19:55:33', '2013-05-24 19:55:33', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3652', 0, 'page', '', 0);
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(3655, 1, '2013-05-24 19:56:24', '2013-05-24 19:56:24', '<!-- this is the first full width section, please ues your own layer & rev slider shortcodes -->\n\n[separator top="-56" style="none"]\n[fullwidth backgroundcolor="#f6f6f6" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="1px" bordercolor="#e5e4e4" paddingTop="20px" paddingBottom="20px"]\n<h1 style="text-align: center; font-size: 30px !important;">Hey, We''re <span style="color: #a0ce4e;">Avada</span> & We Make Beautiful Things! Check It Out!</h1>\n<p style="text-align: center; margin-top: -10px;">Yes that''s right, we''ve added over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options & more</strong></span>, along with <strong><span style="color: #84b231;">lots of love</span></strong> & a hefty sprinkle of pixie dust!</p>\n[separator top="20" style="none"]\n[/fullwidth]\n\n\n<!-- this is the second full width section -->\n\n[fullwidth backgroundcolor="#fff" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="0px" bordercolor="#e5e4e4" paddingTop="50px" paddingBottom="25px"]\n[recent_works layout="grid-with-excerpts" filters="true" columns="2" cat_slug="" number_posts="6" excerpt_words="22"][/recent_works]\n[/fullwidth]\n\n\n<!-- this is the third full width section -->\n\n[fullwidth backgroundcolor="#f6f6f6" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="1px" bordercolor="#e5e4e4" paddingTop="50px" paddingBottom="20px"]\n[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#f6f6f6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n[/fullwidth]\n[separator top="-100" style="none"]\n', 'Home Portfolio Style 2', '', 'publish', 'open', 'closed', '', 'home-portfolio-style-2', '', '', '2013-05-24 19:56:24', '2013-05-24 19:56:24', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3655', 0, 'page', '', 0),
(3658, 1, '2013-05-24 19:56:57', '2013-05-24 19:56:57', '<!-- this is the flexslider -->\n\n[flexslider layout="posts" excerpt="25" category="" limit="3" id=""][/flexslider][separator top="40" style="none"]\n\n\n<!-- this is the tagline box section -->\n\n[tagline_box backgroundcolor="#f6f6f6" shadow="no" border="1px" bordercolor="#f6f6f6" highlightposition="bottom" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="Avada includes a blog shortcode you can use anywhere on the site!" description="This blog shortcode was submitted by Markus, one of our 20,000+ Avada users! It just goes to show what an awesome community we have, everyone is willing to help & share ideas. Dont wait, be apart of it today!"][/tagline_box]\n\n\n<!-- this is the blog shortcode section -->\n\n[blog posts_per_page="3" author="" author_name="" category_name="" category="" order="DESC" orderby="date" post_status="publish" post_type="post" tag="" nopaging="false" blog_layout="medium"][/blog]\n', 'Home Blog Style 1', '', 'publish', 'open', 'closed', '', 'home-blog-style-1', '', '', '2013-05-24 19:56:57', '2013-05-24 19:56:57', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3658', 0, 'page', '', 0),
(3660, 1, '2013-05-24 19:57:49', '2013-05-24 19:57:49', '<!-- this is the tagline box -->\n\n[tagline_box backgroundcolor="#f6f6f6" shadow="no" border="1px" bordercolor="#f6f6f6" highlightposition="bottom" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="Avada includes a blog shortcode you can use anywhere on the site!" description="This blog shortcode was submitted by Markus, one of our 20,000+ Avada users! It just goes to show what an awesome community we have, everyone is willing to help and share ideas. Our first priority is to provide solutions to our users, and we are happy to do that. Dont wait, come be apart of it today!"][/tagline_box]\n\n\n<!-- this is the tagline box section -->\n\n[blog posts_per_page="3" author="" author_name="" category_name="" category="" order="DESC" orderby="date" post_status="publish" post_type="post" tag="" nopaging="false" blog_layout="large"][/blog]\n', 'Home Blog Style 2', '', 'publish', 'open', 'closed', '', 'home-blog-style-2', '', '', '2013-05-24 19:57:49', '2013-05-24 19:57:49', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3660', 0, 'page', '', 0),
(3662, 1, '2013-05-24 19:58:21', '2013-05-24 19:58:21', '<!-- this is the first full width section -->\n\n[separator top="-55" style="none"]\n[fullwidth backgroundcolor="#f6f6f6" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="1px" bordercolor="#e5e4e4" paddingTop="20px" paddingBottom="20px"]\n<h1 style="text-align: center; font-size: 30px !important;">Avada <span style="color: #a0ce4e;">3.0:</span> This Is An Example Page For A Product Launch</h1>\n<p style="text-align: center; margin-top: -10px;">Yes that''s right, we''ve added over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options & more</strong></span>, along with <strong><span style="color: #84b231;">lots of love</span></strong> & a hefty sprinkle of pixie dust!!</p>\n[/fullwidth]\n\n\n<!-- this is the second full width section -->\n\n[fullwidth backgroundcolor="" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="px" bordercolor="" paddingTop="66px" paddingBottom="50px"]\n[one_half last="no"]\n<h2>What Else? Over 21,000 Users Choose Avada!</h2>\n[separator top="25" style="single"]\n<p style="text-align: left; margin-top: -10px;">This is where your <strong><span style="color: #a0ce4e;">amazing product promotion text</span></strong> can go so your <span style="color: #a0ce4e;"><strong>viewers</strong></span> can read about all the features and see awesome it is!</p>\n[separator top="15"]\n[checklist icon="star" iconcolor="dark" circle="no"]\n<ul>\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n</ul>\n[/checklist]\n[separator top="25" style="single"]\n[button color="green" size="large" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target="_self"]Purchase Avada Now![/button]\n[/one_half]\n[one_half last="yes"]\n<a title="lightbox description" href="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/ipad2up.png" rel="prettyPhoto"><img alt="lightbox title" src="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/ipad2up.png" /></a>\n[/one_half]\n[/fullwidth]\n\n\n<!-- this is the third full width section -->\n\n[fullwidth backgroundcolor="" backgroundimage="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/page_bkgd4.jpg" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="1px" bordercolor="#dadada" paddingTop="40px" paddingBottom="40px"]\n<h1 style="text-align:left; font-size: 30px !important;">Amazing <span style="color: #a0ce4e;">Product:</span> Get It Before Anyone Else!</h1>\n<p style="text-align: left; margin-top: -10px;">This is where your <strong><span style="color: #a0ce4e;">amazing product promotion text</span></strong> can go so your <span style="color: #a0ce4e;"><strong>viewers</strong></span> can read about how awesome it is!</p>\n[separator top="20" style="none"]\n<a title="lightbox description" href="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/iphones_small.png" rel="prettyPhoto"><img alt="lightbox title" src="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/iphones_small.png" /></a>\n[/fullwidth]\n\n\n<!-- this is the fourth full width section -->\n[fullwidth backgroundcolor="" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="px" bordercolor="" paddingTop="70px" paddingBottom="40px"]\n[one_half last="no"]\n[title size="2"]Amazing Tools To Build Awesome Websites[/title]\nLorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolores.\n[separator top="30" style="none"]\n[checklist icon="star" iconcolor="dark" circle="no"]\n<ul>\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n <li>Advanced theme options panel to easily customize your website</li>\n</ul>\n[/checklist]\n[/one_half]\n[one_half last="yes"]\n<a title="" href="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/laptop.png" rel="prettyPhoto"><img alt="" src="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/laptop.png" /></a>\n[/one_half]\n[/fullwidth]\n\n\n<!-- this is the fifth full width section -->\n[fullwidth backgroundcolor="" backgroundimage="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/page_bkgd3.jpg" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="0px" bordercolor="#f6f6f6" paddingTop="30px" paddingBottom="0px"]\n<h1 style="text-align: center; font-size: 30px !important;">Get This <span style="color: #a0ce4e;">Amazing Product</span> Now! See Details Below!</h1>\n<p style="text-align: center; margin-top: -10px;">This is where your <strong>amazing product promotion text</strong> can go so your <strong>viewers</strong> can read about all the features and see awesome it is!</p>\n[separator top="40" style="none"]\n<a title="lightbox description" href="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/ipads.png" rel="prettyPhoto"><img alt="lightbox title" src="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/ipads.png" /></a>\n[/fullwidth]\n\n\n<!-- this is the sixth full width section -->\n[fullwidth backgroundcolor="" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="0px" bordercolor="" paddingTop="65px" paddingBottom="0px"]\n[one_half last="no"]\n<a title="lightbox description" href="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/mobile.jpg" rel="prettyPhoto"><img alt="lightbox title" src="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/mobile.jpg" /></a>\n[/one_half]\n[one_half last="yes"]\n<h2>What Else? Over 21,000 Users Choose Avada!</h2>\n[separator top="25" style="single"]\n<p style="text-align: left; margin-top: -10px;">This is where your <strong><span style="color: #a0ce4e;">amazing product promotion text</span></strong> can go so your <span style="color: #a0ce4e;"><strong>viewers</strong></span> can read about all the features and see awesome it is!</p>\n[separator top="15"]\n[checklist icon="star" iconcolor="dark" circle="no"]\n<ul>\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n</ul>\n[/checklist]\n[separator top="25" style="single"]\n[button color="green" size="large" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target="_self"]Purchase Avada Now![/button]\n[/one_half]\n[/fullwidth]\n[separator top="-25" style="none"]\n', 'Product Launch', '', 'publish', 'open', 'closed', '', 'product-launch', '', '', '2013-05-24 19:58:21', '2013-05-24 19:58:21', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3662', 0, 'page', '', 0),
(3664, 1, '2013-05-24 19:59:03', '2013-05-24 19:59:03', '<!-- this is the first full width section with rev and layer sliders, use your own slider shortcode numbers -->\n\n[separator top="-55" style="none"]\n[fullwidth backgroundcolor="#333333" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="0px" bordercolor="#e5e4e4" paddingTop="50px" paddingBottom="40px"]\n<a href="http://theme-fusion.com/avadaxml/home-version-15/image_2/" rel="attachment wp-att-3405"><img src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_2.jpg" alt="image_2" width="940" height="450" class="alignnone size-full wp-image-3405" /></a>\n[/fullwidth]\n\n\n<!-- this is the second full width section -->\n\n[fullwidth backgroundcolor="" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="0px" bordercolor="" paddingTop="60px" paddingBottom="0px"]\n[one_half last="no"]\n<h2>What Else? Over 21,000 Users Choose Avada!</h2>\n[separator top="30" style="single"]\nAvada 3.0 has over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options and more</strong></span>, along with a hefty sprinkle of pixie dust! We''ve put <strong><span style="color: #84b231;">lots of love</span></strong> into this update and have included something for everyone!\n[separator top="28"]\n[checklist icon="star" iconcolor="dark" circle="no"]\n<ul>\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n <li>Advanced theme options panel to easily customize your website</li>\n</ul>\n[/checklist]\n[separator top="35" style="single"]\n[button color="green" size="large" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target="_self"]Purchase Avada Now![/button][/one_half]\n\n[one_half last="yes"][separator top="10" style="none"]\n[recent_posts layout="thumbnails-on-side" columns="1" number_posts="3" cat_slug="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="13" strip_html="true"][/recent_posts]\n[/one_half]\n[/fullwidth]\n\n\n<!-- this is the third full width section -->\n\n[separator top="-25" style="none"]\n[fullwidth backgroundcolor="" backgroundimage="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/page_bkgd1.jpg" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="0px" bordercolor="" paddingTop="40px" paddingBottom="8px"]\n[separator top="20" style="double"]\n<h1 style="text-align: center; font-size: 30px !important; color: #fff !important;">Full Width Sections Are Very Cool, Add Background Image With Fixed Scrolling, or Add Background Color With A Border</h1>\n[separator top="20" style="double"]\n[separator top="40" style="none"]\n[recent_works layout="grid" filters="true or false" columns="3" cat_slug="" number_posts="9" excerpt_words="15"][/recent_works]\n[/fullwidth]\n\n\n\n<!-- this is the fourth full width section -->\n[fullwidth backgroundcolor="" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="0px" bordercolor="" paddingTop="20px" paddingBottom="20px"]\n[separator top="20" style="double"]\n<h1 style="text-align: center; font-size: 30px !important;">Avada <span style="color: #a0ce4e;">3.0:</span> The Best Version Yet With over 100 New Features!</h1>\n<p style="text-align: center; margin-top: -10px;">Yes that''s right, we''ve added over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options & more</strong></span>, along with <strong><span style="color: #84b231;">lots of love</span></strong> & a hefty sprinkle of pixie dust!!</p>\n[separator top="20" style="double"]\n[/fullwidth]\n[separator top="-45" style="none"]\n', 'Example Page 1', '', 'publish', 'open', 'closed', '', 'example-page-1', '', '', '2013-05-24 19:59:03', '2013-05-24 19:59:03', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3664', 0, 'page', '', 0),
(3670, 1, '2013-05-24 20:00:14', '2013-05-24 20:00:14', '<!-- this is the entire example page code -->\n\n[separator top="-55" style="none"]\n[fullwidth backgroundcolor="" backgroundimage="http://theme-fusion.com/avadatest4/wp-content/uploads/2013/05/page_bkgd6.jpg" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="1px" bordercolor="#e5e4e4" paddingTop="20px" paddingBottom="0px"]\n<h1 style="text-align: center; font-size: 32px !important;">Avada <span style="color: #a0ce4e;">3.0:</span> Now With Full Width Page Templates & Sections</h1>\n<p style="text-align: center;">Yes that''s right, we''ve added over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options & more</strong></span>, along with <strong><span style="color: #84b231;">lots of love</span></strong> & a hefty sprinkle of pixie dust!!</p>\n[separator top="50" style="double"]\n[separator top="80" style="none"]\n\n[content_boxes layout="icon-boxed" iconcolor="#ffffff" circlecolor="#333333" circlebordercolor="#333333" backgroundcolor="#f2f2f2"]\n[content_box title="Beautifully Simplistic" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]If you''re a code nerd or a Word Press newbie, Avada is for you.<strong><span style="color: #84b231;"> It''s built for everyone</span></strong>, and can be as simple or complex as you want. [/content_box]\n[content_box title="Free Support & Updates" icon="magic" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""] We truly care about our users and our end product. <strong><span style="color: #84b231;">Our users love Avada</span></strong>, and you will too with free updates & incredible support.[/content_box]\n[content_box title="Blissful Layout Options " icon="thumbs-up" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]Avada includes so many different options and designs. Users are able to make <strong><span style="color: #84b231;">amazingly cool layouts</span></strong> with the tools we provide.[/content_box]\n[/content_boxes]\n[separator top="65" style="none"]\n[content_boxes layout="icon-boxed" iconcolor="#ffffff" circlecolor="#333333" circlebordercolor="#333333" backgroundcolor="#f2f2f2"]\n[content_box title="Beautifully Simplistic" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]If you''re a code nerd or a Word Press newbie, Avada is for you.<strong><span style="color: #84b231;"> It''s built for everyone</span></strong>, and can be as simple or complex as you want. [/content_box]\n[content_box title="Free Support & Updates" icon="magic" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""] We truly care about our users and our end product. <strong><span style="color: #84b231;">Our users love Avada</span></strong>, and you will too with free updates & incredible support.[/content_box]\n[content_box title="Blissful Layout Options " icon="thumbs-up" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]Avada includes so many different options and designs. Users are able to make <strong><span style="color: #84b231;">amazingly cool layouts</span></strong> with the tools we provide.[/content_box]\n[/content_boxes]\n\n[separator top="75" style="double"]\n[one_half last="no"]\n[flexslider layout="attachments"][/flexslider]\n[/one_half]\n[one_half last="yes"]\n[title size="2"]Over 20,000 Purchases, We Know You''ll Love Avada![/title]\n[separator top="30" style="single"]\nAvada 3.0 has over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options and more</strong></span>, along with a hefty sprinkle of pixie dust!\n[separator top="28"]\n[checklist icon="star" iconcolor="dark" circle="no"]\n<ul>\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Advanced theme options panel to easily customize your website</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n\n</ul>\n[/checklist]\n[separator top="35" style="single"]\n[button color="green" size="large" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target="_self"]Purchase Avada Now![/button][/one_half]\n\n[separator top="-25" style="none"]\n[separator top="50" style="double"]\n\n[tagline_box backgroundcolor="" shadow="yes" border="0px" bordercolor="" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[/fullwidth]\n[separator top="-45" style="none"]\n', 'Example Page 2', '', 'publish', 'open', 'closed', '', 'example-page-2', '', '', '2013-05-24 20:00:14', '2013-05-24 20:00:14', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3670', 0, 'page', '', 0),
(3678, 1, '2013-05-24 20:01:55', '2013-05-24 20:01:55', '<!-- this is the layer slider shortcode, please insert your own shortcode number -->\n\n[two_third last="no"]<a href="http://theme-fusion.com/avadaxml/example-page-2/image_3b-2/" rel="attachment wp-att-3673"><img src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/05/image_3b1.jpg" alt="image_3b" width="576" height="471" class="alignnone size-full wp-image-3673" /></a>[/two_third]\n\n\n<!-- this is the intro text and checklist -->\n\n[one_third last="yes"][title size="2"]Who Am I?[/title]\nLid est laborum dolo rumes fugats untras. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips amets. Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam vols.\n[separator top="40" style="single"]\n[checklist icon="plus" iconcolor="light" circle="yes"]\n<ul>\n <li>Fully responsive so content looks great</li>\n <li>Awesome sliders to showcase content</li>\n <li>Advanced theme options panel</li>\n <li>Amazing shortcodes loaded with options</li>\n</ul>\n[/checklist]\n[/one_third]\n\n<!-- these are the animated counters -->\n\n[separator top="0" style="double"]\n[separator top="50" style="none"]\n[counters_circle][counter_circle filledcolor="#a0ce4e" unfilledcolor="#e3edd1" value="95"]HTML[/counter_circle][counter_circle filledcolor="#a0ce4e" unfilledcolor="#e3edd1" value="85"]CSS[/counter_circle][counter_circle filledcolor="#a0ce4e" unfilledcolor="#e3edd1" value="90"]WP[/counter_circle][counter_circle filledcolor="#a0ce4e" unfilledcolor="#e3edd1" value="100"][fontawesome icon="thumbs-up" circle="no" size="large" iconcolor="##747474" circlecolor="#333333" circlebordercolor="#333333"][/counter_circle][/counters_circle]\n\n\n<!-- this is the profile picture -->\n\n[separator top="70" style="none"]\n[one_half last="no"]\n[title size="2"]Profile Picture[/title]\n[person name="Johnathan Dorian" picture="http://theme-fusion.com/avada/wp-content/uploads/2012/08/team1.jpg" title="Front End Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enims sadip ipsums uns.[/person]\n[/one_half]\n\n\n<!-- these are the accordions -->\n\n[one_half last="yes"]\n[title size="2"]Some of my highlights[/title]\n[accordian]\n[toggle title="My Favorite Projects" open="yes"]Fugiat dapibus, tellus ac cursus commodo, mauris sit perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rers.\n[separator top="20" style="none"]\n[checklist icon="plus" iconcolor="light" circle="yes"]\n<ul>\n <li>Fully responsive so content looks great</li>\n <li>Awesome sliders to showcase content</li>\n <li>Amazing shortcodes loaded with options</li>\n</ul>\n[/checklist][/toggle]\n[toggle title="The Highest Accomplishment"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips amets. Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam vols.[/toggle]\n[toggle title="My Work Process"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un velit, sed quia nons. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un nemo minima rerums unsers sadips amets. Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enisi.[/toggle]\n[toggle title="Off Topic Favorite Things to Do"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un rerums unsers sadips amets. Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam vols.[/toggle]\n[/accordian]\n[/one_half]\n\n\n<!-- this is the title text and recent work shortcode -->\n\n[separator top="55" style="double"]\n<h1 style="text-align: center; font-size: 30px !important;">Here''s The <span style="color: #a0ce4e;">Good Stuff</span>. Some of My Best <span style="color: #a0ce4e;">Work</span> Is Featured Below.</h1>\n<p style="text-align: center; margin-top: -15px;">Yes that''s right, we''ve added over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options & more</strong></span>, along with <strong><span style="color: #84b231;">lots of love</span></strong> & a hefty sprinkle of pixie dust!!</p>\n[separator top="60" style="none"]\n\n[recent_works layout="grid" filters="false" columns="3" cat_slug="" number_posts="6" excerpt_words="15"][/recent_works]\n\n\n<!-- this is the tagline boxe -->\n\n[tagline_box backgroundcolor="" shadow="yes" border="1px" bordercolor="" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n', 'About Me', '', 'publish', 'open', 'closed', '', 'about-me', '', '', '2013-05-24 20:01:55', '2013-05-24 20:01:55', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3678', 0, 'page', '', 0),
(3697, 1, '2013-05-24 20:06:34', '2013-05-24 20:06:34', '', 'Grid', '', 'publish', 'open', 'closed', '', 'grid', '', '', '2013-05-24 20:06:34', '2013-05-24 20:06:34', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3697', 0, 'page', '', 0),
(3698, 1, '2013-05-24 20:06:42', '2013-05-24 20:06:42', '', 'Timeline', '', 'publish', 'open', 'closed', '', 'timeline', '', '', '2013-05-24 20:06:42', '2013-05-24 20:06:42', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3698', 0, 'page', '', 0),
(3699, 1, '2013-05-24 20:06:48', '2013-05-24 20:06:48', '', 'Large Alternate', '', 'publish', 'open', 'closed', '', 'large-alternate', '', '', '2013-05-24 20:06:48', '2013-05-24 20:06:48', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3699', 0, 'page', '', 0),
(3700, 1, '2013-05-24 20:06:54', '2013-05-24 20:06:54', '', 'Medium Alternate', '', 'publish', 'open', 'closed', '', 'medium-alternate', '', '', '2013-05-24 20:06:54', '2013-05-24 20:06:54', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3700', 0, 'page', '', 0),
(3705, 1, '2013-05-24 20:18:58', '2013-05-24 20:18:58', '[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="We have 4 different post/page sliders to choose from!" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[separator top="80"]\n\n[two_third last="no"][flexslider layout="posts" category=""][/flexslider][/two_third]\n[one_third last="yes"]\n[title size="2"]Post Slider With Titles[/title]\nLorem ipsum dolor sit amet, consectetur adipiscing elit. Nunc ac nisl eget metus imperdiet venenatis non at nisi. Nam vitae risus neque, sed egestas sem. Suspendisse tristique, purus et ullamcorper tempor, purus enim scelerisque nisl, eget mollis turpis tellus ac augue. Proin aliquet lorem at magna eleifend molestie. Donec eu malesuada odio. Pellentesque euismod nulla eget lorem fringilla pharetra. In odio leo, interdum nec laoreet sed, tempus sit amet tortor. Etiam non sem eleifend sapien auctor aliquet sit amet in est. Suspendisse sagittis congue tempor.\n\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Unlimited use per page</li>\n <li>Auto pulls recent blog posts & titles</li>\n <li>Many parameters to control content & slide</li>\n</ul>\n[/checklist]\n[/one_third]\n\n[separator top="100" style="shadow"]\n[one_third last="no"]\n[title size="2"]Post Slider Excerpt & Titles[/title]\nLorem ipsum dolor sit amet, consectetur adipiscing elit. Nunc ac nisl eget metus imperdiet venenatis non at nisi. Nam vitae risus neque, sed egestas sem. Suspendisse tristique, purus et ullamcorper tempor, purus enim scelerisque nisl, eget mollis turpis tellus ac augue. Proin aliquet lorem at magna eleifend molestie. Donec eu malesuada odio. Pellentesque euismod nulla eget lorem fringilla pharetra. In odio leo, interdum nec laoreet sed, tempus sit amet tortor. Etiam non sem eleifend sapien auctor aliquet sit amet in est. Suspendisse sagittis congue tempor.\n\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Unlimited use per page</li>\n <li>Auto pulls recent blog posts, titles, excerpt</li>\n <li>Many parameters to control content & slide</li>\n</ul>\n[/checklist]\n[/one_third][two_third last="yes"][flexslider layout="posts-with-excerpt" category="" excerpt="20"][/flexslider][/two_third]\n\n[separator top="100" style="shadow"]\n[two_third last="no"][flexslider layout="attachments" limit="10"][/flexslider][/two_third]\n[one_third last="yes"]\n[title size="2"]Post Slider With Attachments[/title]\nLorem ipsum dolor sit amet, consectetur adipiscing elit. Nunc ac nisl eget metus imperdiet venenatis non at nisi. Nam vitae risus neque, sed egestas sem. Suspendisse tristique, purus et ullamcorper tempor, purus enim scelerisque nisl, eget mollis turpis tellus ac augue. Proin aliquet lorem at magna eleifend molestie. Donec eu malesuada odio. Pellentesque euismod nulla eget lorem fringilla pharetra. In odio leo, interdum nec laoreet sed, tempus sit amet tortor. Etiam non sem eleifend sapien auctor aliquet sit amet in est. Suspendisse sagittis congue tempor.\n\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Unlimited use per page</li>\n <li>Auto pulls recent blog posts, titles, excerpt</li>\n <li>Many parameters to control content & slide</li>\n</ul>\n[/checklist]\n[/one_third]\n\n[separator top="100" style="shadow"]\n[one_third last="no"]\n[title size="2"]Slider With Images or Videos[/title]\nLorem ipsum dolor sit amet, consectetur adipiscing elit. Nunc ac nisl eget metus imperdiet venenatis non at nisi. Nam vitae risus neque, sed egestas sem. Suspendisse tristique, purus et ullamcorper tempor, purus enim scelerisque nisl, eget mollis turpis tellus ac augue. Proin aliquet lorem at magna eleifend molestie. Donec eu malesuada odio. Pellentesque euismod nulla eget lorem fringilla pharetra.\n\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Unlimited use per page</li>\n <li>Auto pulls recent blog posts, titles, excerpt</li>\n <li>Many parameters to control content & slide</li>\n</ul>\n[/checklist]\n[/one_third][two_third last="yes"][slider][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][/slider][/two_third]', 'Page Post Sliders', '', 'publish', 'open', 'closed', '', 'page-post-sliders', '', '', '2013-05-24 20:18:58', '2013-05-24 20:18:58', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3705', 0, 'page', '', 0),
(3713, 1, '2013-05-24 20:22:31', '2013-05-24 20:22:31', '[separator top="-55" style="none"]\n[fullwidth backgroundcolor="#f6f6f6" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="1px" bordercolor="#e5e4e4" paddingTop="10px" paddingBottom="20px"]\n[separator top="0" style="none"]\n<h1 style="text-align: center; font-size: 30px !important;">Avada <span style="color: #a0ce4e;">3.0:</span> Now Includes The Ability For A 100% Width Page</h1>\n<p style="text-align: center; margin-top: -10px;">Yes that''s right, you can now have a <strong><span style="color: #84b231;">100& Full Width Page!</span></strong> Along with the new page template is a <span style="color: #84b231;"><strong>full width shortcode</strong></span> that you can use to contain content, insert background images or use a background color along with awesome scrolling effects. The new layout possibilities are absolutely stunning!</p>\n[/fullwidth]\n[separator top="50" style="none"]\n[one_fourth last="no"]\n<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" rel="prettyPhoto"><img alt="image 1" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" /></a>\n[/one_fourth]\n\n[one_fourth last="no"]\n<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" rel="prettyPhoto"><img alt="image 1" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" /></a>[/one_fourth]\n\n[one_fourth last="no"]\n<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" rel="prettyPhoto"><img alt="image 1" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" /></a>[/one_fourth]\n\n[one_fourth last="yes"]\n<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" rel="prettyPhoto"><img alt="image 1" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" /></a>[/one_fourth]', 'Full Width 100%', '', 'publish', 'open', 'closed', '', 'full-width-100', '', '', '2013-05-24 20:22:31', '2013-05-24 20:22:31', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3713', 0, 'page', '', 0),
(3717, 1, '2013-05-24 20:54:51', '2013-05-24 20:54:51', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Accordions and Toggles are perfect for adding multiple sections of information with varying content and titles. Accordions are best to use when you want the reader to only see one section at a time, and toggles are best to use when you want the reader to be able to open multiple sections at a time."][/tagline_box]\n\n[one_half last="no"]\n[title size="2"]One Toggle Open At A Time[/title]\n[accordian]\n[toggle title="Our Company Mission"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[toggle title="The Avada Philosophy"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[toggle title="The Avada Promise"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[toggle title="We Can Deliver On Projects"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[/accordian]\n[/one_half]\n\n[one_half last="yes"]\n[title size="2"]Multiple Toggles Open At A Time[/title]\n[toggle title="Our Company Mission"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[toggle title="The Avada Philosophy"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[toggle title="The Avada Promise"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[toggle title="We Can Deliver On Projects"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[/one_half]\n\n[separator top="55" style="none"]\n\n[title size="2"]Specify A Toggle To Open By Default When The Page Loads[/title]\n[accordian]\n[toggle title="Our Company Mission" open="yes"]<a href="http://theme-fusion.com/avadatest/wp-content/uploads/2012/07/port_opt_1.jpg"><img class="alignleft size-medium wp-image-3549" style="padding-bottom: 5px; padding-top: 5px;" alt="port_opt_1" src="http://theme-fusion.com/avadatest/wp-content/uploads/2012/07/port_opt_1-300x120.jpg" width="300" height="120" /></a>Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus.Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Donec quam felis, ultricies nec, pellentesque eu, pretium quis, sem. Nulla consequat massa quis enim. Donec pede justo, fringilla vel, aliquet nec, vulputate eget, arcu. In enim justo, rhoncus ut, imperdiet a, venenatis vitae, justo. Nullam dictum felis eu pede mollis pretium. Integer tincidunt. Cras dapibus. Vivamus elementum semper nisi. Aenean vulputate eleifend tellus. Aenean leo ligula, porttitor eu, consequat vitae, eleifend ac, enim. Aliquam lorem ante, dapibus in, viverra quis, feugiat a, tellus. Phasellus viverra nulla ut metus varius laoreet. Integer tincidunt. Cras dapibus. Vivamus elementum semper nisi. Aenean vulputate eleifend tellus. Aenean leo ligula, porttitor eu, consequat vitae, eleifend ac, enim.[/toggle]\n[toggle title="The Avada Philosophy"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[toggle title="The Avada Promise"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[toggle title="We Can Deliver On Projects"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\n[/accordian]\n\n\n[separator top="55" style="none"]\n\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>You can have unlimited accordions on one page</li>\n <li>Insert images, graphics, or other shortcodes in the text description area</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>You can have unlimited accordion-items within each set</li>\n <li>You can set a specific toggle to be open by default when the page loads</li>\n</ul>\n[/checklist]\n[/one_half]', 'Accordions & Toggles', '', 'publish', 'open', 'closed', '', 'accordions-toggles', '', '', '2013-05-24 20:54:51', '2013-05-24 20:54:51', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3717', 0, 'page', '', 0),
(3719, 1, '2013-05-24 20:55:29', '2013-05-24 20:55:29', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Alert messages can be used throughout the site. There are 4 styles; general, error, success and notice. The messages will close when the ''x'' is clicked. These messages are also integrated into the contact form for users when they submit the form. Use with column shortcodes to control the width."][/tagline_box]\n\n[alert type="general"]General Message. Your Message Goes Here.[/alert]\n[separator top="20" style="none"]\n[alert type="error"]Error Message. Your Message Goes Here.[/alert]\n[separator top="20" style="none"]\n[alert type="success"]Success Message. Your Message Goes Here.[/alert]\n[separator top="20" style="none"]\n[alert type="notice"]Notice Message. Your Message Goes Here.[/alert]\n\n[separator top="65" style=""]\n\n[title size="2"]Use Buttons And Other Shortcodes![/title]\n\n[one_half last="no"]\n[alert type="general"]You can insert buttons or any other shortcodes you wish into the message boxes.<div style="padding-top: 12px;">[button color="e.g. green, darkgreen, orange, blue, red, pink, darkgray, lightgray or leave blank" size="large or small" link="" target=""]Hey! I''m a button![/button]</div>\n\n[/alert]\n[/one_half]\n[one_half last="yes"]\n[alert type="general"]You can insert icons or any other shortcodes you wish into the message box for added content.\n<div style="padding-left: 32px;">[social_links colorscheme="dark" linktarget="" rss="#" facebook="#" twitter="#" dribbble="#" google="#" linkedin="#"]</div>\n[/alert]\n[/one_half]\n[separator top="45" style=""]\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Use four different message types; general, error, success, notice</li>\n <li>Can be inserted in any column width to control the size</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Use other shortcodes inside the message box</li>\n <li>Unlimited use on any page, and unlimited text message</li>\n</ul>\n[/checklist]\n[/one_half]', 'Alert Messages', '', 'publish', 'open', 'closed', '', 'alert-messages', '', '', '2013-05-24 20:55:29', '2013-05-24 20:55:29', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3719', 0, 'page', '', 0),
(3721, 1, '2013-05-24 20:55:45', '2013-05-24 20:55:45', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Avada includes 3 different sets of animated counters; circles, boxes and bars. These are great for displaying varying types of data to your viewers, wether its sales percentages, skill levels, promotional levels or any other numbers."][/tagline_box]\n\n[separator top="80"]\n\n[title size="2"]Animated Counter Circles[/title]\n[counters_circle][counter_circle filledcolor="" unfilledcolor="" value="75"]75%[/counter_circle][counter_circle filledcolor="" unfilledcolor="" value="30"][fontawesome icon="adjust" circle="no" size="large"][/counter_circle][counter_circle filledcolor="" unfilledcolor="" value="70"]7/10[/counter_circle][counter_circle filledcolor="" unfilledcolor="" value="50"]Title[/counter_circle][/counters_circle]\n\n[separator top="70"]\n[title size="2"]Animated Counter Boxes[/title]\n[counters_box][counter_box value="75"]Counter Title Goes Here[/counter_box][counter_box value="55"]Counter Title Goes Here[/counter_box][counter_box value="65"]Counter Title Goes Here[/counter_box][counter_box value="85"]Counter Title Goes Here[/counter_box][/counters_box]\n\n[separator top="70"]\n[title size="2"]Animated Counter Progress Bars[/title]\n[progress percentage="95"]Your Title Here[/progress]\n[progress percentage="80"]Your Title Here[/progress]\n[progress percentage="75"]Your Title Here[/progress]\n[progress percentage="60"]Your Title Here[/progress]\n\n[separator top="70"]\n\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>3 different styles with nice jQuery animation effects</li>\n <li>Insert custom titles and %''s per item, unlimited use per page</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Use %, Icon, Number Scale & Title with the counter circles</li>\n <li>Customize the filled and unfilled colors for circles and boxes</li>\n</ul>\n[/checklist]\n[/one_half]', 'Animated Counters', '', 'publish', 'open', 'closed', '', 'animated-counters', '', '', '2013-05-24 20:55:45', '2013-05-24 20:55:45', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3721', 0, 'page', '', 0);
INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(3723, 1, '2013-05-24 20:56:07', '2013-05-24 20:56:07', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Accordions and Toggles are perfect for adding multiple sections of information with varying content and titles. Accordions are best to use when you want the reader to only see one section at a time, and toggles are best to use when you want the reader to be able to open multiple sections at a time."][/tagline_box]\n\n[title size="2"]Large And Small Buttons[/title]\n[one_fourth]\n[button color="green" size="large" gradient1="" gradient2="" link="" target=""]LARGE BUTTON[/button]\n[/one_fourth]\n\n[one_fourth]\n[button color="darkgreen" size="large" gradient1="" gradient2="" link="" target=""]LARGE BUTTON[/button]\n[/one_fourth]\n\n[one_fourth]\n[button color="orange" size="large" gradient1="" gradient2="" link="" target=""]LARGE BUTTON[/button]\n[/one_fourth]\n\n[one_fourth last="yes"]\n[button color="blue" size="large" gradient1="" gradient2="" link="" target=""]LARGE BUTTON[/button]\n[/one_fourth]\n\n[one_fourth]\n[button color="red" size="large" gradient1="" gradient2="" link="" target=""]LARGE BUTTON[/button]\n[/one_fourth]\n\n[one_fourth]\n[button color="pink" size="large" gradient1="" gradient2="" link="" target=""]LARGE BUTTON[/button]\n[/one_fourth]\n\n[one_fourth]\n[button color="darkgray" size="large" gradient1="" gradient2="" link="" target=""]LARGE BUTTON[/button]\n[/one_fourth]\n\n[one_fourth last="yes"]\n[button color="lightgray" size="large" gradient1="" gradient2="" link="" target=""]LARGE BUTTON[/button]\n[/one_fourth]\n\n[one_fourth]\n[button color="green" size="small" gradient1="" gradient2="" link="" target=""]small BUTTON[/button]\n[/one_fourth]\n\n[one_fourth]\n[button color="darkgreen" size="small" gradient1="" gradient2="" link="" target=""]small BUTTON[/button]\n[/one_fourth]\n\n[one_fourth]\n[button color="orange" size="small" gradient1="" gradient2="" link="" target=""]small BUTTON[/button]\n[/one_fourth]\n\n[one_fourth last="yes"]\n[button color="blue" size="small" gradient1="" gradient2="" link="" target=""]small BUTTON[/button]\n[/one_fourth]\n\n[one_fourth]\n[button color="red" size="small" gradient1="" gradient2="" link="" target=""]small BUTTON[/button]\n[/one_fourth]\n\n[one_fourth]\n[button color="pink" size="small" gradient1="" gradient2="" link="" target=""]small BUTTON[/button]\n[/one_fourth]\n\n[one_fourth]\n[button color="darkgray" size="small" gradient1="" gradient2="" link="" target=""]small BUTTON[/button]\n[/one_fourth]\n\n[one_fourth last="yes"]\n[button color="lightgray" size="small" gradient1="" gradient2="" link="" target=""]small BUTTON[/button]\n[/one_fourth]\n\n[separator top="55" style="none"]\n\n[title size="2"]Dark Social Icons[/title]\n\n[social_links colorscheme="dark" linktarget="#" rss="#" facebook="#" twitter="#" dribbble="#" google="#" linkedin="#" blogger="#" tumblr="#" reddit="#" yahoo="#" deviantart="#" vimeo="#" youtube="#" pinterest="#" digg="#" flickr="#" forrst="#" myspace="#" skype="#"]\n[separator top="55" style="none"]\n[title size="2"]Light Social Icons[/title]\n<div style="background-color: #333333; padding-top: 20px; padding-bottom: 15px; padding-left: 15px;">[social_links colorscheme="light" linktarget="#" rss="#" facebook="#" twitter="#" dribbble="#" google="#" linkedin="#" blogger="#" tumblr="#" reddit="#" yahoo="#" deviantart="#" vimeo="#" youtube="#" pinterest="#" digg="#" flickr="#" forrst="#" myspace="#" skype="#"]</div>\n\n[separator top="55" style="none"]\n\n[title size="2"]Social Share Box For Post Sharing[/title]\n[separator top="-25" style="none"]\n[sharing tagline="Share This Story, Choose Your Platform!" title="Title To Share" link="http://google.com" description="A small description of the page"][/sharing]\n\n\n\n[separator top="65" style="none"]\n\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Buttons: 8 Predefined color skins with nice hover effect</li>\n <li>Buttons: Use custom gradients per button, or global theme option</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Buttons & Social Icons: Set custom links and link target attribute</li>\n <li>Social Share Box: Customize tagline, insert title and link</li>\n</ul>\n[/checklist]\n[/one_half]', 'Buttons & Social Icons', '', 'publish', 'open', 'closed', '', 'buttons-social-icons', '', '', '2013-05-24 20:56:07', '2013-05-24 20:56:07', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3723', 0, 'page', '', 0),
(3725, 1, '2013-05-24 20:56:23', '2013-05-24 20:56:23', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Avada comes with several carousel sliders to display your images. Recent Work works directly with your portfolio posts, Client Carousel is used to display client logos or images, and the Image Carousel is perfect for random images that need to be displayed on your site. "][/tagline_box]\n\n[separator top="80"]\n[title size="2"]Recent Work Carousel[/title]\n[recent_works][/recent_works]\n\n[separator top="30" style="single"]\n[one_third last="no"]\n<h3>Use Carousels With Columns</h3>\nThe recent work carousel can be used inside of column shortcodes to control the size. By default it will display all categories of portfolio posts. Users can specify that only a specific category is displayed instead of all categories, which gives you full control over what posts are seen by viewers.[/one_third]\n\n[two_third last="yes"][separator top="25" style="none"][recent_works][/recent_works][/two_third]\n\n[separator top="50"]\n\n[title size="2"]Client Carousel[/title]\n[clients][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][/clients]\n\n[separator top="30" style="single"]\n[one_third last="no"]\n<h3>Use Carousels With Columns</h3>\nThe client logo carousel can be used in column shortcodes. And its perfect to display client logos that link directly to projects on your site, or to an external page. There is also a "linktarget" attribute that allows you to select how the link will open.[/one_third]\n\n[two_third last="yes"][separator top="25" style="none"][clients][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][/clients][/two_third]\n\n\n[separator top="50"]\n\n[title size="2"]Image Carousel[/title]\n[clients][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][/clients]\n\n[separator top="30" style="single"]\n[one_third last="no"]\n<h3>Use Carousels With Columns</h3>\nThe client logo carousel can be used in column shortcodes. And its perfect to display client logos that link directly to projects on your site, or to an external page. There is also a "linktarget" attribute that allows you to select how the link will open.[/one_third]\n\n[two_third last="yes"][separator top="25" style="none"][clients][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][client link="#3" image="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_6.jpg"][/clients][/two_third]\n\n[separator top="40"]\n\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Unlimited use and items per carousel and per page</li>\n <li>Specify a specific category to display in recent work carousel</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Use with column shortcodes to control the width</li>\n <li>Set the link target attribute to control how the link opens</li>\n</ul>\n[/checklist]\n[/one_half]', 'Carousel Sliders', '', 'publish', 'open', 'closed', '', 'carousel-sliders', '', '', '2013-05-24 20:56:23', '2013-05-24 20:56:23', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3725', 0, 'page', '', 0),
(3727, 1, '2013-05-24 20:56:37', '2013-05-24 20:56:37', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Avada includes 4 design options for content boxes. Each one has been carefully designed and includes font awesome or image icon integration. You can use each set with either 1-4 column and it will adjust accordingly. You can set the icon color, circle color, circle border and background color for icon-boxed style."][/tagline_box]\n\n[separator top="80"]\n[title size="2"]Choose From 4 Different Design Styles[/title][separator top="80"]\n[content_boxes layout="icon-with-title" iconcolor="#ffffff" circlecolor="#333333" circlebordercolor="#333333" backgroundcolor="transparent"]\n[content_box title="Responsive Design" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see the adaptation![/content_box]\n[content_box title="Awesome Sliders" icon="random" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider, Revolution Slider, Elastic Slider, FlexSlider2 & TF Slider![/content_box]\n[content_box title="Unlimited Colors" icon="tint" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\n[content_box last="yes" title="500+ Google Fonts" icon="text-width" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n[separator top="80" style="shadow"]\n[content_boxes layout="icon-on-top" iconcolor="#333333" circlecolor="#fff" circlebordercolor="#333333" backgroundcolor="transparent"]\n[content_box title="Responsive Design" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see the adaptation![/content_box]\n[content_box title="Awesome Sliders" icon="random" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider, Revolution Slider, Elastic Slider, FlexSlider2 & TF Slider![/content_box]\n[content_box title="Unlimited Colors" icon="tint" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\n[content_box last="yes" title="500+ Google Fonts" icon="text-width" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n[separator top="80" style="shadow"]\n[content_boxes layout="icon-on-side" iconcolor="#ffffff" circlecolor="#333333" circlebordercolor="#333333" backgroundcolor="transparent"]\n[content_box title="Responsive Design" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see the adaptation![/content_box]\n[content_box title="Awesome Sliders" icon="random" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada includes the awesome Layer Slider, Revolution Slider, Elastic Slider, FlexSlider2 and Themefusion Slider![/content_box]\n[content_box title="Unlimited Colors" icon="tint" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]We included a backend color picker for unlimited color options. Any of the colors you see can easily be changed![/content_box]\n[content_box last="yes" title="500+ Google Fonts" icon="text-width" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n[separator top="105" style="shadow"]\n[content_boxes layout="icon-boxed" iconcolor="#333333" circlecolor="#ffffff" circlebordercolor="#333333" backgroundcolor="#f6f6f6"]\n[content_box title="Responsive Design" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see the adaptation![/content_box]\n[content_box title="Awesome Sliders" icon="random" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider, Revolution Slider, Elastic Slider, the FlexSlider2 and TF Slider![/content_box]\n[content_box title="Unlimited Colors" icon="tint" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]We included a backend color picker for unlimited color options. Any of the colors you see can easily be changed![/content_box]\n[content_box last="yes" title="500+ Google Fonts" icon="text-width" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n[separator top="60"]\n[title size="2"]Use Them With 1-4 Columns[/title][separator top="80"]\n[content_boxes layout="icon-boxed" iconcolor="#333333" circlecolor="#ffffff" circlebordercolor="#333333" backgroundcolor="#f6f6f6"]\n[content_box title="Responsive Design" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see the adaptation![/content_box]\n[content_box title="Awesome Sliders" icon="random" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider, Revolution Slider, Elastic Slider, the FlexSlider2 and TF Slider![/content_box]\n[content_box title="Unlimited Colors" icon="tint" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]We included a backend color picker for unlimited color options. Any of the colors you see can easily be changed![/content_box]\n[content_box last="yes" title="500+ Google Fonts" icon="text-width" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n[separator top="40"]\n\n[content_boxes layout="icon-boxed" iconcolor="#333333" circlecolor="#ffffff" circlebordercolor="#333333" backgroundcolor="#f6f6f6"]\n[content_box title="Responsive Design" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see the adaptation in action![/content_box]\n[content_box title="Awesome Sliders" icon="random" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider, Revolution Slider, Elastic Slider as well as the popular FlexSlider2 and TF Slider.[/content_box]\n[content_box title="Unlimited Colors" icon="tint" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]We included a backend color picker for unlimited color options. Any of the colors you see can easily be changed via the admin panel.[/content_box]\n[/content_boxes]\n\n[separator top="40"]\n[content_boxes layout="icon-boxed" iconcolor="#333333" circlecolor="#ffffff" circlebordercolor="#333333" backgroundcolor="#f6f6f6"]\n[content_box title="Responsive Design" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see the adaptation in action. Its super responsive![/content_box]\n[content_box title="Awesome Sliders" icon="random" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider, Revolution Slider, Elastic Slider as well as the popular FlexSlider2 and TF Slider.[/content_box][/content_boxes]\n\n[separator top="40"]\n[content_boxes layout="icon-boxed" iconcolor="#333333" circlecolor="#ffffff" circlebordercolor="#333333" backgroundcolor="#f6f6f6"]\n[content_box title="Responsive Design" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see the adaptation in action. Its super responsive, each and every elements and slider is 100& responsive. We''ve put a lot of care into making sure each and every elements looks great on any screen size![/content_box]\n[/content_boxes]\n\n\n[separator top="65"]\n\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Four beautiful and clean designs to choose from</li>\n <li>Use each set with either 1-4 items per column</li>\n <li>Use font awesome icons or your own image icons with each style</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Easily specify the icon color, circle color and circle border color</li>\n <li>Specify the background color for the icon-boxed style</li>\n <li>Custom link per item, custom link target, or remove the "Learn More" link</li>\n</ul>\n[/checklist]\n[/one_half]', 'Content Boxes', '', 'publish', 'open', 'closed', '', 'content-boxes', '', '', '2013-05-24 20:56:37', '2013-05-24 20:56:37', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3727', 0, 'page', '', 0),
(3729, 1, '2013-05-24 20:56:50', '2013-05-24 20:56:50', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Avada includes five different divider lines; single, double, dotted, dashed and shadow. They are perfect to use to break up content and draw the users eye to the next section. Each divider short code also has a spacer element included that allows you to adjust the spacing to obtain more or less around the divider. "][/tagline_box]\n\n[title size="2"]5 Divider Styles[/title]\n\nLorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum eros ipsum, facilisis eget scelerisque non, fermentum at tellus. Etiam eleifend nibh quis eros gravida luctus. Vestibulum et velit tellus. Maecenas at fermentum dui. Nam metus nisl, volutpat id faucibus non, auctor at lectus. Nulla elementum, tortor non ornare feugiat, sapien nulla commodo velit, eget ultrices mauris nisi vitae ipsum. Ut vel dolor vel lacus venenatis egestas eget vel ante. Sed id mi turpis, sed ultrices orci ulla ids.\n\n[separator top="40" style="shadow"]\n\nLorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum eros ipsum, facilisis eget scelerisque non, fermentum at tellus. Etiam eleifend nibh quis eros gravida luctus. Vestibulum et velit tellus. Maecenas at fermentum dui. Nam metus nisl, volutpat id faucibus non, auctor at lectus. Nulla elementum, tortor non ornare feugiat, sapien nulla commodo velit, eget ultrices mauris nisi vitae ipsum. Ut vel dolor vel lacus venenatis egestas eget vel ante. Sed id mi turpis, sed ultrices orci ulla ids.\n\n[separator top="40" style="double"]\n\nLorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum eros ipsum, facilisis eget scelerisque non, fermentum at tellus. Etiam eleifend nibh quis eros gravida luctus. Vestibulum et velit tellus. Maecenas at fermentum dui. Nam metus nisl, volutpat id faucibus non, auctor at lectus. Nulla elementum, tortor non ornare feugiat, sapien nulla commodo velit, eget ultrices mauris nisi vitae ipsum. Ut vel dolor vel lacus venenatis egestas eget vel ante. Sed id mi turpis, sed ultrices orci ulla ids.\n\n[separator top="40" style="single"]\n\nLorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum eros ipsum, facilisis eget scelerisque non, fermentum at tellus. Etiam eleifend nibh quis eros gravida luctus. Vestibulum et velit tellus. Maecenas at fermentum dui. Nam metus nisl, volutpat id faucibus non, auctor at lectus. Nulla elementum, tortor non ornare feugiat, sapien nulla commodo velit, eget ultrices mauris nisi vitae ipsum. Ut vel dolor vel lacus venenatis egestas eget vel ante. Sed id mi turpis, sed ultrices orci ulla ids.\n\n[separator top="40" style="dashed"]\n\nLorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum eros ipsum, facilisis eget scelerisque non, fermentum at tellus. Etiam eleifend nibh quis eros gravida luctus. Vestibulum et velit tellus. Maecenas at fermentum dui. Nam metus nisl, volutpat id faucibus non, auctor at lectus. Nulla elementum, tortor non ornare feugiat, sapien nulla commodo velit, eget ultrices mauris nisi vitae ipsum. Ut vel dolor vel lacus venenatis egestas eget vel ante. Sed id mi turpis, sed ultrices orci ulla ids.\n\n[separator top="40" style="dotted"]\n\nLorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum eros ipsum, facilisis eget scelerisque non, fermentum at tellus. Etiam eleifend nibh quis eros gravida luctus. Vestibulum et velit tellus. Maecenas at fermentum dui. Nam metus nisl, volutpat id faucibus non, auctor at lectus. Nulla elementum, tortor non ornare feugiat, sapien nulla commodo velit, eget ultrices mauris nisi vitae ipsum. Ut vel dolor vel lacus venenatis egestas eget vel ante. Sed id mi turpis, sed ultrices orci ulla ids.\n[separator top="65" style="none"]\n\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>You can choose from five different divider styles</li>\n <li>Single, Double, Dotted, Dashed and Shadow</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Spacer element is included in the short code to obtain more or less space</li>\n <li>You can use "none" to not show a divider and only use it for spacing</li>\n</ul>\n[/checklist]\n[/one_half]', 'Dividers', '', 'publish', 'open', 'closed', '', 'dividers', '', '', '2013-05-24 20:56:50', '2013-05-24 20:56:50', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3729', 0, 'page', '', 0),
(3731, 1, '2013-05-24 20:57:15', '2013-05-24 20:57:15', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Font Awesome Icons are incredibly awesome. Avada has them built right into the theme so you can use any of the 300+ icons. Each one comes in 3 sizes and can be used with or without a circle and every one is 100% full vector so they look incredibly sharp and are retina-ready!"][/tagline_box]\n\n[title size="2"]Avada Includes Font Awesome, 300+ Icon Set![/title]\n<div class="clearfix">[fontawesome icon="tablet" circle="yes" size="large"][fontawesome icon="beaker" circle="yes" size="large"][fontawesome icon="magic" circle="yes" size="large"][fontawesome icon="book" circle="yes" size="large"][fontawesome icon="cloud" circle="yes" size="large"][fontawesome icon="comments-alt" circle="yes" size="large"][fontawesome icon="random" circle="yes" size="large"][fontawesome icon="thumbs-up" circle="yes" size="large"][fontawesome icon="umbrella" circle="yes" size="large"][fontawesome icon="laptop" circle="yes" size="large"][fontawesome icon="key" circle="yes" size="large"]</div>\n[separator top="75" style="none"]\n\n[one_third last="no"]\n[title size="2"]Large Icons[/title]\n[fontawesome icon="stethoscope" circle="yes" size="large"][fontawesome icon="picture" circle="yes" size="large"][fontawesome icon="sitemap" circle="yes" size="large"]\n[/one_third]\n\n[one_third last="no"]\n[title size="2"]Medium Icons[/title]\n[fontawesome icon="magnet" circle="yes" size="medium"][fontawesome icon="asterisk" circle="yes" size="medium"][fontawesome icon="bar-chart" circle="yes" size="medium"][fontawesome icon="beer" circle="yes" size="medium"][fontawesome icon="bell" circle="yes" size="medium"][fontawesome icon="bookmark" circle="yes" size="medium"][fontawesome icon="fighter-jet" circle="yes" size="medium"][fontawesome icon="cloud-upload" circle="yes" size="medium"][fontawesome icon="credit-card" circle="yes" size="medium"][fontawesome icon="mobile-phone" circle="yes" size="medium"][fontawesome icon="edit" circle="yes" size="medium"][fontawesome icon="legal" circle="yes" size="medium"]\n[/one_third]\n\n[one_third last="yes"]\n[title size="2"]Small Icons[/title]\n[fontawesome icon="wrench" circle="yes" size="small"][fontawesome icon="save" circle="yes" size="small"][fontawesome icon="user" circle="yes" size="small"][fontawesome icon="columns" circle="yes" size="small"][fontawesome icon="upload" circle="yes" size="small"][fontawesome icon="file" circle="yes" size="small"][fontawesome icon="tint" circle="yes" size="small"][fontawesome icon="envelope" circle="yes" size="small"][fontawesome icon="link" circle="yes" size="small"][fontawesome icon="eye-open" circle="yes" size="small"][fontawesome icon="thumbs-up" circle="yes" size="small"][fontawesome icon="coffee" circle="yes" size="small"][fontawesome icon="tasks" circle="yes" size="small"][fontawesome icon="check-empty" circle="yes" size="small"][fontawesome icon="tag" circle="yes" size="small"][fontawesome icon="gift" circle="yes" size="small"][fontawesome icon="spinner" circle="yes" size="small"][fontawesome icon="pushpin" circle="yes" size="small"][fontawesome icon="move" circle="yes" size="small"][fontawesome icon="headphones" circle="yes" size="small"][fontawesome icon="music" circle="yes" size="small"][fontawesome icon="heart-empty" circle="yes" size="small"][fontawesome icon="ok" circle="yes" size="small"][fontawesome icon="remove" circle="yes" size="small"][fontawesome icon="pencil" circle="yes" size="small"][fontawesome icon="minus" circle="yes" size="small"][fontawesome icon="phone" circle="yes" size="small"][fontawesome icon="refresh" circle="yes" size="small"][fontawesome icon="plus" circle="yes" size="small"][fontawesome icon="font" circle="yes" size="small"][fontawesome icon="star-empty" circle="yes" size="small"][fontawesome icon="rocket" circle="yes" size="small"][fontawesome icon="bullseye" circle="yes" size="small"][fontawesome icon="smile" circle="yes" size="small"][fontawesome icon="code" circle="yes" size="small"][fontawesome icon="shield" circle="yes" size="small"]\n[/one_third]\n\n[separator top="45" style="none"]\n\n[title size="2"]Use them With or Without Circles[/title]\n<div class="clearfix">[fontawesome icon="desktop" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="fire" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="film" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="gift" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="check" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="cog" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="leaf" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="dashboard" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="lock" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="user" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="flag" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="bolt" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="smile" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="lightbulb" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="signal" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="truck" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="screenshot" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="time" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="camera-retro" circle="no" size="large" iconcolor="#9a9a9a"][fontawesome icon="print" circle="no" size="large" iconcolor="#9a9a9a"]</div>\n\n[separator top="80" style="none"]\n\n[title size="2"]Easily Control The Circle Color, Icon Color & Border Color[/title]\n<div class="clearfix">\n[fontawesome icon="tablet" circle="yes" size="large" iconcolor="#ffffff" circlecolor="#a0ce4e" circlebordercolor="#54770f"]\n[fontawesome icon="beaker" circle="yes" size="large" iconcolor="#ffffff" circlecolor="#398cd2" circlebordercolor="#398cd2"]\n[fontawesome icon="magic" circle="yes" size="large" iconcolor="#e27d3a" circlecolor="#ffffff" circlebordercolor="#e27d3a"]\n[fontawesome icon="cloud" circle="yes" size="large" iconcolor="#ffffff" circlecolor="#b83e2a" circlebordercolor="#b83e2a"]\n[fontawesome icon="book" circle="yes" size="large" iconcolor="#5c5d5c" circlecolor="#b1b1b1" circlebordercolor="#5c5d5c"]\n[fontawesome icon="comments-alt" circle="yes" size="large" iconcolor="#ffffff" circlecolor="#96947a" circlebordercolor="#96947a"]\n[fontawesome icon="random" circle="yes" size="large" iconcolor="#24469b" circlecolor="#ffffff" circlebordercolor="#24469b"]\n[fontawesome icon="thumbs-up" circle="yes" size="large" iconcolor="#ffffff" circlecolor="#6b5694" circlebordercolor="#6b5694"]\n[fontawesome icon="umbrella" circle="yes" size="large" iconcolor="#74a37b" circlecolor="#4f7a55" circlebordercolor="#4f7a55"]\n[fontawesome icon="laptop" circle="yes" size="large" iconcolor="#ffffff" circlecolor="#98a7c5" circlebordercolor="#98a7c5"]\n[fontawesome icon="key" circle="yes" size="large" iconcolor="#333333" circlecolor="#ffffff" circlebordercolor="#333333"]</div>', 'Font Awesome', '', 'publish', 'open', 'closed', '', 'font-awesome', '', '', '2013-05-24 20:57:15', '2013-05-24 20:57:15', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3731', 0, 'page', '', 0),
(3733, 1, '2013-05-24 20:57:42', '2013-05-24 20:57:42', '[fullwidth backgroundcolor="#ffffff" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="0px" bordercolor="#f6f6f6" paddingTop="0px" paddingBottom="0px"]\n[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Avada now includes a full width 100% page template. Using this you can use full width sections that span the entire width of your browser window, or keep content contained inside the 960px width. Use background images, borders, colors, padding, positioning and more with the shortcode"][/tagline_box]\n[/fullwidth]\n\n[separator top="-10" style="none"]\n\n[fullwidth backgroundcolor="" backgroundimage="http://theme-fusion.com/avadatest/wp-content/uploads/2013/04/106406720.jpg" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="fixed" bordersize="0px" bordercolor="#f6f6f6" paddingTop="30px" paddingBottom="20px"]\n<h1 style="text-align: center; font-size: 32px !important;">Avada <span style="color: #a0ce4e;">3.0:</span> Now With Full Width Page Templates & Sections</h1>\n<p style="text-align: center;">Yes that''s right, we''ve added over <strong><span style="color: #84b231;">100 new features!</span></strong> New<span style="color: #84b231;"><strong> layouts</strong></span>, <strong><span style="color: #84b231;">short codes</span></strong>, <span style="color: #84b231;"><strong>theme options & more</strong></span>, along with <strong><span style="color: #84b231;">lots of love</span></strong> & a hefty sprinkle of pixie dust!</p>\n[separator top="50" style="shadow"]\n[separator top="80" style="none"]\n[content_boxes layout="icon-boxed" iconcolor="#ffffff" circlecolor="#333333" circlebordercolor="#333333" backgroundcolor="#f6f6f6"]\n[content_box title="Beautifully Simplistic" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]If you''re a code nerd or a Word Press newbie, Avada is for you.<strong><span style="color: #84b231;"> It''s built for everyone</span></strong>, and can be as simple or complex as you want. [/content_box]\n[content_box title="Free Support & Updates" icon="magic" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""] We truly care about our users and our end product. <strong><span style="color: #84b231;">Our users love Avada</span></strong>, and you will too with free updates & incredible support.[/content_box]\n[content_box title="Blissful Layout Options " icon="thumbs-up" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]Avada includes so many different options and designs. Users are able to make <strong><span style="color: #84b231;">amazingly cool layouts</span></strong> with the tools we provide.[/content_box]\n[/content_boxes]\n[separator top="65" style="none"]\n[content_boxes layout="icon-boxed" iconcolor="#ffffff" circlecolor="#333333" circlebordercolor="#333333" backgroundcolor="#f6f6f6"]\n[content_box title="Beautifully Simplistic" icon="tablet" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]If you''re a code nerd or a Word Press newbie, Avada is for you.<strong><span style="color: #84b231;"> It''s built for everyone</span></strong>, and can be as simple or complex as you want. [/content_box]\n[content_box title="Free Support & Updates" icon="magic" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""] We truly care about our users and our end product. <strong><span style="color: #84b231;">Our users love Avada</span></strong>, and you will too with free updates & incredible support.[/content_box]\n[content_box title="Blissful Layout Options " icon="thumbs-up" image="" link="http://themeforest.net/user/ThemeFusion" linktarget="" linktext=""]Avada includes so many different options and designs. Users are able to make <strong><span style="color: #84b231;">amazingly cool layouts</span></strong> with the tools we provide.[/content_box]\n[/content_boxes]\n[/fullwidth]\n\n[fullwidth backgroundcolor="" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="0px" bordercolor="" paddingTop="50px" paddingBottom="20px"]\n[three_fourth last="no"]\n[title size="2"]We Are Here To Serve You[/title]\nLid est laborum dolo rumes fugats untras. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips amets. Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui.\n\nRatione voluptatem sequi nesciunt. Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia non numquam eius modi tempora incidunt ut labore et dolore magnam aliquam quaerat voluptatem. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla.\n[/three_fourth]\n\n[one_fourth last="yes"]\n[title size="2"]Our Crazy Skills[/title]\n<div id="progress-bars">[progress percentage="90"]Web Design[/progress][progress percentage="95"]HTML/CSS[/progress][progress percentage="85"]Graphic Design[/progress][progress percentage="75"]WordPress[/progress]</div>\n[/one_fourth]\n[/fullwidth]\n\n[fullwidth backgroundcolor="#f6f6f6" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="1px" bordercolor="#eae9e9" paddingTop="50px" paddingBottom="0px"]\n[one_half last="no"]\n[slider][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][/slider]\n[/one_half]\n[one_half last="yes"]\n[title size="2"]This Is A Full Width Section, Pretty Cool Heh?[/title]\n[checklist icon="star" iconcolor="dark" circle="no"]\n<ul>\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase your content</li>\n <li>Advanced theme options panel to easily customize your website</li>\n <li>Multiple layout options for home pages, portfolio and blog section</li>\n <li>Amazing shortcodes loaded with meta options for easy customization</li>\n <li>We offer free support because we care about your site as much as you.</li>\n</ul>\n[/checklist]\n[/one_half]\n[/fullwidth]\n\n[separator top="-15" style="none"]\n\n[fullwidth backgroundcolor="" backgroundimage="" backgroundrepeat="no-repeat" backgroundposition="top left" backgroundattachment="scroll" bordersize="0px" bordercolor="" paddingTop="50px" paddingBottom="0px"]\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Full With 100% page template and section</li>\n <li>Used in conjunction with one another to create beautiful layouts</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Use as many full width sections as you need on one page</li>\n <li>Change the background image, color, border-size & color, padding, postion</li>\n</ul>\n[/checklist]\n[/one_half]\n[/fullwidth]', 'Full Width Section', '', 'publish', 'open', 'closed', '', 'full-width-section', '', '', '2013-05-24 20:57:42', '2013-05-24 20:57:42', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3733', 0, 'page', '', 0),
(3735, 1, '2013-05-24 20:57:55', '2013-05-24 20:57:55', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Avada''s google map shortocde is very versatile. Choose from 4 map styles; terrain, roadmap, hybrid, satellite. Use multiple map markers, insert custom width and height and also control many display/funtion options like zoom control, mouse wheel control, zoom level and scale"][/tagline_box]\n\n[separator top="80"]\n\n[map address="new york city, ny | 579 Allen Road Basking Ridge, NJ 07920 | Mount Arlington, NJ 07856" type="roadmap" width="100%" height="425px" zoom="8" scrollwheel="true" scale="true" zoom_pancontrol="true"][/map]\n\n[separator top="65"]\n\n[one_half last="no"]\n[title size="2"]Google Map Roadmap[/title]\n[map address="new york city, ny" type="roadmap" width="100%" height="300px" zoom="8" scrollwheel="true" scale="true" zoom_pancontrol="true"][/map]\n[/one_half]\n\n[one_half last="yes"]\n[title size="2"]Google Map Satellite[/title]\n[map address="new york city, ny" type="satellite" width="100%" height="300px" zoom="8" scrollwheel="true" scale="true" zoom_pancontrol="true"][/map]\n[/one_half]\n\n[separator top="40"]\n\n[one_half last="no"]\n[title size="2"]Google Map Hybrid[/title]\n[map address="new york city, ny" type="hybrid" width="100%" height="300px" zoom="8" scrollwheel="true" scale="true" zoom_pancontrol="true"][/map]\n[/one_half]\n\n[one_half last="yes"]\n[title size="2"]Google Map Terrain[/title]\n[map address="new york city, ny" type="terrain" width="100%" height="300px" zoom="8" scrollwheel="true" scale="true" zoom_pancontrol="true"][/map]\n[/one_half]\n\n[separator top="55"]\n\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>4 different map styles; roadmap, terrain, satellite, hybrid</li>\n <li>Unlimited use per page, use with column shortcodes</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Multiple customizations available within the shortcode</li>\n <li>Set width, height, zoom level, scrollwheel, scale, zoom & pan & more</li>\n</ul>\n[/checklist]\n[/one_half]', 'Google Maps', '', 'publish', 'open', 'closed', '', 'google-maps', '', '', '2013-05-24 20:57:55', '2013-05-24 20:57:55', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3735', 0, 'page', '', 0);
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(3737, 1, '2013-05-24 20:58:09', '2013-05-24 20:58:09', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Avada includes four styles of image frames to help your images stand out. Choose from border, glow, dropshhdow and bottom shadow. Choose the border size and color, and style color for glow and dropshadow styles. These subtle effects will help your images look great!"][/tagline_box]\n\n[separator top="20"]\n[one_half last="no"]\n[imageframe style="border" bordercolor="#f6f6f6" bordersize="6px" stylecolor="#ffffff" align=""]<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/05/image_3b2.jpg"><img class="alignnone size-full wp-image-3545" alt="blog_opt_3" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/05/image_3b2.jpg" /></a>[/imageframe]\n[/one_half]\n\n[one_half last="yes"]\n[imageframe style="glow" bordercolor="#f6f6f6" bordersize="6px" stylecolor="#000" align=""]<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/05/image_3b2.jpg"><img class="alignnone size-full wp-image-3545" alt="blog_opt_3" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/05/image_3b2.jpg" /></a>[/imageframe]\n[/one_half]\n\n[separator top="40" style="none"]\n[one_half last="no"]\n[imageframe style="dropshadow" bordercolor="#3e3e3e" bordersize="0px" stylecolor="#000" align=""]<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/05/image_3b2.jpg"><img class="alignnone size-full wp-image-3545" alt="blog_opt_3" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/05/image_3b2.jpg" /></a>[/imageframe][/one_half]\n\n[one_half last="yes"]\n[imageframe style="bottomshadow" bordercolor="#d1d1d1" bordersize="0px" stylecolor="#ffffff" align=""]<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/05/image_3b2.jpg"><img class="alignnone size-full wp-image-3545" alt="blog_opt_3" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/05/image_3b2.jpg" /></a>[/imageframe][/one_half]\n\n[separator top="60"]\n[title size="2"]Image Frames Look Great Aligned With Content[/title]\n[imageframe style="bottomshadow" bordercolor="#ffffff" bordersize="10px" stylecolor="#ffffff" align="left"]<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/05/image_3b2.jpg"><img class="alignnone size-full wp-image-3545" alt="blog_opt_3" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/05/image_3b2.jpg" width="350 height="256" /></a>[/imageframe]Lorem ipsum dolor sit amet, consectetur adipiscing elit. Integer ac augue est, non porta lectus. Aenean scelerisque tellus sit amet sem fringilla sed pellentesque purus dapibus. Phasellus elementum pharetra justo, ac iaculis mauris consectetur sit amet. Proin venenatis semper nulla vitae molestie. Praesent pharetra erat lorem, dignissim auctor mi. Vivamus fringilla ultrices luctus. Donec sit amet libero sit amet arcu laoreet lacinia. Aenean vitae est neque. Morbi tempus mauris ut nibh malesuada mattis. Suspendisse a tellus eget dolor ornare blandit. Phasellus porta dictum ligula ac porttitor. Nunc ut ante sit amet dolor rutrum feugiat non vel mi. Vivamus urna velit, convallis non porta vel, feugiat in urna.\n\nPraesent rutrum felis a turpis luctus ut accumsan sem facilisis. Mauris at mi in nibh posuere molestie. Vivamus quis ante nec dolor fermentum sagittis. Ut aliquet eleifend nunc, eu pretium magna eleifend non. Nullam et orci eros. Sed tempor lectus id arcu consequat faucibus. Fusce et quam eros. Mauris non nunc at orci interdum tempus. Sed sed ipsum ut ipsum imperdiet.\n\nClass aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos. Phasellus sodales pulvinar gravida. Aenean egestas accumsan porttitor. Sed ante odio, tincidunt ultrices congue sit amet.\n\n[imageframe style="bottomshadow" bordercolor="#ffffff" bordersize="10px" stylecolor="#ffffff" align="right"]<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/05/image_3b2.jpg"><img class="alignnone size-full wp-image-3545" alt="blog_opt_3" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/05/image_3b2.jpg" width="350 height="256"/></a>[/imageframe]\n\nCurabitur lacinia faucibus est, quis consectetur nibh luctus non. Praesent condimentum sodales erat nec tristique. Suspendisse id tincidunt arcu. Nunc consequat ante vel nulla sodales porttitor. Morbi commodo nisl scelerisque mauris ornare nec fringilla lacus vulputate. Quisque scelerisque feugiat purus vitae bibendum. Etiam rutrum justo eget velit mollis suscipit. Aliquam vitae orci libero, eget sollicitudin eros. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Integer ac augue est, non porta lectus. Aenean scelerisque tellus sit amet sem fringilla sed pellentesque purus dapibus. Phasellus elementum pharetra justo, ac iaculis mauris consectetur sit amet. Proin venenatis semper nulla vitae molestie. Praesent pharetra erat lorem, dignissim auctor mi. Vivamus fringilla ultrices luctus. Donec sit amet libero sit amet arcu laoreet lacinia. Aenean vitae est neque. Morbi tempus mauris ut nibh malesuada mattis. Suspendisse a tellus eget dolor ornare blandit. Phasellus porta dictum ligula ac porttitor. Nunc ut ante sit amet dolor rutrum feugiat non vel mi. Vivamus urna velit, convallis non porta vel, feugiat in urna. Praesent rutrum felis a turpis luctus ut accumsan. Proin venenatis semper nulla vitae molestie. Praesent pharetra erat lorem, dignissim auctor mi. Vivamus fringilla ultrices luctus. Donec sit amet libero sit amet arcu laoreet lacinia. Aenean vitae est neque. Morbi tempus mauris ut nibh malesuada mattis. Suspendisse a tellus eget dolor ornare blandit. Phasellus porta dictum ligula ac porttitor. Nunc ut ante sit amet dolor rutrum feugiat non vel mi. Vivamus urna velit, convallis non porta vel, feugiat in urna. Praesent rutrum felis a turpis luctus ut accumsan.\n\n[separator top="70"]\n\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>4 Styles of Image frames, border, glow. dropshadow, bottomshadow</li>\n <li>Change the border size and color on all styles</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Change the style color for glow and dropshadow style</li>\n <li>Use with column shortcodes to control the width</li>\n</ul>\n[/checklist]\n[/one_half]', 'Image Frames', '', 'publish', 'open', 'closed', '', 'image-frames', '', '', '2013-05-24 20:58:09', '2013-05-24 20:58:09', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3737', 0, 'page', '', 0),
(3739, 1, '2013-05-24 20:58:53', '2013-05-24 20:58:53', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Avada has several built in short codes to manage your media. Youtube and Vimeo videos can be used all throughout the sit and are fully responsive. Images and videos can open in a lightbox, and you can use Soundcloud for all your audio files. All of this is easily accessed via built-in short codes."][/tagline_box]\n\n[title size="2"]Lightbox Images / Videos[/title]\n[one_fourth last="no"]\n<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" rel="prettyPhoto"><img alt="image 1" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" /></a>\n[/one_fourth]\n\n[one_fourth last="no"]\n<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" rel="prettyPhoto"><img alt="image 1" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" /></a>\n[/one_fourth]\n\n[one_fourth last="no"]\n<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" rel="prettyPhoto"><img alt="image 1" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" /></a>\n[/one_fourth]\n\n[one_fourth last="yes"]\n<a href="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" rel="prettyPhoto"><img alt="image 1" src="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_3.jpg" /></a>\n[/one_fourth]\n\n[separator top="80"]\n[title size="2"]Youtube Videos[/title]\n[youtube id="dSn72h_6I9Q" width="940" height="425"]\n\n[separator top="90"]\n[title size="2"]Vimeo Videos[/title]\n[vimeo id="32987274" width="940" height="529"]\n\n[separator top="90"]\n[title size="2"]Soundcloud Audio[/title]\n[soundcloud url="http://soundcloud.com/futuresounds-bgr/aaliyah-enough-said-feat-drake" comments="true" auto_play="false" color="ff7700" width="100%" height="81"]\n\n[separator top="80" style="none"]\n\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>All media elements are fully responsive</li>\n <li>Lightbox: images and videos can be used in combination with any size column</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Soundcloud meta options; comments, auto play, color, width and height</li>\n <li>Youtube and Vimeo Videos only need video ID, width/height is adjustable</li>\n</ul>\n[/checklist]\n[/one_half]', 'Media', '', 'publish', 'open', 'closed', '', 'media', '', '', '2013-05-24 20:58:53', '2013-05-24 20:58:53', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3739', 0, 'page', '', 0),
(3741, 1, '2013-05-24 20:59:10', '2013-05-24 20:59:10', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Avada includes two pricing tables and two regular tables, each with its own styles. You can use style 1 with 1-4 column, and style 2 with 1-3 column. Each column has its title, price, content rows and custom button. Users can specify the type of currency as well as the type of payment time, such as monthly or weekly."][/tagline_box]\n\n[separator top="80"]\n\n[title size="2"]Pricing Table Style 1[/title]\n[pricing_table type="1" backgroundcolor="" bordercolor="" dividercolor=""]\n[pricing_column title="Standard"]\n[pricing_price currency="$" price="19.99" time="monthly"][/pricing_price]\n[pricing_row]5 Projects[/pricing_row]\n[pricing_row]5 GB Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]10 GB Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[pricing_column title="Premium"]\n[pricing_price currency="$" price="29.99" time="monthly"][/pricing_price]\n[pricing_row]10 Projects[/pricing_row]\n[pricing_row]15 GB Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]20 GB Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[pricing_column title="Professional"]\n[pricing_price currency="$" price="39.99" time="monthly"][/pricing_price]\n[pricing_row]15 Projects[/pricing_row]\n[pricing_row]30 GB Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]50 GB Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[pricing_column title="Maximum"]\n[pricing_price currency="$" price="49.99" time="monthly"][/pricing_price]\n[pricing_row]30 Projects[/pricing_row]\n[pricing_row]100 GB Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]150 GB Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[pricing_column title="Extreme"]\n[pricing_price currency="$" price="59.99" time="monthly"][/pricing_price]\n[pricing_row]Unlimited Projects[/pricing_row]\n[pricing_row]Unlimited Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]Unlimited Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[/pricing_table]\n\n[separator top="60"]\n[title size="2"]Pricing Table Style 2[/title]\n\n[pricing_table type="2" backgroundcolor="" bordercolor="" dividercolor=""]\n[pricing_column title="Premium"]\n[pricing_price currency="$" price="19.99" time="mo"][/pricing_price]\n[pricing_row]5 Projects[/pricing_row]\n[pricing_row]5 GB Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]10 GB Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[pricing_column title="Premium"]\n[pricing_price currency="$" price="29.99" time="mo"][/pricing_price]\n[pricing_row]20 Projects[/pricing_row]\n[pricing_row]40 GB Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]50 GB Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[pricing_column title="Premium"]\n[pricing_price currency="$" price="39.99" time="mo"][/pricing_price]\n[pricing_row]65 Projects[/pricing_row]\n[pricing_row]100 GB Storage[/pricing_row]\n[pricing_row]Unlimited Users[/pricing_row]\n[pricing_row]150 GB Bandwith[/pricing_row]\n[pricing_row]Enhanced Security[/pricing_row]\n[pricing_footer][button color="" size="small" link="http://themeforest.net/item/avada-responsive-multipurpose-theme/2833226" target=""]Sign Up Now![/button][/pricing_footer]\n[/pricing_column]\n[/pricing_table]\n\n[separator top="60"]\n[title size="2"]Data Table Style 1[/title]\n<div class="table-1">\n<table width="100%">\n<thead>\n<tr>\n<th>Column 1</th>\n<th>Column 2</th>\n<th>Column 3</th>\n<th>Column 4</th>\n</tr>\n</thead>\n<tbody>\n<tr>\n<td>Item #1</td>\n<td>Description</td>\n<td>Subtotal:</td>\n<td>$1.00</td>\n</tr>\n<tr>\n<td>Item #2</td>\n<td>Description</td>\n<td>Discount:</td>\n<td>$2.00</td>\n</tr>\n<tr>\n<td>Item #3</td>\n<td>Description</td>\n<td>Shipping:</td>\n<td>$3.00</td>\n</tr>\n<tr>\n<td>Item #4</td>\n<td>Description</td>\n<td>Tax:</td>\n<td>$4.00</td>\n</tr>\n<tr>\n<td><strong>All Items</strong></td>\n<td><strong>Description</strong></td>\n<td><strong>Your Total:</strong></td>\n<td><strong>$10.00</strong></td>\n</tr>\n</tbody>\n</table>\n[separator top="40" style="none"]\n\n</div>\n[separator top="60"]\n[title size="2"]Data Table Style 2[/title]\n<div class="table-2">\n<table width="100%">\n<thead>\n<tr>\n<th>Column 1</th>\n<th>Column 2</th>\n<th>Column 3</th>\n<th>Column 4</th>\n</tr>\n</thead>\n<tbody>\n<tr>\n<td>Item #1</td>\n<td>Description</td>\n<td>Subtotal:</td>\n<td>$1.00</td>\n</tr>\n<tr>\n<td>Item #2</td>\n<td>Description</td>\n<td>Discount:</td>\n<td>$2.00</td>\n</tr>\n<tr>\n<td>Item #3</td>\n<td>Description</td>\n<td>Shipping:</td>\n<td>$3.00</td>\n</tr>\n<tr>\n<td>Item #4</td>\n<td>Description</td>\n<td>Tax:</td>\n<td>$4.00</td>\n</tr>\n<tr>\n<td><strong>All Items</strong></td>\n<td><strong>Description</strong></td>\n<td><strong>Your Total:</strong></td>\n<td><strong>$10.00</strong></td>\n</tr>\n</tbody>\n</table>\n</div>\n[separator top="70"]\n\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Two responsive pricing table styles with 1-4 columns</li>\n <li>Select price, price currency, and payment time such as monthly or weekly</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Use with column shortcodes to control the width</li>\n <li>Unlimited tables and rows per page</li>\n</ul>\n[/checklist]\n[/one_half]', 'Pricing Tables', '', 'publish', 'open', 'closed', '', 'pricing-tables', '', '', '2013-05-24 20:59:10', '2013-05-24 20:59:10', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3741', 0, 'page', '', 0),
(3743, 1, '2013-05-24 20:59:35', '2013-05-24 20:59:35', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Avada''s promotion box is very versatile and has numerous meta options for easy customization. Insert a title, body copy and a button link for default, or customize it with adding a shadow, changing the background color, border size, border color and highlight position. Users can set custom links and link target for the button."][/tagline_box]\n\n[separator top="80"]\n\n[tagline_box backgroundcolor="#f6f6f6" shadow="no" border="0px" bordercolor="#f6f6f6" highlightposition="left" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="Purchase Now" title="These boxes are very customizable with numerous options to choose from!" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[separator top="-20"]\n\n[one_half last="no"][tagline_box backgroundcolor="#fff" shadow="no" border="3px" bordercolor="#ededed" highlightposition="right, left, top or bottom" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="Purchase Now" title="Promo boxes also work with 1-4 columns" description="These promo boxes are very flexible and have several options that can be set to customize it for your needs! Avada has some awesome features, premium sliders, unlimited colors, advanced theme options, light and dark version, multiple blog and portfolio layouts, 5 header designs, custom post options, tons of shortcodes and so much more!"][/tagline_box][/one_half]\n[one_half last="yes"][tagline_box backgroundcolor="#f6f6f6" shadow="no" border="1px" bordercolor="#f6f6f6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="This is a promo box in a one half column shortocde with no button displaying." description="These promo boxes are very flexible and have several options that can be set to customize it for your needs! Avada has some awesome features, premium sliders, unlimited colors, advanced theme options, light and dark version, multiple blog and portfolio layouts, 5 header designs, custom post options, tons of shortcodes and so much more!"][/tagline_box][/one_half]\n\n[separator top="-45"][separator top="-45"]\n\n[tagline_box backgroundcolor="#fff" shadow="yes" border="0px" bordercolor="#a0ce4e" highlightposition="left" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="This is a promo box with no shadow, no border, highlight position on left and with no description. But it has a very long title that keeps going and going. Good way to capture the viewers eye!" description=""][/tagline_box]\n\n[separator top="-20"]\n\n[tagline_box backgroundcolor="#f6f6f6" shadow="yes" border="0px" bordercolor="#f6f6f6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="Purchase Now" title="This is a promo box with a shadow, no border, highlight position on top, and no description. But has a long title that keeps going. Good for capturing viewers eyes!" description=""][/tagline_box]\n\n[separator top="-20"]\n\n[tagline_box backgroundcolor="#f6f6f6" shadow="no" border="0px" bordercolor="#f6f6f6" highlightposition="bottom" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="This is a promo box with no shadow or border, highlight position on the bottom and does not have a title but just a very long description that keeps going and going and going some more. These promo boxes are very flexible and have several options that can be set to customize it for your needs!"][/tagline_box]\n\n[separator top="-20"]\n\n[two_third last="no"][tagline_box backgroundcolor="#fff" shadow="no" border="1px" bordercolor="#ededed" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="Purchase!" title="This is a smaller promo box inside a column shortcode to control the width. And there is no description with it, just a headline and button!" description="And it has some awesome features, premium sliders, advanced theme options and much more!"][/tagline_box][/two_third]\n\n[one_third last="yes"][tagline_box backgroundcolor="#fff" shadow="no" border="1px" bordercolor="#ededed" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="This is a small promo box for your title and copy" description="And it has some awesome features so you can easily customize and stylize it!"][/tagline_box][/one_third]\n\n[separator top="-20"]\n\n[tagline_box backgroundcolor="#f6f6f6" shadow="yes" border="0px" bordercolor="#f6f6f6" highlightposition="right" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="Purchase Now" title="This is a promo box with a shadow, no border and highlight position on rightt" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[separator top="-20"]\n\n[tagline_box backgroundcolor="#fff" shadow="no" border="3px" bordercolor="#a0ce4e" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="This is a promo box with no shadow and a 3px border all the way around with a white background color and a very, very long title that keeps going and going and can be as long as you''d like!" description="These promo boxes are very flexible and have several options that can be set to customize it for your needs! Avada has some awesome features, premium sliders, unlimited colors, advanced theme options, light and dark version, multiple blog and portfolio layouts, 5 header designs and so much more!"][/tagline_box]\n\n[separator top="-20"]\n\n[tagline_box backgroundcolor="#fff" shadow="no" border="1px" bordercolor="#ededed" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="If You Need A Longer Button, No Problem!" title="This is a promo box with no shadow and 1px gray border." description="And it has some awesome features, premium sliders, advanced theme options and much more!"][/tagline_box]\n\n[separator top="40"]\n\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Promo Box with several meta options to control</li>\n <li>Background color, border size & color, highlight position, shadow</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Use with column shortcodes to control the width</li>\n <li>Use with or without a button, custom links with link target attribute</li>\n</ul>\n[/checklist]\n[/one_half]', 'Promotion Boxes', '', 'publish', 'open', 'closed', '', 'promotion-boxes', '', '', '2013-05-24 20:59:35', '2013-05-24 20:59:35', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3743', 0, 'page', '', 0),
(3745, 1, '2013-05-24 20:59:46', '2013-05-24 20:59:46', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Avada includes 3 different styles of recent work shortcodes that allow you to display your portfolio posts on any page you wish. Use a carousel, grid, or grid with excerpts. All styles can specify a certain category and number of posts. Both the grid and grid with excerpts can also use 1-4 columns and show filters."][/tagline_box]\n\n[separator top="80"]\n\n[title size="2"]Recent Work Carousel[/title][separator top="45"]\n[recent_works layout="carousel" filters="true" columns="4" cat_slug="" number_posts="10"][/recent_works]\n\n[separator top="110"]\n\n[title size="2"]Recent Work Grid[/title][separator top="45"]\n[recent_works layout="grid" filters="false" columns="3" cat_slug="" number_posts="6"][/recent_works]\n\n[separator top="110"]\n\n[title size="2"]Recent Work Grid With Filters[/title][separator top="45"]\n[recent_works layout="grid" filters="true" columns="4" cat_slug="" number_posts="8"][/recent_works]\n\n[separator top="110"]\n\n[title size="2"]Recent Work Grid With Excerpts[/title][separator top="45"]\n[recent_works layout="grid-with-excerpts" filters="false" columns="4" cat_slug="" number_posts="4"][/recent_works]\n\n[separator top="110"]\n\n[title size="2"]Recent Work Grid With Excerpts And Filters[/title][separator top="45"]\n[recent_works layout="grid-with-excerpts" filters="true" columns="3" cat_slug="" number_posts="3" excerpt_words="13"][/recent_works]\n\n[separator top="70"]\n\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>3 design styles; carousel, grid, grid with excerpts</li>\n <li>Use filters and set 1-4 column width with grid and grid with excerpt style</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Specify the number of posts, and the category for all styles</li>\n <li>Unlimited use per page</li>\n</ul>\n[/checklist]\n[/one_half]', 'Recent Work', '', 'publish', 'open', 'closed', '', 'recent-work', '', '', '2013-05-24 20:59:46', '2013-05-24 20:59:46', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3745', 0, 'page', '', 0),
(3747, 1, '2013-05-24 21:00:04', '2013-05-24 21:00:04', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Avada comes packaged with several shortcode designs to display your recent blog posts. And each style has several meta options that allow you to customize the shortcode; choose number of columns 1-4, number of posts, set a category, show or hide thumbnails, meta, excerpt, excerpt length and more! "][/tagline_box]\n\n[separator top="80"]\n\n[title size="2"]Recent News Default Style [/title]\n[recent_posts layout="default" columns="4" number_posts="4" cat_slug="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="15" strip_html="true"][/recent_posts]\n\n[separator top="60" style="none"]\n\n[title size="2"]Recent News Thumbnails On Side Style[/title]\n[recent_posts layout="thumbnails-on-side" columns="2" number_posts="4" cat_slug="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="13" strip_html="true"][/recent_posts]\n\n[separator top="60" style="none"]\n\n[title size="2"]Recent News Date On Side Style[/title]\n[recent_posts layout="date-on-side" columns="2" number_posts="4" cat_slug="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="27" strip_html="true"][/recent_posts]\n\n[separator top="60" style="none"]\n\n[title size="2"]Use Them In 1-4 Columns[/title]\n[recent_posts layout="default" columns="2" number_posts="2" cat_slug="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="35" strip_html="true"][/recent_posts]\n\n[title size="2"]Many Meta Options Like Excerpt Length, Category, Posts, Columns[/title]\n[one_half last="no"][recent_posts layout="thumbnails-on-side" columns="1" number_posts="3" cat_slug="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="61" strip_html="true"][/recent_posts][/one_half]\n\n[one_half last="yes"][recent_posts layout="date-on-side" columns="1" number_posts="3" cat_slug="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="61" strip_html="true"][/recent_posts][/one_half]\n\n[separator top="40"]\n\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Three awesome designs to choose from</li>\n <li>Works with all column sizes and unlimited use and posts</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Set columns, posts, category, thumbnails, title, meta, excerpt & length</li>\n <li>Perfect for using on any page you need to highlight your blog posts</li>\n</ul>\n[/checklist]\n[/one_half]', 'Recent Posts', '', 'publish', 'open', 'closed', '', 'recent-posts', '', '', '2013-05-24 21:00:04', '2013-05-24 21:00:04', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3747', 0, 'page', '', 0),
(3749, 1, '2013-05-24 21:00:17', '2013-05-24 21:00:17', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Avada includes 2 different styles of tabs; vertical or horizontal. Tabs are perfect for displaying a bunch of organized information in a small area. You can use any of the other shortcodes inside the tabs, insert images, icons, checklists and more, whatever you need to get your information to your viewer."][/tagline_box]\n\n[separator top="80"]\n\n[title size="2"]Horizontal Tabs[/title][separator top="45"]\n\n[tabs tab1="Service #1" tab2="Service #2" tab3="Service #3" tab4="Service #4" tab5="Service #5" tab6="Service #6" layout="horizontal"]\n[tab id=1]\n[fontawesome icon="random" circle="yes" size="large"] Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam est. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.\n[/tab]\n\n[tab id=2][fontawesome icon="magic" circle="yes" size="large"] Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerums facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam est. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni uns.\n[/tab]\n\n[tab id=3][fontawesome icon="desktop" circle="yes" size="large"] Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam est. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.\n<ul class="arrow">\n <li>Cras rutrum leo at odio volutpat donec fermentum porttitor nunc maecenas quis Etharums ser quidem rerum facilis</li>\n <li>Aenean faucibus sapien a odios suspendisse venenatis euismod cras dolores amets unsers fugiats.</li>\n</ul>\n[/tab]\n\n[tab id=4][fontawesome icon="magic" circle="yes" size="large"] Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerums facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam est. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni uns.\n[/tab]\n\n[tab id=5]\n[fontawesome icon="tint" circle="yes" size="large"] Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam est. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.\n<ul class="arrow">\n <li>Cras rutrum leo at odio volutpat donec fermentum porttitor nunc maecenas quis Etharums ser quidem rerum facilis</li>\n <li>Aenean faucibus sapien a odios suspendisse venenatis euismod cras dolores amets unsers fugiats.</li>\n</ul>\n[/tab]\n\n[tab id=6][fontawesome icon="thumbs-up" circle="yes" size="large"]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerums facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam est. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni uns.\n[/tab]\n[/tabs]\n\n[separator top="60"]\n\n[one_half last="no"]\n[title size="3"]Use Them With Columns[/title]\nLid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia.\n<ul class="arrow">\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Loaded with shortcodes so you can build amazing pages for your site</li>\n <li>Unlimited color options with a backed color picker, including the gradients</li>\n</ul>\n[/one_half]\n\n[one_half last="yes"]\n[tabs tab1="Tab Data #1" tab2="Tab Data #2" tab3="Tab Data #3"]\n\n[tab id=1]\n[fontawesome icon="random" circle="yes" size="large"]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips ameet quasi architecto beatae vitae dicta sunt explicabo.\n[/tab]\n[tab id=2]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips ameet quasi architecto beatae vitae dicta sunt explicabo. amets dolores.[/tab]\n[tab id=3]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. 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Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam est. Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.\n[/tab]\n\n[tab id=2][fontawesome icon="magic" circle="yes" size="large"] Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerums facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. 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Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.\n<ul class="arrow">\n <li>Cras rutrum leo at odio volutpat donec fermentum porttitor nunc maecenas quis Etharums ser quidem rerum facilis</li>\n <li>Aenean faucibus sapien a odios suspendisse venenatis euismod cras dolores amets unsers fugiats.</li>\n</ul>\n[/tab]\n\n[tab id=4][fontawesome icon="magic" circle="yes" size="large"] Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerums facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud neque porro quisquam Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, sed quia consequuntur magni dolores eos qui ratione voluptatem sequi nesciunt. 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Asunt in anim uis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla dolores ipsums fugiats voluptas amet uns.\n<ul class="arrow">\n <li>Cras rutrum leo at odio volutpat donec fermentum porttitor nunc maecenas quis Etharums ser quidem rerum facilis</li>\n <li>Aenean faucibus sapien a odios suspendisse venenatis euismod cras dolores amets unsers fugiats.</li>\n</ul>\n[/tab]\n\n[/tabs]\n\n[separator top="50"]\n\n[one_third last="no"]\n[title size="3"]Use Them With Columns[/title]\nLid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets.\n<ul class="arrow">\n <li>Fully responsive so your content looks great</li>\n <li>Loaded with lots of amazing shortcodes</li>\n <li>Unlimited color options via theme options</li>\n</ul>\n[/one_third]\n\n[two_third last="yes"]\n[tabs tab1="Tab Data #1" tab2="Tab Data #2" tab3="Tab Data #3" layout="vertical"]\n\n[tab id=1]\n[fontawesome icon="random" circle="yes" size="large"]Lid est laborum dolo rumes fugats untras. Etha rums ser quidem rerum facilis dolores nemis onis fugats vitaes nemo minima rerums unsers sadips amets. Ut enim ad minim veniam, quis nostrud Neque porro quisquam est, qui dolorem ipsum quia dolor sit amet, consectetur, adipisci amets uns. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips ameet quasi architecto beatae vitae dicta sunt explicabo.\n[/tab]\n[tab id=2]Lid est laborum dolo rumes fugats untras. 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(3751, 1, '2013-05-24 21:00:43', '2013-05-24 21:00:43', '[one_half last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="President & Founder" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enim.[/person]\n[/one_half]\n\n[one_half last="yes"]\n[person name="Jane Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="CEO" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enim.[/person]\n[/one_half]\n\n[separator top="30"]\n\n[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada includes multiple page layouts ready to use, just insert your content!" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[separator top="-10"]\n\n[title size="2"]Our Valuable Team Members[/title]\n[one_third last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enims sadips ipsums un.[/person]\n[/one_third]\n\n[one_third last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enims sadips ipsums un.[/person]\n[/one_third]\n\n[one_third last="yes"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enims sadips ipsums un.[/person]\n[/one_third]\n\n[separator top="40"]\n\n[one_third last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enims sadips ipsums un.[/person]\n[/one_third]\n\n[one_third last="no"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enims sadips ipsums un.[/person]\n[/one_third]\n\n[one_third last="yes"]\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. Nemo enims sadips ipsums un.[/person]\n[/one_third]', 'Team Members', '', 'publish', 'open', 'closed', '', 'meet-the-team-2', '', '', '2013-05-24 21:00:43', '2013-05-24 21:00:43', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3751', 0, 'page', '', 0),
(3754, 1, '2013-05-24 21:01:06', '2013-05-24 21:01:06', '[title size="2"]Latest Testimonials Slider[/title]\r\n[testimonials]\r\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager " link="#" target=""]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\r\n\r\n[testimonial name="Kevin Chan" gender="male" company="Key Account Manager" link="#" target=""]The facilitator is very knowledgeable on the subject matter. He could quote many real-life instances and examples to illustrate his points. Visual media was presented to facilitate learning. The facilitator made sure that everyone participated in the discussion sessions and activities. Time was well managed.[/testimonial]\r\n\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/testimonials]\r\n\r\n[separator top="40" style="none"]\r\n\r\n[title size="2"]More Testimonials[/title]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="20" style="none"]\r\n\r\n[two_third last="no"]\r\n[testimonial name="SK Tan" gender="male" company="Production Manager" link="#" target=""]Ravi, I must say, is a great co-coordinator in leadership programmes.\r\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Manager" gender="male" company="F&N" link="#" target=""]Excellent presenter managed to open our minds and look into different perspectives. Really valuable in developing managers to be a LEADER[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="20" style="none"]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Deputy Director" gender="male" company="MAMPU (Malaysian Administrative Modernisation & Manpower Planning Unit)" link="#" target=""]Trainer succeeded in enhancing my knowledge in various aspects of management improvements. Motivated, determined and always responsive to views, opinions and suggestions. He is very knowledgeable, skillful in giving talks, highly experienced and exposed to a wide range of management tools/practices.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Assistant Vice President" gender="male" company="Khazanah National Berhad (National Treasury)" link="#" target=""]Nicely structured, with a good mix of theory and practical to apply the theory learned. Knowledgeable instructor.[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="20" style="none"]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Senior Business Manager" gender="male" company="Jardine" link="#" target=""]It was brilliant. It actually opened up my mind further to try different approaches and most importantly to improve myself to help people improve.[/testimonial]\r\n[/one_third]', 'Testimonials', '', 'publish', 'open', 'closed', '', 'testimonials', '', '', '2013-06-29 08:49:56', '2013-06-29 08:49:56', '', 0, 'http://theme-fusion.com/avadaxml/?page_id=3754', 0, 'page', '', 0),
(3756, 1, '2013-05-24 21:01:19', '2013-05-24 21:01:19', '[tagline_box backgroundcolor="#fff" shadow="yes" border="1px" bordercolor="#e8e6e6" highlightposition="top" link="http://themeforest.net/user/ThemeFusion" linktarget="" button="" title="" description="Avada includes several short codes to help you with typography on your site. THere are headings, dropcaps, highlights, underline, block quotes, and lists. With these options you can ensure that the typography on your site is stylized and looks sharp."][/tagline_box]\n\n[three_fourth last="no"]\n[separator top="15"]\n[title size="2"]All Heading Sizes Can Be Used With Double Lines[/title]Lorem ipsum dolor sit amet, consectetur adipiscing elit. Pellentesque diam sem, hendrerit ut faucibus sit amet, bibendum vel lacus. Nunc molestie magna sed sapien ornare tempus. Curabitur venenatis ipsum nec ligula placerat sollicitudin. Curabitur sit amet magna quam. Praesent in libero vel turpis pellentesque egestas sit amet vel nunc. Nunc lobortis dui neque, quis accumsan dolor. Aenean aliquet dignissim semper. Maecenas ullamcorper est vitae sem ornare interdum. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Integer dolor diam, tincidunt ac euismod ac, sollicitudin varius ante. Pellentesque elementum commodo dolor sit amet semper. Nullam id massa a turpis bibendum tincidunt. Donec non augue id augue dignissim molestie elementum vitae velit. Quisque laoreet eleifend posuere. Mauris congue venenatis nisl ut varius. In posuere sem lorem, eu iaculis ante. Quisque eget turpis sem. Phasellus varius tempor tellus, imperdiet auctor urna commodo vel ger dolor diam, tincidunt ac euismod ac, sollicitudin varius ante sadips ipsums dolores sits.\n[/three_fourth]\n\n[one_fourth last="yes"]\n<h1>H1 Heading</h1>\n<h2>H2 Heading</h2>\n<h3>H3 Heading</h3>\n<h4>H4 Heading</h4>\n<h5>H5 Heading</h5>\n<h6>H6 Heading</h6>\n[/one_fourth]\n\n[separator top="50"]\n\n[title size="2"]Text Tooltips[/title]\nPraesent in libero vel turpis pellentesque egestas sit amet vel nunc. [tooltip title="This Is A Tooltip!"]Hover over this text for Tooltip![/tooltip] Nunc lobortis dui neque, quis accumsan dolor. Aenean aliquet dignissim semper. Maecenas ullamcorper est vitae sem ornare interdum. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Integer dolor diam, tincidunt ac euismod ac, sollicitudin varius ante. Pellentesque elementum commodo dolor sit amet semper. Nullam id massa a turpis bibendum tincidunt. Donec non augue id augue dignissim molestie. 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(3870, 1, '2013-05-21 15:13:19', '2013-05-21 15:13:19', 'Private Forum test desc here', 'Private Forum test', '', 'private', 'closed', 'closed', '', 'private-forum-test', '', '', '2013-05-21 15:13:19', '2013-05-21 15:13:19', '', 0, 'http://invictusleader.com/home/?post_type=forum&p=3870', 0, 'forum', '', 0),
(3892, 1, '2010-08-31 17:40:07', '2010-08-31 17:40:07', '\r\n<p style="text-align: justify; ">\r\n The current complex, continually changing, ever challenging domestic, international, transnational, and global economic, ecological, political, cultural and social environments couples with the threats of terrorism and natural disasters require exceptional organizational leadership. Success on the battlefield - military or business - requires timely collaborative tactical and strategic win-win asset allocation and alignment with flawless execution. Balancing multiple competing demands - most especially customer, employee and shareholder satisfaction - within the context of finite resources in the business of the day. What are the requisite competencies and capabilities for executive success in this environment?</p>\r\n<p style="text-align: justify; ">\r\n <strong>Who and Why should you attend?</strong></p>\r\n<p style="text-align: justify; ">\r\n This senior management training seminar is designed for CEO’s General Managers, Senior Managers and Entrepreneurs who wish to broaden their experience and skills in private or public sector business by learning a practical framework, with superior methods. This could be called just a “CEO Boot Camp”, but the ones we have seen are so much less, because they are mainly anecdotal, not complete blueprints for success.</p>\r\n<p style="text-align: justify; ">\r\n This executive level management seminar is an investment to your abilities and skills that will last a lifetime and can literally generate millions in extra profits for you/or your company. If you are a CEO, or want to be a CEO, or a General Manager, of a growth business or a service sector for the public, or if you are thinking of launching a company, this will be the best investment you will ever make.</p>\r\n<p style="text-align: justify; ">\r\n You will learn practical “How To” techniques that will build any business faster and more profitable. This executive management training seminar will also help you design, launch and improve any new products or businesses by broadening our executive skills and becoming more fluent in the business areas you are not an expert in today.</p>', 'Leadership Mastery for High Performance Leaders', '<p style="text-align: justify; ">\r\n <strong>The Key Driver of Growth, Profitability, Performance and Competitive Advantage</strong></p>\r\n<p style="text-align: justify; ">\r\n <em>“You must be the change you wish to see in the world.” - Mahatma <span data-scayt_word="Gandhii" data-scaytid="1">Gandhii</span></em></p>\r\n<p style="text-align: justify; ">\r\n Today’s leaders navigate a world that’s undergoing continuous change. As the landscape changes, so do the tools needed for leaders to harness that change and improve organizational and individual performance. We appreciate the impact that talented leaders can have on business and society as a whole, and we dedicate significant resources to attract, develop and retain talented employees.</p>\r\n', 'trash', 'open', 'open', '', 'leadership-mastery-for-high-performance-leaders', '', '', '2013-06-28 11:25:49', '2013-06-28 11:25:49', '', 0, 'http://invictusleader.com/home/?p=3892', 8, 'post', '', 0),
(3893, 1, '2010-08-31 17:42:43', '2010-08-31 17:42:43', '\r\n<p style="text-align: justify; ">\r\n Long-term corporate success is linked to the ability to innovate. Although corporate investment in improvements to existing products and processes does bring growth, it is new game changing breakthroughs that will launch company into new markets, enable rapid growth, and create high return on investment.<br />\r\n <br />\r\n So what separates extraordinary leaders from proponents of the status-quo? They break the rules except, not in an arbitrary or capricious way. To start, there is a declaration of what the future will be. There is also a purpose, something to stand for. And finally, there is clearly articulated commitment. This is the <span data-scayt_word="programme" data-scaytid="3">programme</span> that makes the difference.<br />\r\n <br />\r\n <strong>Who should attend and Why YOU should attend</strong><br />\r\n <br />\r\n Big Think Leadership Innovation Strategy is designed for senior executives and entrepreneurs who have significant input into the technology and innovation strategy of their organizations. Participants should play a key role within their organizations. Participants should play a key role within their organizations that gives them the ability and the perspective to look up and down the value chain to appraise strategic technology options wherever they arise.<br />\r\n <br />\r\n Managers and leaders who will take away the greatest value from the Big Think Leadership Innovation Strategy:</p>\r\n<ul>\r\n <li style="text-align: justify; ">\r\n CEOs, <span data-scayt_word="COOs" data-scaytid="5">COOs</span>, <span data-scayt_word="CIOs" data-scaytid="6">CIOs</span>, GMs, <span data-scayt_word="HODs" data-scaytid="7">HODs</span> and senior executives in charge of innovation or new business development;</li>\r\n <li style="text-align: justify; ">\r\n <span data-scayt_word="CTOs" data-scaytid="8">CTOs</span>, R&D directors, other senior executives and entrepreneurs who are responsible for technology, R&D and supply-chain strategy, especially where coordinated technology development issues are essential;</li>\r\n <li style="text-align: justify; ">\r\n Teams charged with planning and implementing innovation or value chain strategy.</li>\r\n</ul>', 'Big Think Leadership Innovation Strategy for Managers & Leaders ', '<p style="text-align: justify; ">\r\n <strong>The Key Driver of Growth, Profitability, Performance and Competitive Advantage</strong><br />\r\n <br />\r\n <em> “If you want to succeed, you have to forge new paths and avoid borrowed ones.” - John Rockefeller</em><br />\r\n <br />\r\n Is it possible for a leader or manager to create a new future for an organization? A big part of a leader or manager’s job is to do just that. Yet, many companies don’t invent the future. They maintain the status-quo. As a result, they become casualties of the economy or worse, the competition. Inventing the future requires one to rock the boat. Only by rocking the boat can a company create highly innovative products and services or achieve significant cost-cutting measures.</p>\r\n', 'trash', 'open', 'open', '', 'big-think-leadership-innovation-strategy-for-managers-a-leaders', '', '', '2013-06-28 11:25:49', '2013-06-28 11:25:49', '', 0, 'http://invictusleader.com/home/?p=3893', 7, 'post', '', 0),
(3894, 1, '2010-08-31 17:50:54', '2010-08-31 17:50:54', '\r\n<p style="text-align: justify; ">\r\n As with all core business processes, innovation needs to be linked to strategy and the business planning process. Innovation that is not aligned to business strategy runs the risk of diverting key resources and damaging the focus of an organization. Innovation activities MUST be driven by strategy and current business imperatives.<br />\r\n <br />\r\n Creating a culture of continuous innovation requires leadership and commitment from the Board and senior management teams (<span data-scayt_word="SMTs" data-scaytid="3">SMTs</span>). This is a MUST - a necessary prerequisite for success. It also requires agents of innovation and innovation teams across the organization, champions who will assist a project manager with the implementation and tracking of ideas, innovations and changes.<br />\r\n <br />\r\n Only by embracing innovation leadership will be able to compete on a world stage and be successful in a truly global economy.<br />\r\n <br />\r\n <strong>Who should attend and Why YOU should attend </strong><br />\r\n <br />\r\n Innovation is often about small, incremental changes to products, services and processes. It involves all managers in every department from Finance to Customer Service. It should be planned and managed as a core business covering all parts of a business. It needs to be integrated into the business at both strategic and operational levels. It is the core business skills and process for the <span data-scayt_word="21st" data-scaytid="4">21st</span> century.<br />\r\n <br />\r\n Research has indicated that one of the most important factors in installing an innovation culture within any company is having leaders and teams with ability and commitment. Senior managers need to understand the strategic direction and how innovation can help. They also need to be able to motivate others.</p>', 'Management Innovation Leadership for Managers', '<p style="text-align: justify; ">\r\n <strong>The Key Driver of Growth, Profitability, Performance and Competitive Advantage</strong><br />\r\n <br />\r\n <em> “Those that live by the sword will be shot by those that don’t.” - Gary <span data-scayt_word="Hamel" data-scaytid="6">Hamel</span></em><br />\r\n <br />\r\n Innovation is the core business of the <span data-scayt_word="21st" data-scaytid="2">21st</span> century. In order to not only compete and grow but to survive in a global economy, business must innovate. To date, innovation has been approached in a piecemeal fashion. But businesses can no longer compete on a world stage on price alone.</p>\r\n', 'trash', 'open', 'open', '', 'applied-leadership-innovation-management-for-managers', '', '', '2013-06-28 11:25:49', '2013-06-28 11:25:49', '', 0, 'http://invictusleader.com/home/?p=3894', 6, 'post', '', 0),
(3895, 1, '2010-08-31 17:54:11', '2010-08-31 17:54:11', '\r\n<p style="text-align: justify; ">\r\n Coaching, Influencing and Mentoring are vital elements in any person’s growth because guidance is the utmost factor behind anybody’s success; hence, proper guidance and support from quality experts and experienced people will definitely help people to move ahead in their profession of choice.<br />\r\n <br />\r\n Influence is the capacity of having an effect on someone, or something. In organizations, it is the <strong>power of producing results through others</strong>. The success of your project - and the course of your career - depends on your ability to influence people to get things done.<br />\r\n <br />\r\n The potential within people is immense - what is needed is support and guidance. Organizations are finally realizing what we have known since the <span data-scayt_word="Vedic" data-scaytid="1">Vedic</span> Age: the value of the coach and mentor and the importance of this unique fulfilling relationship that can change the future of both and also that of the organization.<br />\r\n <br />\r\n <strong>Who should attend and Why YOU should attend </strong><br />\r\n <br />\r\n Consider these important leadership questions:</p>\r\n<ul>\r\n <li style="text-align: justify; ">\r\n How much potential do you see untapped in your organization?</li>\r\n <li style="text-align: justify; ">\r\n Want your leaders to be more effective coaches and mentors?</li>\r\n <li style="text-align: justify; ">\r\n Would you like to develop your next set of leaders internally, rather than having to hire outside your organization?</li>\r\n</ul>\r\n<p style="text-align: justify; ">\r\n <br />\r\n The answers to these questions lie within you and within the people of your organization. You have the raw materials. It takes coaches, mentoring and leadership influence to bring these things out - to unleash the potential!</p>', 'Lead like a Coach, Think like a Mentor and Influence like a Leader', '<p style="text-align: justify; ">\r\n <strong>The Key Driver of Growth, Profitability, Performance and Competitive Advantage</strong><br />\r\n <br />\r\n <em>“I don’t look to jump over 7-foot bars. I look around for 1-foot bars that I can step over.”- Warren Buffett</em><br />\r\n <br />\r\n Success is attributed great significance in recent times, and our careers are weighed against the success we are able to achieve in our chosen field. This is the era of competitiveness and thus, it is our due responsibility to be prepared for our jobs and duties even if we are fresh in the field.</p>\r\n', 'trash', 'open', 'open', '', 'lead-coach-think-mentor-influeance-leader', '', '', '2013-06-28 11:25:49', '2013-06-28 11:25:49', '', 0, 'http://invictusleader.com/home/?p=3895', 5, 'post', '', 0);
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(3896, 1, '2010-09-04 13:37:24', '2010-09-04 13:37:24', '<h2>\r\n Web Site Terms and Conditions of Use</h2>\r\n<p>\r\n </p>\r\n<h3>\r\n 1. Terms</h3>\r\n<p style="padding-left: 30px;">\r\n By accessing this web site, you are agreeing to be bound by these web site Terms and Conditions of Use, all applicable laws and regulations, and agree that you are responsible for compliance with any applicable local laws. If you do not agree with any of these terms, you are prohibited from using or accessing this site. The materials contained in this web site are protected by applicable copyright and trade mark law.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 2. Use License</h3>\r\n<ol style="padding-left: 60px;" type="a">\r\n <li>\r\n Permission is granted to temporarily download one copy of the materials (information or software) on InvictusLeader's web site for personal, non-commercial transitory viewing only. This is the grant of a license, not a transfer of title, and under this license you may not:\r\n <ol type="i">\r\n <li>\r\n modify or copy the materials;</li>\r\n <li>\r\n use the materials for any commercial purpose, or for any public display (commercial or non-commercial);</li>\r\n <li>\r\n attempt to decompile or reverse engineer any software contained on InvictusLeader's web site;</li>\r\n <li>\r\n remove any copyright or other proprietary notations from the materials; or</li>\r\n <li>\r\n transfer the materials to another person or "mirror" the materials on any other server.</li>\r\n </ol>\r\n </li>\r\n <li>\r\n This license shall automatically terminate if you violate any of these restrictions and may be terminated by InvictusLeader at any time. Upon terminating your viewing of these materials or upon the termination of this license, you must destroy any downloaded materials in your possession whether in electronic or printed format.</li>\r\n</ol>\r\n<p>\r\n </p>\r\n<h3>\r\n 3. Disclaimer</h3>\r\n<p style="padding-left: 30px;">\r\n The materials on InvictusLeader's web site are provided "as is". InvictusLeader makes no warranties, expressed or implied, and hereby disclaims and negates all other warranties, including without limitation, implied warranties or conditions of merchantability, fitness for a particular purpose, or non-infringement of intellectual property or other violation of rights. Further, InvictusLeader does not warrant or make any representations concerning the accuracy, likely results, or reliability of the use of the materials on its Internet web site or otherwise relating to such materials or on any sites linked to this site.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 4. Limitations</h3>\r\n<p style="padding-left: 30px;">\r\n In no event shall InvictusLeader or its suppliers be liable for any damages (including, without limitation, damages for loss of data or profit, or due to business interruption,) arising out of the use or inability to use the materials on InvictusLeader's Internet site, even if InvictusLeader or a InvictusLeader authorized representative has been notified orally or in writing of the possibility of such damage. Because some jurisdictions do not allow limitations on implied warranties, or limitations of liability for consequential or incidental damages, these limitations may not apply to you.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 5. Revisions and Errata</h3>\r\n<p style="padding-left: 30px;">\r\n The materials appearing on InvictusLeader's web site could include technical, typographical, or photographic errors. InvictusLeader does not warrant that any of the materials on its web site are accurate, complete, or current. InvictusLeader may make changes to the materials contained on its web site at any time without notice. InvictusLeader does not, however, make any commitment to update the materials.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 6. Links</h3>\r\n<p style="padding-left: 30px;">\r\n InvictusLeader has not reviewed all of the sites linked to its Internet web site and is not responsible for the contents of any such linked site. The inclusion of any link does not imply endorsement by InvictusLeader of the site. Use of any such linked web site is at the user's own risk.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 7. Site Terms of Use Modifications</h3>\r\n<p style="padding-left: 30px;">\r\n InvictusLeader may revise these terms of use for its web site at any time without notice. By using this web site you are agreeing to be bound by the then current version of these Terms and Conditions of Use.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 8. Governing Law</h3>\r\n<p style="padding-left: 30px;">\r\n Any claim relating to InvictusLeader's web site shall be governed by the laws of Malaysia without regard to its conflict of law provisions.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h2>\r\n Privacy Policy</h2>\r\n<p style="padding-left: 30px;">\r\n Your privacy is very important to us. Accordingly, we have developed this Policy in order for you to understand how we collect, use, communicate and disclose and make use of personal information. The following outlines our privacy policy.</p>\r\n<ul style="padding-left: 60px;">\r\n <li>\r\n Before or at the time of collecting personal information, we will identify the purposes for which information is being collected.</li>\r\n <li>\r\n We will collect and use of personal information solely with the objective of fulfilling those purposes specified by us and for other compatible purposes, unless we obtain the consent of the individual concerned or as required by law.</li>\r\n <li>\r\n We will only retain personal information as long as necessary for the fulfillment of those purposes.</li>\r\n <li>\r\n We will collect personal information by lawful and fair means and, where appropriate, with the knowledge or consent of the individual concerned.</li>\r\n <li>\r\n Personal data should be relevant to the purposes for which it is to be used, and, to the extent necessary for those purposes, should be accurate, complete, and up-to-date.</li>\r\n <li>\r\n We will protect personal information by reasonable security safeguards against loss or theft, as well as unauthorized access, disclosure, copying, use or modification.</li>\r\n <li>\r\n We will make readily available to customers information about our policies and practices relating to the management of personal information.</li>\r\n</ul>\r\n<p style="padding-left: 30px;">\r\n We are committed to conducting our business in accordance with these principles in order to ensure that the confidentiality of personal information is protected and maintained.</p>', 'Terms of Service', '', 'trash', 'open', 'open', '', 'terms-of-service', '', '', '2013-06-28 11:25:49', '2013-06-28 11:25:49', '', 0, 'http://invictusleader.com/home/?p=3896', 1, 'post', '', 0),
(3897, 1, '2010-11-14 04:10:17', '2010-11-14 04:10:17', '<table border="0" cellpadding="2" cellspacing="0" class="caltbl" style="font-size: 9pt; border: 1px solid gray; border-collapse: collapse;" width="100%">\r\n <tbody>\r\n <tr style="background-color: navy; color: white;">\r\n <th align="center" colspan="14" style="border: 1px solid gray;">\r\n 2011</th>\r\n <th align="center" style="border: 1px solid gray;">\r\n Fees</th>\r\n </tr>\r\n <tr style="background-color: navy; color: white;">\r\n <th align="left" style="border: 1px solid gray;">\r\n Program</th>\r\n <th align="right" style="border: 1px solid gray;">\r\n Dur.</th>\r\n <th style="border: 1px solid gray;">\r\n Jan</th>\r\n <th style="border: 1px solid gray;">\r\n Feb</th>\r\n <th style="border: 1px solid gray;">\r\n Mar</th>\r\n <th style="border: 1px solid gray;">\r\n Apr</th>\r\n <th style="border: 1px solid gray;">\r\n May</th>\r\n <th style="border: 1px solid gray;">\r\n Jun</th>\r\n <th style="border: 1px solid gray;">\r\n Jul</th>\r\n <th style="border: 1px solid gray;">\r\n Aug</th>\r\n <th style="border: 1px solid gray;">\r\n Sep</th>\r\n <th style="border: 1px solid gray;">\r\n Oct</th>\r\n <th style="border: 1px solid gray;">\r\n Nov</th>\r\n <th style="border: 1px solid gray;">\r\n Dec</th>\r\n <th align="right" style="border: 1px solid gray;">\r\n (SG)</th>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="height: 5px;">\r\n </td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="font-size: 140%; background-color: rgb(39, 121, 180); color: white;">\r\n <b>LEADERSHIP & MANAGEMENT</b></td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="15" style="height: 5px;">\r\n </td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Management Innovation Leadership<br />\r\n for Managers</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 16-18</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 15-17</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 12-14</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Lead Like A Coach Think Like A<br />\r\n Mentor & Influence Like A Leader</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 23-25</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 13-15</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 9-11</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Big Think Transformational Leadership<br />\r\n Strategy for Leaders</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 20-22</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 24-26</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 7-9</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Leadership Mastery for High<br />\r\n Performance Leaders</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 11-13</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 21-23</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="15" style="height: 5px;">\r\n </td>\r\n </tr>\r\n </tbody>\r\n</table>\r\n<p>\r\n Note: Dates are subject to change by Invictus Global *****Terms and Conditions Apply</p>\r\n<table align="right" bgcolor="white" border="0" cellpadding="5" cellspacing="0" width="420">\r\n <tbody>\r\n <tr>\r\n <td align="right">\r\n <table border="0" cellpadding="0" cellspacing="0" width="400">\r\n <tbody>\r\n <tr>\r\n <td>\r\n <a href="http://www.astd.org/"><img border="0" src="http://www.invictusleader.com/home/images/logos/astd.org_n.jpg" /></a></td>\r\n <td>\r\n <a href="http://www.pmi.org/"><img border="0" src="http://www.invictusleader.com/home/images/logos/pmi.org_n.jpg" /></a></td>\r\n <td>\r\n <a href="http://www.profilesinternational.com/"><img border="0" src="http://www.invictusleader.com/home/images/logos/profiles_intl_n.jpg" /></a></td>\r\n </tr>\r\n </tbody>\r\n </table>\r\n <table border="0" cellpadding="0" cellspacing="0" style="padding: 3px;" width="400">\r\n <tbody>\r\n <tr>\r\n <td align="right">\r\n <img border="0" src="http://www.invictusleader.com/home/images/logos/davisndean_n.jpg" /></td>\r\n <td style="width: 10px;">\r\n </td>\r\n <td align="left">\r\n <img border="0" src="http://www.invictusleader.com/home/images/logos/flightsim_n.jpg" /></td>\r\n </tr>\r\n </tbody>\r\n </table>\r\n </td>\r\n </tr>\r\n </tbody>\r\n</table>', 'Singapore Training Calendar 2011', '', 'trash', 'open', 'open', '', 'singapore-training-calendar-2011', '', '', '2013-06-28 11:25:49', '2013-06-28 11:25:49', '', 0, 'http://invictusleader.com/home/?p=3897', 12, 'post', '', 0),
(3898, 1, '2010-11-14 04:10:17', '2010-11-14 04:10:17', '<table border="0" cellpadding="2" cellspacing="0" class="caltbl" style="font-size: 9pt; border: 1px solid gray; border-collapse: collapse;" width="100%">\r\n <tbody>\r\n <tr style="background-color: navy; color: white;">\r\n <th align="center" colspan="14" style="border: 1px solid gray;">\r\n 2011</th>\r\n <th align="center" colspan="2" style="border: 1px solid gray;">\r\n Fees</th>\r\n </tr>\r\n <tr style="background-color: navy; color: white;">\r\n <th align="left" style="border: 1px solid gray;">\r\n Program</th>\r\n <th align="right" style="border: 1px solid gray;">\r\n Dur.</th>\r\n <th style="border: 1px solid gray;">\r\n Jan</th>\r\n <th style="border: 1px solid gray;">\r\n Feb</th>\r\n <th style="border: 1px solid gray;">\r\n Mar</th>\r\n <th style="border: 1px solid gray;">\r\n Apr</th>\r\n <th style="border: 1px solid gray;">\r\n May</th>\r\n <th style="border: 1px solid gray;">\r\n Jun</th>\r\n <th style="border: 1px solid gray;">\r\n Jul</th>\r\n <th style="border: 1px solid gray;">\r\n Aug</th>\r\n <th style="border: 1px solid gray;">\r\n Sep</th>\r\n <th style="border: 1px solid gray;">\r\n Oct</th>\r\n <th style="border: 1px solid gray;">\r\n Nov</th>\r\n <th style="border: 1px solid gray;">\r\n Dec</th>\r\n <th align="right" style="border: 1px solid gray;">\r\n (RM)</th>\r\n <th align="right" style="border: 1px solid gray;">\r\n (SG)</th>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="height: 5px;">\r\n </td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="font-size: 140%; background-color: rgb(39, 121, 180); color: white;">\r\n <b>LEADERSHIP & MANAGEMENT</b></td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="height: 5px;">\r\n </td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Management Innovation Leadership<br />\r\n for Managers</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 21-23</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 23-25</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 8-10</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 14-16</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Lead Like A Coach Think Like A<br />\r\n Mentor & Influence Like A Leader</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 14-16</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 20-22</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 12-14</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 12-14</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Big Think Transformational Leadership<br />\r\n Strategy for Leaders</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 21-23</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 18-20</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 21-23</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Leadership Mastery for High<br />\r\n Performance Leaders</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 9-11</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 11-13</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 13-15</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 15-17</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 17-19</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 19-21</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="height: 5px;">\r\n </td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="font-size: 140%; background-color: rgb(39, 121, 180); color: white;">\r\n <b>PROJECT MANAGEMENT</b></td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="height: 5px;">\r\n </td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Project Management 101</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 21-23</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 18-20</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 20-22</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 15-17</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 24-26</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 12-14</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 16009</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 900</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n PMP Exam Preparation Bootcamp</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 5</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 25-29</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 22-26</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 19-23</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1500</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Managing By Projects</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 14-16</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 11-13</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 14-16</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 5000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2500</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Leading High Performing Project Teams</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 9-10</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 12-13</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 4000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2000</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Program Management</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 21-22</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 18-19</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 21-22</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 4000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2000</td>\r\n </tr>\r\n </tbody>\r\n</table>\r\n<p>\r\n Note: Dates are subject to change by Invictus Global *****Terms and Conditions Apply</p>\r\n<p>\r\n </p>\r\n<div align="right" style="width: 420px;">\r\n <table bgcolor="white" border="0" cellpadding="5" cellspacing="0">\r\n <tbody>\r\n <tr>\r\n <td align="right">\r\n <table border="0" cellpadding="0" cellspacing="0" width="400">\r\n <tbody>\r\n <tr>\r\n <td>\r\n <a href="http://www.astd.org/"><img border="0" src="http://www.invictusleader.com/home/images/logos/astd.org_n.jpg" /></a></td>\r\n <td>\r\n <a href="http://www.pmi.org/"><img border="0" src="http://www.invictusleader.com/home/images/logos/pmi.org_n.jpg" /></a></td>\r\n <td>\r\n <a href="http://www.profilesinternational.com/"><img border="0" src="http://www.invictusleader.com/home/images/logos/profiles_intl_n.jpg" /></a></td>\r\n </tr>\r\n </tbody>\r\n </table>\r\n <table border="0" cellpadding="0" cellspacing="0" style="padding: 3px;" width="400">\r\n <tbody>\r\n <tr>\r\n <td align="right">\r\n <img border="0" src="http://www.invictusleader.com/home/images/logos/davisndean_n.jpg" /></td>\r\n <td style="width: 10px;">\r\n </td>\r\n <td align="left">\r\n <img border="0" src="http://www.invictusleader.com/home/images/logos/flightsim_n.jpg" /></td>\r\n </tr>\r\n </tbody>\r\n </table>\r\n </td>\r\n </tr>\r\n </tbody>\r\n </table>\r\n</div>', 'Malaysia Training Calendar 2011', '', 'trash', 'open', 'open', '', 'malaysia-training-calendar-2011', '', '', '2013-06-28 11:25:49', '2013-06-28 11:25:49', '', 0, 'http://invictusleader.com/home/?p=3898', 10, 'post', '', 0),
(3899, 1, '2011-04-29 10:16:11', '2011-04-29 10:16:11', '\r\n<p style="text-align: justify">\r\n Leadership is said to be everything and nothing. It is everything because it can be found everywhere in organizations, not just at the top. Leadership is everything because it is infused in all that we do; it is not sacred. You may not have a title or a team to be a leader. Each individual <span data-scayt_word="behaviour" data-scaytid="2">behaviour</span> has leadership implications. Because leadership is based on action, it emerges as a function of participation and interaction.<br />\r\n <br />\r\n Given this description, how can leadership be nothing? Leadership is nothing in the sense that it seems impossible to define completely. Decades of scientific study have yet to yield a single definition that fully captures the nature of leadership, much less articulate a definitive approach to developing it. Perhaps it is impossible to define leadership in words, but we agree that we know it when we see it.<br />\r\n <br />\r\n Colin Powell, retired Secretary of State and Chairman, Joint Chiefs of Staff, once said:<br />\r\n <br />\r\n “Leadership is the art of accomplishing more than the science of management says is possible.”<br />\r\n <br />\r\n As leaders, we need to improve our effectiveness. Effective leaders need to articulate vivid, over-arching goals and values, which we use to drive daily <span data-scayt_word="behaviours" data-scaytid="3">behaviours</span> and choices among competing alternatives. Our visions and priorities need to be lean and compelling, not cluttered and buzzword-laden. Our decisions need to be crisp and clear, not tentative and ambiguous. They need to convey an unwavering firmness and consistency in our actions, aligned with the future picture they paint. The result: clarity of purpose, credibility of leadership, and integrity in organization.<br />\r\n <br />\r\n Are you that kind of leader? For more information <a href="http://invictusleader.com/home/?p=3900">click here</a>.</p>', 'Take Charge Leadership - The Mark of the Lion ', '<p style="text-align: justify;">\r\n <img alt="alt" src="images/stories/motl_article2_small.jpg" style="margin-left: 12px; margin-right: 12px; margin-top: 5px; margin-bottom: 5px; float: left; width: 121px; height: 160px; " />Leadership is like a cancer cell. It exists in all of our bodies. Thanks to the presence of Natural Killer (<span data-scayt_word="NK" data-scaytid="1">NK</span>) cells that diligently patrol our system, these cells are prevented from mutating into dangerous cancerous growth. But once the trigger or the dangerous cancer is activated through a catalyst, it just mutates as dangerous growth. It is the same with leadership. Something will ignite or trigger our senses and our leadership cells gets ignited. Leadership is within all of us. We call it <strong>Take Charge Leadership – Mark of the Lion</strong>.</p>\r\n', 'trash', 'open', 'open', '', 'the-mark-of-the-lion', '', '', '2013-06-28 11:25:49', '2013-06-28 11:25:49', '', 0, 'http://invictusleader.com/home/?p=3899', 4, 'post', '', 0),
(3900, 1, '2011-04-29 10:24:54', '2011-04-29 10:24:54', '<h2>\r\n Leadership Presence</h2>\r\n<p>\r\n Today’s leaders navigate a world that is undergoing continuous change. As the landscape changes, so do the tools needed for leaders to harness that change and improve organisational and individual performance. We appreciate the impact that talented leaders can have on business and society as a whole and we dedicate significant resources to attract, develop and retain talented employees.<br />\r\n <br />\r\n The current complex, continually changing, ever challenging domestic, international, transnational, and global economic, ecological, political, cultural, and social environments couples with the threats of terrorism and natural disasters require exceptional organisational leadership. Success on the battlefield - military or business - requires timely collaborative tactical and strategic win-win asset allocation and alignment with flawless execution.<br />\r\n <br />\r\n Balancing multiple competing demands -- most especially customer, employee and shareholder satisfaction -- within the context of finite resources in the business of the day. What are the requisite competencies and capabilities for executive success in this environment?<br />\r\n <br />\r\n </p>\r\n<h2>\r\n Methodology</h2>\r\n<p>\r\n The learning methodology is based on the following philosophy:<br />\r\n <br />\r\n <strong><span style="color:#ff0000;">Tell me and I will forget. Show me and I may remember. Involve me and I will understand….</span></strong></p>\r\n<p style="text-align: right;">\r\n <strong><span style="color: rgb(255, 0, 0);">Confucius</span></strong></p>\r\n<p>\r\n </p>\r\n<h2>\r\n Leadership Learning Objectives</h2>\r\n<p>\r\n You will be exposed to variety of leadership skills and approaches but asked to visualize and determine your own definition of effective leadership. If you learn to lead with vision and inspiration while demonstrating effective interpersonal skills, you can expect to:</p>\r\n<ul>\r\n <li>\r\n Lead from deeper sense of self</li>\r\n <li>\r\n Build deeper connections to others</li>\r\n <li>\r\n Achieve greater organizational and personal results</li>\r\n</ul>\r\n<p>\r\n Ethics are so vital to effective leadership is that there is an implicit, often unstated, expectation from people that their <strong>leaders engage in ethical decision making</strong>. Leaders are the role-models-in-chief for ethical decision making in organizations – they have profound influence on how individuals value and appreciate ethics. In this program we tackle the idea of ethics and how leaders influence the ethical decision making of those around them.<br />\r\n <br />\r\n You will learn what EQ really means; how effective leaders understand and use it to better themselves, others, and the workplace; and how you can develop your own EQ. Equip yourself with a huge advantage as a leader<br />\r\n <br />\r\n </p>\r\n<h2>\r\n Leadership Learning Outcome</h2>\r\n<p>\r\n You will:</p>\r\n<ul>\r\n <li>\r\n Get the perspectives and skills to develop into more effective, authentic leaders who can lead high-performance teams;</li>\r\n <li>\r\n Learn best practices in collaborative planning, creative visioning, and visual communication;</li>\r\n <li>\r\n Gain new ideas and values to infuse into your culture;</li>\r\n <li>\r\n Experience greater cohesion, teamwork, productivity, and communication in their teams;</li>\r\n <li>\r\n Gain the necessary skills to help lead the roll out of a collaborative strategic planning or change management program</li>\r\n</ul>\r\n<p>\r\n <br />\r\n </p>\r\n<h2>\r\n Leadership Practical Competence;</h2>\r\n<ul>\r\n <li>\r\n You will develop a comprehensive set of practical skills and tools to rely on through leadership practice.</li>\r\n <li>\r\n You will learn how to communicate effectively in order to develop relationships, manage conflicts, and work across differences</li>\r\n <li>\r\n You will learn the skills to engage in conflict productively and work toward conflict resolution<br />\r\n </li>\r\n</ul>\r\n<h2>\r\n Pre-work</h2>\r\n<p>\r\n The pre-course work is based on a reading assignment that encourages you to examine how well prepared you are to lead others. The reading assignment is followed by a few questions that ask you to reflect on the reading in terms of your own situation. The intent of this reading assignment is two-fold. First, by reading this article as pre-course work you are afforded some time to think about the topic of leadership prior to attending the course. Second, reading in order to foster continuous learning is a key strategy for individuals who desire to improve their leadership skills throughout their career, no matter what type of business or endeavour they pursue. <br />\r\n </p>\r\n<h2>\r\n Some of the Tools, Workbooks & Simulation Used In The Program</h2>\r\n<h3>\r\n 1. What’s My Style</h3>\r\n<p>\r\n <img alt="" src="images/stories/whats-my-style-cover.jpg" style="width: 114px; height: 152px; margin: 3px; border-width: 0px; border-style: solid; float: left;" />What’s My Style is a personality style assessment for management development training. Individuals identify personality style, improve their people skills, learn how personality drives behavior and improve interpersonal interactions.<br />\r\n <br />\r\n What makes people act the way they do? There’s much debate about what drives human behavior. But one thing is certain – research proves that personality plays a major role in how we act when given complete freedom to do so.</p>\r\n<p>\r\n <br clear="all" />\r\n <strong>Learning Outcomes</strong></p>\r\n<ul>\r\n <li>\r\n Pinpoint one of four style preferences</li>\r\n <li>\r\n Discover how style affects behavior</li>\r\n <li>\r\n Recognize the strengths and weaknesses of each style</li>\r\n <li>\r\n Learn how to interact with different styles</li>\r\n</ul>\r\n<p>\r\n </p>\r\n<h3>\r\n 2. Leadership Courage Workbook</h3>\r\n<p>\r\n <img alt="" src="images/stories/leadership-crge-cvr.jpg" style="width: 129px; height: 148px; border-width: 0px; border-style: solid; margin: 3px; float: left;" />We have high and often conflicting expectations of leaders. Be reasonable but passionate. Decisive but inclusive.Visionary but explicit. Powerful but humble. Add to that emotionally intelligent, caring, impartial, people-oriented, and of course, profit-driven. The list is so long that it often leaves leaders scratching their heads, thinking: how am I supposed to be all of these things at once?</p>\r\n<p>\r\n The answer is courage. It's what enables a leader to face tough times and step up to the plate. It is what gives leadership its backbone.</p>\r\n<br clear="all" />\r\n<p>\r\n <strong>Learning Outcomes</strong></p>\r\n<ul>\r\n <li>\r\n Understand the impact fear has on personal and organizational performance</li>\r\n <li>\r\n Identify which of the three types of courage one uses most often</li>\r\n <li>\r\n Learn about three types of courage and when (and how) to use each</li>\r\n <li>\r\n Discover two distinct ways of leading that inspire more courageous behavior</li>\r\n <li>\r\n Find opportunities to apply courage frequently</li>\r\n</ul>\r\n<p>\r\n </p>\r\n<h3>\r\n 3. Leadership Unlimited Profile Workbook</h3>\r\n<p>\r\n <img alt="" src="images/stories/leadership-unlimited-profil.jpg" style="width: 132px; height: 171px; border-width: 0px; border-style: solid; margin: 3px; float: right;" />The business pages of the world’s newspapers are filled with stories about managers and executives who suddenly self destruct. Individuals who were once considered to be successful ultimately fail, either ending up in a dead-end career or let go by their once seemingly loyal organization. This phenomenon is called Derailment. Just as a train falls off of its tracks, this breakdown is never intentional, and it almost always causes considerable damage. The good news is that derailment can be predicted – and even prevented – when managers are given the right resources. Based on more than 20 years of research, it provides specific, targeted feedback on those behaviors that severely limit effectiveness, including:</p>\r\n<ul>\r\n <li>\r\n Organizing Behavior</li>\r\n <li>\r\n Relationship Behavior</li>\r\n <li>\r\n Learning Initiatives Behavior</li>\r\n <li>\r\n Emotional Behavior</li>\r\n <li>\r\n Career Management Behavior</li>\r\n</ul>\r\n<p>\r\n <br />\r\n The assessment serves as an “early warning” tool by providing quick insights into the critical areas of performance, identifies the skills sets needed to reach the next level, and establishes benchmarks to help people take charge of their development.<br />\r\n <br />\r\n <strong>Learning Outcomes</strong></p>\r\n<ul>\r\n <li>\r\n Measure five key career behaviors and 12 scales of behaviors</li>\r\n <li>\r\n Understand the management skills needed to maintain and ensure success</li>\r\n <li>\r\n Learn how to predict problems that can cause career derailment</li>\r\n <li>\r\n Pinpoint development needs to avoid derailment</li>\r\n <li>\r\n How to develop and align critical competencies</li>\r\n <li>\r\n Identify Career Accelerators, Neutralizers, and Blockers</li>\r\n <li>\r\n Create an individual personal development plan</li>\r\n</ul>\r\n<h3>\r\n <br />\r\n 4. Leadout Simulations</h3>\r\n<p>\r\n <img alt="" src="images/stories/leadout-sim-cover.jpg" style="width: 190px; height: 141px; border-width: 0px; border-style: solid; margin: 3px; float: left;" />Welcome to Leadout: An Experience in Leadership, an intense and exciting simulation that uses a real-life business scenario to drive home the importance of core leadership and team behaviors. Rooted in the theories developed by top management experts, the challenge is for teams to make quality decisions while confronting typical organizational issues. Never before has there been a more positive way to distill best practices in planning, decision making, communication, conflict resolution, and interpersonal relationships.</p>\r\n<p>\r\n The simulation goes beyond just fun. It offers real learning, through the use of midpoint reflection, discussion questions, and a Force Field Analysis exercise.</p>\r\n<br clear="all" />\r\n<h3>\r\n 5. MARS Surface Rover Leadership Game</h3>\r\n<p>\r\n <img alt="" src="images/stories/mars-rover-game.jpg" style="width: 304px; height: 214px; border-width: 0px; border-style: solid; margin: 3px; float: right;" /></p>\r\n<p>\r\n This hands-on activity allows participants to see the damaging consequences of traditional and passive leadership styles and experience the benefits of facilitative leadership. This exercise is based upon six skills:</p>\r\n<ul>\r\n <li>\r\n Communication</li>\r\n <li>\r\n Thinking</li>\r\n <li>\r\n Administration</li>\r\n <li>\r\n Influence</li>\r\n <li>\r\n Interpersonal</li>\r\n <li>\r\n Change Management</li>\r\n</ul>\r\n<p>\r\n <br />\r\n <strong>Learning Outcomes:</strong></p>\r\n<ul>\r\n <li>\r\n Understand the benefits of facilitative leadership</li>\r\n <li>\r\n Discover the drawbacks of traditional and passive styles of leadership</li>\r\n <li>\r\n Recognize the balance between too much and too little authority</li>\r\n</ul>\r\n<h2>\r\n </h2>\r\n<h2>\r\n Target Audience</h2>\r\n<p>\r\n Choosing to lead is one of the most rewarding decisions you may ever make. But it’s not about you. Yes, you will bring your unique and much needed gifts to the world, but not for your own sake. Your job is to use your gifts to help others express, make known and fulfilltheir potential. Influencing others with a purpose, a calling, and with opportunities they never imagined they had.<br />\r\n <br />\r\n Leadership, It’s a mindset of service. It’s a mindset of continual learning. It’s a mindset of growth.<br />\r\n <br />\r\n <strong>The single biggest truth of leadership is that by building leadership of others we are building ours.</strong><br />\r\n <br />\r\n That doesn’t come naturally to us, but it’s your call, if you want to be a leader. It's your journey.</p>\r\n<p>\r\n </p>\r\n<h2>\r\n <a href="index.php?option=com_courseman&view=category&cid=1&Itemid=70">Click here</a> to book a place now!</h2>\r\n<h2>\r\n </h2>\r\n<h3>\r\n Suggested Reading List</h3>\r\n<ol>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0316346624" target="_blank" title="Buy this in our bookstore">Tipping Point by Malcolm Gladwell</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0316010669" target="_blank" title="Buy this in our bookstore">Blink by MalcolmGladwell</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0316017922" target="_blank" title="Buy this in our bookstore">Outliers by Malcolm Gladwell</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0316076201" target="_blank" title="Buy this in our bookstore">Who the Dog Saw by Malcolm Gladwell</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0553378589" target="_blank" title="Buy this in our bookstore">Working with Emotional Intelligence by Daniel Coleman</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/1594484805" target="_blank" title="Buy this in our bookstore">Drive by Daniel H Pink</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0470633549" target="_blank" title="Buy this in our bookstore">The Truth About Leadership by Kouzes and Posner</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0446556084" target="_blank" title="Buy this in our bookstore">Good Boss, Bad Boss by Robert I.Sutton</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0385516304" target="_blank" title="Buy this in our bookstore">Presence by Peter Senge, C. Scharmer</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0066620996" target="_blank" title="Buy this in our bookstore">Good to Great by Jim Collins</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0787996327" target="_blank" title="Buy this in our bookstore">The Riddle by Andrew Razeghi</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/1422103218" target="_blank" title="Buy this in our bookstore">Big Think by Bernd H Schmitt</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/031236198X" target="_blank" title="Buy this in our bookstore">Our Iceberg Is Melting by John Kotter</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0714843377" target="_blank" title="Buy this in our bookstore">It’s Not How Good You Are, It’s How Good You Want To Be, by Paul Arden</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0751533815" target="_blank" title="Buy this in our bookstore">The New Leaders by Daniel Goleman</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/1401301304" target="_blank" title="Buy this in our bookstore">What You Got You Here Won’t Get You There</a></li>\r\n</ol>\r\n<p>\r\n </p>\r\n<p>\r\n <img align="left" alt="" src="images/stories/leadership-courage-cvr.jpg" /></p>', 'The Mark of the Lion - Course Details', '', 'trash', 'open', 'open', '', 'the-mark-of-the-lion-course-details', '', '', '2013-06-28 11:25:49', '2013-06-28 11:25:49', '', 0, 'http://invictusleader.com/home/?p=3900', 3, 'post', '', 0),
(3901, 1, '2011-05-26 03:18:28', '2011-05-26 03:18:28', '<p>\r\n <strong>Payment Details</strong></p>\r\n<p>\r\n Invoice(s) will be issued upon receipt of registration form(s). Full payment MUST be made at least 15 days before the program.<br />\r\n <br />\r\n <strong>Cancellation and Substitution Policy</strong></p>\r\n<p>\r\n The client may substitute participant for another if the registered participant is unable to attend the program.</p>\r\n<p>\r\n Cancellation must be in writing and subject to the following conditions:</p>\r\n<ol>\r\n <li>\r\n Cancellation received and acknowledged by Invictus Leader over 14 days prior to commencement of program is entitled to a refund of 50% of the registration fee;</li>\r\n <li>\r\n Cancellation received and acknowledged by Invictus Leader less than or equal to 14 days prior to commencement of program or no show at the day of program, full fee will be applicable. </li>\r\n</ol>\r\n<p>\r\n <strong>Disclaimer</strong><br />\r\n Invictus Leader Sdn Bhd reserves the rights to amend and/or postpone and/or cancel the program without prior notice to the participant(s).</p>\r\n<p>\r\n <strong>Note: </strong>Certificate will be given upon completion of the program<a href="http://www.invictusleader.com/home/files/forms/Mark-of-the-Lion_Registration_Form.pdf" target="_blank"><br />\r\n <br />\r\n Click here to download the registration form</a></p>', 'The Mark of the Lion - Offline Payment', '', 'trash', 'open', 'open', '', 'the-mark-of-the-lion-offline-payment', '', '', '2013-06-28 11:25:49', '2013-06-28 11:25:49', '', 0, 'http://invictusleader.com/home/?p=3901', 11, 'post', '', 0);
INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(3902, 1, '2011-05-28 05:54:58', '2011-05-28 05:54:58', '<div style="margin-left: 120px; ">\r\n </div>\r\n<div style="margin-left: 160px; ">\r\n <em><strong><span data-scayt_word="INVICTUS" data-scaytid="1">INVICTUS</span></strong>*</em></div>\r\n<div>\r\n </div>\r\n<div style="margin-left: 80px; ">\r\n <em>…..It matters not how strait the gate,<br />\r\n How charged with punishments the scroll,<br />\r\n I am the master of my fate:<br />\r\n I am the captain of my soul.</em></div>\r\n<div style="margin-left: 80px; ">\r\n </div>\r\n<div style="margin-left: 80px; ">\r\n ~ William Ernest Henley, 1875</div>\r\n<div style="margin-left: 80px; ">\r\n </div>\r\n<div style="margin-left: 80px; ">\r\n </div>\r\n<div style="margin-left: 80px; ">\r\n *<span data-scayt_word="invictus" data-scaytid="2">invictus</span> (Latin): unconquerable, undefeated</div>\r\n<div style="margin-left: 80px; ">\r\n <span style="font-size:9px;"> Source: http://www.wordinfo.info/words/index/<span data-scayt_word="inf" data-scaytid="3">inf</span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Who We Are</strong></div>\r\n<div>\r\n High achieving leaders in today’s world of unprecedented change and uncertainty have to remain relevant as they strive to renew and reinvent themselves constantly to keep abreast of the hectic pace. Leaders know how lonely it can be at the top and how difficult it is to stay on the cutting edge, not just for a season but for the long term.</div>\r\n<div>\r\n </div>\r\n<div>\r\n Whether you are a CEO, MD, GM, head of department, manager, entrepreneur or even a leader without a title, we can work with you to become your trusted thought partner in your success.</div>\r\n<div>\r\n </div>\r\n<div>\r\n We challenge you to think, behave and act in ways that you may have never dared explore before, whether due to insecurity, ignorance or inertia. We realize that many corporate executives lack the opportunity for genuine expression and constructive feedback simply because of the political systems, insular mindsets and anachronistic traditions that have taken root in their organizations. We intervene professionally to break these shackles before they mortally stifle the organization’s lifeblood.</div>\r\n<div>\r\n </div>\r\n<div>\r\n Our clients grow as emotionally intelligent leaders by understanding and developing their unique purpose, strengths and brand attributes on a much deeper level. We help them embark on their inner journey of self-discovery and self-development, whilst ensuring that they deliver the results expected of them as successful leaders and professionals.</div>\r\n<div>\r\n </div>\r\n<div>\r\n Our team is qualified and experienced in applying many of the leading profiling tools available, constantly drawing out your best attributes and greatest potential to help you become a self-directed leader who can in turn raise other leaders.</div>\r\n<div>\r\n </div>\r\n<div>\r\n We <strong><span style="color:#0066cc;">lead</span>, <span style="color:#ff0000;">innovate</span>, <span style="color:#006400;">coach</span></strong>. <strong>We develop leaders…and leaders develop leaders</strong>.</div>\r\n<div>\r\n </div>\r\n<div>\r\n We are <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="5">INVICTUS</span></span> <span style="color:#0066cc;">LEADER</span></strong>.</div>', 'About us', '', 'trash', 'open', 'open', '', 'about-us', '', '', '2013-06-28 11:25:49', '2013-06-28 11:25:49', '', 0, 'http://invictusleader.com/home/?p=3902', 11, 'post', '', 0),
(3903, 1, '2011-05-28 05:58:01', '2011-05-28 05:58:01', '<p>\r\n List of government sector clients</p>', 'Our Clients - Government Sector', '', 'trash', 'open', 'open', '', 'our-clients-government-sector', '', '', '2013-06-28 11:25:48', '2013-06-28 11:25:48', '', 0, 'http://invictusleader.com/home/?p=3903', 10, 'post', '', 0),
(3904, 1, '2011-05-28 05:58:47', '2011-05-28 05:58:47', '<p>\r\n List of Private Sector clients</p>', 'Our Clients - Private Sector', '', 'trash', 'open', 'open', '', 'our-clients-private-sector', '', '', '2013-06-28 11:25:48', '2013-06-28 11:25:48', '', 0, 'http://invictusleader.com/home/?p=3904', 9, 'post', '', 0),
(3905, 1, '2011-05-28 05:59:17', '2011-05-28 05:59:17', '<p>\r\n List of GLCs</p>', 'Our Clients - Government Linked Companies', '', 'trash', 'open', 'open', '', 'our-clients-government-linked-companies', '', '', '2013-06-28 11:25:48', '2013-06-28 11:25:48', '', 0, 'http://invictusleader.com/home/?p=3905', 8, 'post', '', 0),
(3906, 1, '2011-05-28 06:00:06', '2011-05-28 06:00:06', '<p>\r\n <img alt="" src="images/banners/profiles_logo_200px.png" style="width: 200px; height: 64px; float: left; margin-left: 5px; margin-right: 5px;" />Profiles International is the world leader in selecting and developing high-performance <span data-scayt_word="workforces" data-scaytid="2">workforces</span> through innovative human resource management solutions. We offer a comprehensive suite of employment assessments that help companies gain a competitive advantage by selecting, hiring, retaining and developing great talent.</p>\r\n<p>\r\n </p>\r\n<p>\r\n </p>\r\n<p>\r\n <img alt="" src="images/logos/corp-coach-u_logo.jpg" style="width: 200px; height: 76px; float: right; margin-left: 5px; margin-right: 5px;" /></p>\r\n<p>\r\n Corporate Coach U is the largest provider of customized, cutting-edge coach education, products, and services for the business market worldwide. <span data-scayt_word="CCU" data-scaytid="3">CCU</span> has trained over 16,000 corporate and organizational managers and consultants through its Coaching Clinic® and Manager as Coach product. The Advanced Coaching Program™ (<span data-scayt_word="ACP™" data-scaytid="4">ACP™</span>) meets the academic requirements for becoming an Associate Certified Coach (ACC), Professional Certified Coach (<span data-scayt_word="PCC" data-scaytid="5">PCC</span>) or Master Certified Coach (<span data-scayt_word="MCC" data-scaytid="6">MCC</span>) through the International Coach Federation (<span data-scayt_word="ICF" data-scaytid="7">ICF</span>).</p>\r\n<p>\r\n </p>\r\n<p>\r\n <img alt="" src="images/logos/colexecoach_logo.jpg" style="width: 200px; height: 140px; float: left; margin-left: 5px; margin-right: 5px;" />College of Executive Coaching, the leader in coach training for professionals with graduate degrees. The College of Executive Coaching is an International Coach Federation Accredited Coach Training Program with fifteen <span data-scayt_word="Ph.D" data-scaytid="1">Ph.D</span>. level faculty.</p>\r\n<p>\r\n </p>\r\n<p>\r\n </p>\r\n<p>\r\n </p>\r\n<p>\r\n </p>\r\n<p>\r\n <img alt="" src="images/logos/flightsim_logo.jpg" style="width: 200px; height: 72px; float: right; margin-left: 5px; margin-right: 5px;" />In the same way pilots are trained in flight simulators, we immerse project managers in relevant, realistic re-creations of their workplace, inundating them with hundreds of simultaneous, multi-dimensional dilemmas that real-world project managers face, and add the urgency and intensity of a compressing time line.</p>', 'Partners & Licensed Trainers', '', 'trash', 'open', 'open', '', 'our-partners', '', '', '2013-06-28 11:25:48', '2013-06-28 11:25:48', '', 0, 'http://invictusleader.com/home/?p=3906', 7, 'post', '', 0),
(3907, 1, '2011-06-11 18:13:02', '2011-06-11 18:13:02', '<p>\r\n Description of the team</p>', 'Our Team', '', 'trash', 'open', 'open', '', 'our-team', '', '', '2013-06-28 11:25:48', '2013-06-28 11:25:48', '', 0, 'http://invictusleader.com/home/?p=3907', 6, 'post', '', 0),
(3908, 1, '2011-06-11 18:17:00', '2011-06-11 18:17:00', '<p>\r\n List of current clients</p>', 'Our Clients - Current', '', 'trash', 'open', 'open', '', 'our-clients-current', '', '', '2013-06-28 11:25:48', '2013-06-28 11:25:48', '', 0, 'http://invictusleader.com/home/?p=3908', 4, 'post', '', 0),
(3909, 1, '2011-06-11 18:38:35', '2011-06-11 18:38:35', '<h2>\r\n Your Business Leadership Needs</h2>\r\n<table border="0" cellpadding="5" cellspacing="0" style="border: 1px solid #404040; border-collapse: collapse;" width="100%">\r\n <tbody>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n INDIVIDUAL LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n EMERGING LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n MID-LEVEL LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n SENIOR LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n EXECUTIVE LEADERS</td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="5" style="border:1px solid #404040; border-collapse: collapse; background-color:#ffcd2f;">\r\n Developing Leadership Relationships Through Interpersonal Skills</td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="3" style="border:1px solid #404040; border-collapse: collapse; background-color:#92d050;">\r\n <a href="http://invictusleader.com/home/?p=3899">Take Charge Leadership – Mark of the Lion</a></td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="2" style="border:1px solid #404040; border-collapse: collapse; background-color:#b2a1c7;">\r\n <a href="http://invictusleader.com/home/?p=3893">Big Think Transformational Leadership Strategy for Leaders</a></td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="5" style="border:1px solid #404040; border-collapse: collapse; background-color:#fabf8f;">\r\n Leadership Alignment Coaching</td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="2" style="border:1px solid #404040; border-collapse: collapse; background-color:#d99594;">\r\n <a href="http://invictusleader.com/home/?p=3895">Lead like a Coach, Think like a Mentor and Influence like a Leader</a></td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="4" style="border:1px solid #404040; border-collapse: collapse; background-color:#c4bc96;">\r\n <a href="http://invictusleader.com/home/?p=3892">Leadership Mastery for High Performance Leaders</a></td>\r\n </tr>\r\n <tr>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="3" style="border:1px solid #404040; border-collapse: collapse; background-color:#bfbfbf;">\r\n Management Innovation Leadership for Managers</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n </tr>\r\n </tbody>\r\n</table>\r\n<p>\r\n </p>\r\n<h3>\r\n Leadership Levels</h3>\r\n<ol>\r\n <li>\r\n <strong>Individual Leaders</strong> may not have positional authority or a formal leadership role, but these people are expected to perform, contribute and influence in a leader-like manner. </li>\r\n <li>\r\n <strong>Emerging Leaders</strong> are at an early-stage in their careers. They have been identified for their leadership potential and aspirations.</li>\r\n <li>\r\n <strong>Mid-Level Leaders</strong> are typically mid-level managers making the transition from tactical to strategic leadership. Their focus is shifting beyond functional responsibilities to the overall organizational issues.</li>\r\n <li>\r\n <strong>Senior Leaders</strong> manage divisions or business units. In addition to their operational responsibilities, they are responsible for enterprise-wide opportunities and challenges.</li>\r\n <li>\r\n <strong>Executive Leaders</strong> operate at the strategic level of the business. They are responsible for crafting and executing your organization’s business model.<br />\r\n </li>\r\n</ol>', 'Leadership', '', 'trash', 'open', 'open', '', 'services-leadership', '', '', '2013-06-28 11:25:48', '2013-06-28 11:25:48', '', 0, 'http://invictusleader.com/home/?p=3909', 5, 'post', '', 0),
(3910, 1, '2011-06-11 18:53:52', '2011-06-11 18:53:52', '<h2>\r\n Why Leadership Coaching?</h2>\r\n<p>\r\n Leaders of today need a collaborative approach to be effective in the workplace. Leadership Coaching is an important way to help executive team members develop leadership skills to build stronger relationships with each other, and to more skillfully develop their direct reports. This commitment starts with an in-depth awareness of one’s behavior and how it impacts others in the organization.</p>\r\n<h3>\r\n What is Leadership Alignment Coaching?</h3>\r\n<p>\r\n <strong>Workshop</strong></p>\r\n<ol>\r\n <li>\r\n Leadership Alignment Coaching</li>\r\n <li>\r\n Lead like a Coach, Think like a Mentor and Influence like a Leader<br />\r\n </li>\r\n</ol>', 'Coaching', '', 'trash', 'open', 'open', '', 'services-coaching', '', '', '2013-06-28 11:25:48', '2013-06-28 11:25:48', '', 0, 'http://invictusleader.com/home/?p=3910', 4, 'post', '', 0),
(3911, 1, '2011-06-11 18:59:08', '2011-06-11 18:59:08', '<ul>\r\n <li>\r\n Project Management\r\n <ul>\r\n <li>\r\n Workshop\r\n <ul>\r\n <li>\r\n Project Management 101</li>\r\n <li>\r\n PMP Certification Exam Preparation Boot Camp</li>\r\n <li>\r\n Managing by Project Simulation</li>\r\n <li>\r\n Leading High Performing Project Teams Simulation</li>\r\n <li>\r\n Program Management Simulation</li>\r\n </ul>\r\n </li>\r\n </ul>\r\n </li>\r\n <li>\r\n Business Analysis<br />\r\n </li>\r\n</ul>', 'Business Process', '', 'trash', 'open', 'open', '', 'services-business-process', '', '', '2013-06-28 11:25:41', '2013-06-28 11:25:41', '', 0, 'http://invictusleader.com/home/?p=3911', 3, 'post', '', 0),
(3912, 1, '2011-06-11 19:02:25', '2011-06-11 19:02:25', '<p>\r\n In today's competitive environment staying ahead in business means staying ahead in technology. Regardless of your industry, technology enhancements play a huge part in growing your business, improving productivity, and as a result, delivering more revenue to the bottom line.</p>\r\n<p>\r\n We offer a comprehensive array of strategic business software solutions designed to meet the most challenging and complex requirements of today’s global economy. Our technology solutions help achieve immediate, significant returns and enable successful and sustained growth.</p>\r\n<p>\r\n Understanding that each engagement is unique, IL offers professional services and IT solutions across a wide range of software applications and implementation delivery. IL's high-end consulting services include software development, enterprise application integration, as well as, legacy system maintenance and enhancements. With expertise across platforms and technologies, IL can implement solutions across a wide spectrum of product lines and industries.<br />\r\n </p>', 'Business Technology & Systems', '', 'trash', 'open', 'open', '', 'services-technology-systems', '', '', '2013-06-28 11:25:41', '2013-06-28 11:25:41', '', 0, 'http://invictusleader.com/home/?p=3912', 2, 'post', '', 0),
(3913, 1, '2011-06-11 19:04:21', '2011-06-11 19:04:21', '<ul>\r\n <li>\r\n Train the Trainer</li>\r\n <li>\r\n Customised Workshops</li>\r\n <li>\r\n Assessments</li>\r\n <li>\r\n Books</li>\r\n</ul>', 'Corporate Services', '', 'trash', 'open', 'open', '', 'services-corporate', '', '', '2013-06-28 11:25:41', '2013-06-28 11:25:41', '', 0, 'http://invictusleader.com/home/?p=3913', 1, 'post', '', 0),
(3914, 1, '2011-06-15 11:42:27', '2011-06-15 11:42:27', '<p>\r\n Developing Leadership Relationships Through Interpersonal Skills</p>', 'Developing Leadership Relationships Through Interpersonal Skills', '', 'trash', 'open', 'open', '', 'developing-leadership-relationships-through-interpersonal-skills', '', '', '2013-06-28 11:25:41', '2013-06-28 11:25:41', '', 0, 'http://invictusleader.com/home/?p=3914', 2, 'post', '', 0),
(3915, 1, '2011-07-24 14:06:21', '2011-07-24 14:06:21', '\r\n<p style="text-align: justify; ">\r\n However, it would be erroneous to associate the concept of project management with engineering and construction, as in reality the usage of project management transcends industry. For example, the United States based non-profit organization Project Management Institute (PMI) defines a project as "any <span data-scayt_word="endeavour" data-scaytid="5">endeavour</span> in which human, material and financial resources are organized, in a novel way, to undertake a unique scope of work, of a given specification, within the constraints of cost and time, so as to achieve a beneficial change defined by quantitative and qualitative objectives." Project management can be applied to most organizational activity, including human resource, costing, marketing, information technology, management, administration, communication and leadership.</p>\r\n<p style="text-align: justify; ">\r\n This being so, it is not hard to see how the success of an organization can easily be affected by poor project management. Projects run into problems for a number of reasons: a lack of clear objectives, poor organizational design, informal communication methods, and inadequate structured planning and control methods. For example, a project manager often seldom has the authority to command resources as required and must negotiate with functional managers for their cooperation. Due to the importance of project management of the overall success of a project, it is imperative that companies only engage the most competent project managers to run their projects.</p>\r\n<h3 style="text-align: justify; ">\r\n The Malaysian Scenario</h3>\r\n<p style="text-align: justify; ">\r\n Project management is not new to Malaysia, however its advanced application to broader organizational activity is not prevalent.</p>\r\n<p style="text-align: justify; ">\r\n A small number of organizations have attempted to assimilate project management in their business processes. The majority are either unaware of contemporary project management techniques or are unable to adopt them because of a lack of expertise or resources. This situation needs immediate remedial action, if Malaysia is to achieve the goals laid out in Vision 2020.</p>\r\n<p style="text-align: justify; ">\r\n In Malaysia today, there is no shortage of projects. There is however a chronic shortage project managers trained to internationally recognized levels of certification. The demand for computer literate, professional project managers is so great that companies are busily poaching these professionals from each other to cope with their own demand. But this approach does little to solve the current shortage of project management skills.</p>\r\n<hr class="system-pagebreak" title="How do we overcome this vacuum?" />\r\n<h3 style="text-align: justify; ">\r\n How do we overcome this vacuum?</h3>\r\n<p style="text-align: justify; ">\r\n The adoption of broad training <span data-scayt_word="programmes" data-scaytid="6">programmes</span> designed to develop competencies, knowledge and skills to international levels is a starting point. These training programs need to be aligned to an internationally recognized standard and lead to international certification for those who seek to make project management their pathway to advancement.</p>\r\n<p style="text-align: justify; ">\r\n Many global organizations have adopted the Project Management Institute’s (PMI) project management body of knowledge (<span data-scayt_word="PMBOK" data-scaytid="8">PMBOK</span>®) as their recognized standard of “best practice” in project management. The PMI undertake the professional certification of project managers (<span data-scayt_word="PMP" data-scaytid="9">PMP</span>®). Malaysian organizations need to take a lead from these international organizations and embrace the <span data-scayt_word="PMP" data-scaytid="10">PMP</span>® certification as a marque of excellence in project management. More importantly, Malaysian organizations need to recognize that excellence in project management is a key strategy in achieving competitiveness and sustainability in the global economy.</p>\r\n<h3 style="text-align: justify; ">\r\n Training Project Managers is only part of the answer</h3>\r\n<p style="text-align: justify; ">\r\n Organizations that have achieved this excellence in project management have adopted a broader solution than the training of an elite few. Their training <span data-scayt_word="programmes" data-scaytid="7">programmes</span> address all roles associated with project management, from project team members to senior managers and in so doing have been able to permanently change the culture within the organization and have adopted a “management by projects” approach.</p>\r\n<p style="text-align: justify; ">\r\n These successful organizations have introduced organization wide standards and procedures, based upon the PMI’s <span data-scayt_word="PMBOK" data-scaytid="12">PMBOK</span> that are applied across all projects. The training programs they have adopted support the uptake of these new ways of operation. They have also introduced technology across the organization to support the application of these new processes. In short, their leaders have created an environment for successful projects and in doing so, have established themselves as leaders in their fields.</p>\r\n<h3 style="text-align: justify; ">\r\n Getting Started</h3>\r\n<p style="text-align: justify; ">\r\n The change from a functionally orientated organization to one with more project orientation is not an overnight event, it may take several years, but along the way there are many incremental gains that will sustain the continued investment in this strategy. No organization is without some competency in project management. A good starting point therefore is to baseline the current level of project management maturity within your organization. This assessment will enable the development of a series of measurable integrated steps for improving project performance and advancement towards the goal of excellence in project management.</p>', 'Project Management in Malaysia', '<p style="text-align: justify; ">\r\n What do the Kuala Lumpur Commonwealth Games, <span data-scayt_word="Petronas" data-scaytid="1">Petronas</span> Twin Tower, Kuala Lumpur City Center (<span data-scayt_word="KLCC" data-scaytid="2">KLCC</span>), <span data-scayt_word="Sepang" data-scaytid="3">Sepang</span> <span data-scayt_word="F1" data-scaytid="4">F1</span> circuit, Kuala Lumpur International Airport and many more successful projects have in common?</p>\r\n<p style="text-align: justify; ">\r\n Answer: <strong>Project Management.</strong></p>\r\n', 'trash', 'open', 'open', '', 'project-management-in-malaysia', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=3915', 13, 'post', '', 0),
(3916, 1, '2011-07-24 16:51:33', '2011-07-24 16:51:33', '\r\n<h3>\r\n <span style="text-align: justify; ">The Need for Leadership</span></h3>\r\n<p style="text-align: justify; ">\r\n As the new millennium begins, the world continues to undergo change. Throughout history change has occurred; however, the present rapidness of change is staggering by comparison to just a decade ago. In just the last several years, we have seen rapid growth in information technology, biotechnology and the expansion of the Internet, providing almost unlimited access to information. Companies have rapidly risen to prominence through new technology. Their financial and personnel growth has been phenomenal. Other more traditional companies have faltered or had to make radical adjustments to the way they conduct business or make decisions. Companies and organizations have had to reinvent themselves to survive or be gobbled up in the merger mania. Competition has become global and very aggressive. Fortunes are made and lost based upon the performance of small groups of people. Growth is being experienced in practically in all disciplines. Change is all about us. Organizations, companies and groups of people must have effective leadership to survive.</p>\r\n<h3 style="text-align: justify; ">\r\n Reflections on Leadership</h3>\r\n<p style="text-align: justify; ">\r\n Historically, senior management has not seen the link between people and bottom line business results. Annual reports are prepared with sentiments such as ‘people are our most important asset’ or that ‘people are our source of competitive advantage,’ but many of these same organizations are reluctant to spend time, money and energy on <span data-scayt_word="programmes" data-scaytid="1">programmes</span> that will help people to perform and contribute to their optimum level. Companies which would not in their wildest dreams allow a major piece of capital equipment to go without repair, maintenance or upgrading allow their people assets to rust and deteriorate in their performance. The problem is neither dishonesty nor malicious, evil disregard for people. The problem is the failure to see the link between people and business results. It is based on a misguided view that ‘strategy’ or ‘process’ is more important than people.</p>\r\n<p style="text-align: justify; ">\r\n What do you think it is that makes a company truly successful? Is it leaders, technology, products, strategy? It can be argued that any company’s business success is a function of all of those factors (and others) working in concert. But in my opinion, the single most important foundation stone of business success today is leadership – especially <em>visionary</em> leadership.</p>\r\n<p style="text-align: justify; ">\r\n Unfortunately, many companies are hobbled by a lack of visionary leadership and the effective process tools that they can use to enhance their critical leadership competency. Executives today face some tough challenges – more complex and demanding than ever. Global forces, e-business, shifts in industry partnerships as well as evolving global networks and alliances challenge both your leadership style and personal insight. When was the last time you had a tune-up of your leadership practices?</p>\r\n<p style="text-align: justify; ">\r\n And finally don’t follow the antiquated notion that only top executives can be leaders. <strong>Leadership should occur at all levels.</strong></p>', 'A Road To Leadership', '<p style="text-align: justify; ">\r\n The formula of life: we are born, we mature, we are educated, we work, we retire and we die. There are only two constants in this equation: we are <strong>born</strong> and we <strong>die</strong>. The richness and tapestry of life between these milestones is a factor of many things, but the main factors are our environment and what we choose to do with our talents and gifts. What we do between the milestones can largely be controlled by ourselves. Just as life has constants, leadership’s two constants are, either you <strong>lead</strong>, or you <strong>follow</strong>. There is nothing in between. All of us at one time or another are followers. Some are chosen to lead and some desire to lead.</p>\r\n', 'trash', 'open', 'open', '', 'a-road-to-leadership', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=3916', 16, 'post', '', 0),
(3917, 1, '2011-07-24 16:56:33', '2011-07-24 16:56:33', '\r\n<p>\r\n <span style="text-align: justify; ">Read any article on leadership and talent, and one of the recurrent themes is that there are many varied forms of these available to the discerning organization. From leaders who lead to those who ‘nudge’, it takes all kinds to make an organization complete. At the end of the day, management tends to look at personality traits, grooming styles and success ratios of the leader or</span><span style="text-align: justify; "> talent in question in order to asses how well they fit into their specific workplace cultures.</span></p>\r\n<p style="text-align: justify; ">\r\n Rarely, very rarely, is executive intelligence ever considered, let alone required, in the selection criteria of leaders. What exactly is executive intelligence and how can it affect your organization’s continuous efforts to successfully garner market share?</p>\r\n<p style="text-align: justify; ">\r\n Executive intelligence, for the uninitiated, can be likened to osmosis – you take in the information, digest it, and spew out action-orientated results. Sounds easy enough? Well, consider the fact that the amount of information needed to be ingested is huge and diversified. You need an enhanced maven-like ability to do so. It really requires the ability to multitask and organize your thought processes, sorting them out, classifying and storing away information in little filling cabinets in your brain. Neat, orderly, and available at a moment’s notice.</p>\r\n<p style="text-align: justify; ">\r\n The next step requires the ability of instinctively being able to connect the information with the situation at hand – be it people, projects or business plans. This requires superior planning abilities, an agile thought process capability with razor sharp acumen, and the ability to emulate these thoughts into workable action-oriented results. Its all starting to sound a bit more complicated now, isn’t it?</p>\r\n<p style="text-align: justify; ">\r\n Finally, there is the actual result of this process of osmosis – the end product designed to produce the envisaged success story. It takes a person with <span data-scayt_word="calibre" data-scaytid="3">calibre</span> and dynamism to actually execute these ideas in action-oriented results. Most importantly, is the need to get others in the organization to actually buy into the whole idea. Without the buy-in, without belief in the virtual success of the plan, without conviction of the person selling the ideas, internal collapse is inevitable. It takes a really dynamic personality to actually ensure buy-in, belief and conviction, simultaneously. Well, what a super executive this person has to be!</p>\r\n<p style="text-align: justify; ">\r\n Collectively, our super executive has <span data-scayt_word="EQ" data-scaytid="4">EQ</span>, IQ, leadership talent, personality, unquestionable values and immense experience. Our super executive is actually imbued with what is known as executive intelligence. In fact, you can always spot the leadership talent who is imbued with executive intelligence - it ‘shines’ through their very thoughts, actions and presence. They tend to leave an impression upon any who encounter them. They are ‘personalities’ that stand out in any sphere that they are thrown into and tend to dominate, be it aggressively or subtly, radiating confidence and intelligence.</p>\r\n<p style="text-align: justify; ">\r\n Now that we have identified executive intelligence, how do we go about measuring it? This where the grey area or lacuna exists as there is no definite way to measure executive intelligence. This would explain why it is easier for organizations to simply ignore its existence all together when considering a particular leadership talent, usually taking it for granted that it comes along with the package.</p>\r\n<p style="text-align: justify; ">\r\n There is always the very real problem of mistaking executive instincts with executive intelligence as one is quite similar to the other. The difference lies in the fact that executive intelligence must come first; i.e. it must exist in order for the leadership talent to have honed his instincts upon. The leadership talent would have applied his intelligence in situations as they arise, building up a case history where it soon becomes second nature or instinct to apply executive intelligence. In a real time scenario, it is possible to capitulate it as an analytical journey whose steps are dictated by a systematic and conceptual perspective.</p>\r\n<p style="text-align: justify; ">\r\n It is really a very unique blend of leadership skills, the ability to think about conceptual matters and the capacity to act upon it. They thrive upon challenges especially in unfamiliar grounds, employing unprecedented methodologies to arrive at a plausible solution. Indeed, this is acknowledge as one of the best ways in developing a keen-edged intelligence that can make the critical difference between mere success and taking success onto another level.</p>\r\n<p style="text-align: justify; ">\r\n Despite the obvious advantageous edge that organizations employing talents with executive intelligence will have, it also has the hidden advantage of subtly influencing workplace mores and customs. Leadership needs followers; otherwise there is nothing to lead. Leaders need to engage followers to accomplish projects, ideas and business plans. Having the right attitude and mindset is essential in making shifting the balance.</p>\r\n<p style="text-align: justify; ">\r\n A leader with executive intelligence tends to inspire his team with that self-same intelligence. He imparts his expertise and knowledge to them and some essence of that precious executive knowledge will seep through to even the most laid back team member. At the end of the day, you find that executive intelligence can actually be quite catching. The organization will find that its star talents now have a better grasp and understanding of work mechanics and are able to cope better with challenging workplace environments. They are more focused on work and have an all-round enthusiasm that does wonders for morale, and subsequently, workplace success.</p>\r\n<p style="text-align: justify; ">\r\n The next time the talent pool opens it doors to you, you might want to go the extra mile and cast your line a bit more carefully, so that you actually snare something worth the whole effort. The truth is, having a whole battalion of leadership talents with a string of success stories behind them will not ensure that that particular organization is destined for success. The ability of good and successful leaders includes putting the right people in the right place at the right time to do the right thing in the right manner. And that, quite simply calls for executive intelligence.</p>\r\n<p style="text-align: justify; ">\r\n <em>The author is the Regional Vice President of Management Concepts Asia Pacific.He</em><em> enjoys balancing the need to develop business skills with the interpersonal and personal development areas for individuals. He has a strong belief that everyone can continue to learn and grow? Even if they do not think so! One problem that many people have in the workplace is that they continue to seek new ideas and the latest knowledge, without learning to apply what they already know. He enjoys awakening this in people and helping them exceed their own expectations in a practical way. He has been involved in Leadership Management Learning and Business Advisory Development since 1986. In his role, he has worked for clients in a variety of sectors in the public and private sector as well as in education, both in the Malaysia and overseas. After graduating he began his working life in teaching and business advisory, before moving into running a business in learning and business advisory development. He has successfully contributed to a wide variety of businesses and levels within them. </em></p>', 'The Search For Executive Intelligence', '<p>\r\n <em>AI – artificial intelligence – may be the way of the future, but <span data-scayt_word="EI" data-scaytid="1">EI</span> – executive intelligence – is what your organization needs now.</em></p>\r\n<p>\r\n </p>\r\n', 'trash', 'open', 'open', '', 'the-search-for-executive-intelligence', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=3917', 12, 'post', '', 0),
(3918, 1, '2011-07-24 16:59:15', '2011-07-24 16:59:15', '\r\n<p style="text-align: justify; ">\r\n Ever get the feeling that it just isn’t worth it to go in to work today? Has your get up and go ‘got up and gone’ never to return? Do the doldrums hit you senseless the moment you cross the threshold of your office and not even caffeine can snap you out of it? Well, the good news is that you are not alone as a majority of the workforce out there share your emotional frustration and dilemma. In fact, in most business environments it happens quite often to professionals who have challenging careers.</p>\r\n<p style="text-align: justify; ">\r\n The even better news is that it may just be the best thing that could have happened to you! Experts tend to view it as ‘character building’ and just what a flagging or stagnating career needs. It may not be as exciting as striking the lottery perhaps, but it really does have a silver lining.</p>\r\n<p style="text-align: justify; ">\r\n Finding that hard to believe? Well look at it this way – life is a continuous cyclic measure of time and change; by analogy, this applies to the workplace as well. We are in a continuous process of learning and perpetually applying our knowledge to our surroundings and our life. A child learns to walk; a teenager learns to drive; an adult learns to work. Sometimes the learning is apt for application; but more oft than not, it is lacking in some manner. Education may be insufficient or the person may lack skills and is unable to acquire it. In the words of Joseph Heller, “Something Happens!” and what was once an interesting workplace, an interesting life, is now a ‘real drag’. Crisis is starting to peep around the corner.</p>\r\n<p style="text-align: justify; ">\r\n When this happens, feelings of frustration naturally appear, coupled with some pretty strong beliefs that one is unappreciated. Needless to say this, this eventually leads to job dissatisfaction. You feel that you are not performing up to mark; that management is coming down unduly hard upon you; that the job itself has no real attraction and there is no empathy with the workplace. That’s a whole lot or negative energy for one individual to cope with and it just keeps getting worse.</p>\r\n<p style="text-align: justify; ">\r\n At this point it is necessary, however, to make a distinction between day- to-day irritants and actually being in a dead-end. Day-to-day irritants are easily distinguished as they tend to happen in the ‘now’ of the moment, and can generally be solved almost immediately. They can, however, contribute to a more serious problem, that of dead-ending. Dead-ending in your workplace tends to happen gradually, there is a build-up that occurs over the weeks and finally culminates in a very strong feeling of being stuck where you are and seriously lacking in motivation. You tend to ask yourself, “What am I doing here, anyway?” Crisis is gathering over the horizon.</p>\r\n<p style="text-align: justify; ">\r\n Lacking an answer may lead to depression which in turn will allow job dissatisfaction to take over. Lethargy, laziness, even paranoia may be some of the ugly Gorgon heads that make its presence felt in the workplace. Surprisingly, all this negative energy can be turned into a positive action simply by altering one’s mindset.</p>\r\n<p style="text-align: justify; ">\r\n By accepting that dead-ending and all its resident evils are a necessary part of life and not just the workplace, it is possible to actually accomplish something quite pro-active in your career as well as the way you live. Crisis tends to lead to change, which in turn facilitates personal growth; the trick is to make it a positive one. By accepting that change is the norm of life and certainly the workplace, we accept that we need to change too in order to keep up with the ever-evolving pace of life.</p>\r\n<p style="text-align: justify; ">\r\n When dead-ending occurs, it is actually the body’s biological way of letting the mind know that the time for change has arrived. It is time to move on to the next phase of life and how the mind handles it is what makes the difference in the outcome. By embracing the problem, adapting the way we handle and understand it, we affect a change in the outcome as well. By looking at dead-ending as a life and workplace improving event, it is possible for us to actually take that all important next step known as progress.</p>\r\n<p style="text-align: justify; ">\r\n Thinking that it is possible to sit-out or rough it out through a dead-ending is never the correct attitude to take. Ignoring a problem does not make it go away, nor does a shoddy, half-hearted attempt at fixing it. What is essential is that you realize what is happening, or rather not happening. Your dead end means your workplace or business model is not working as well as it should or could be. The old ways are no longer any good and you need some new ones to replace it.</p>\r\n<p style="text-align: justify; ">\r\n At this point, you need to step back, look at the situation at hand and analyze what exactly is the problem. Then, institute a solution that will change dead-ending into an upward step towards a better environment. By doing so, we actually capitalize on an opportunity to institute a better understanding of ourselves, and what works best for us as well as our environment. The Irish poet, Oscar Wilde sums it up best when he says, “A man who is master of himself can end a sorrow as easily as he can invent a pleasure. I do not want to be at the mercy of my emotions; I wish to use them, to enjoy them, and to dominate them”.</p>', 'The Importance of Going Nowhere', '<p>\r\n <em>Feeling ‘dead-ended’ at your workplace may just be a blessing in disguise – here’s how you can capitalize on a negative emotion and come out tops!</em></p>\r\n', 'trash', 'open', 'open', '', 'the-importance-of-going-nowhere', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=3918', 11, 'post', '', 0);
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(3919, 1, '2011-07-25 03:07:03', '2011-07-25 03:07:03', '\r\n<p style="text-align: justify; ">\r\n In a management textbook, <span data-scayt_word="Donelson" data-scaytid="1">Donelson</span> Forsyth outlined several decades ago what was then the conventional wisdom of requirements for leadership. He listed things like achievement drive, adaptability, alertness, energy, responsibility, self-confidence and sociability.</p>\r\n<p style="text-align: justify; ">\r\n Leadership guru John Gardner thinks leaders need to have physical stamina, intelligence and judgment; eagerness to accept responsibilities, task competence, a capacity to motivate, skill in dealing with people, the capacity to win and hold trust, the capacity to manage and decide and set priorities—and of course, if at all possible, charisma.</p>\r\n<p style="text-align: justify; ">\r\n Warren <span data-scayt_word="Bennis’s" data-scaytid="2">Bennis’s</span> list of leadership qualifications begins with "a guiding vision" and includes passion, integrity, trust (and trustworthiness), curiosity and daring, a "congruity" between visions and a leader’s life and personality, and reliability.</p>\r\n<p style="text-align: justify; ">\r\n His earlier list of traits not being enough of a job description, Howard Gardner added a number of more detailed requirements. These included "a tie to the community (or audience)"; "a certain rhythm of life" that allows time for reflection and renewal; "an evident relation between stories and embodiments" in the person of the leader; and "the centrality of choice," exercised by followers who need to be won over.</p>\r\n<p style="text-align: justify; ">\r\n In <em>The Leadership Challenge</em>, James <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Posner list as the "five fundamental practices of exemplary leadership" to "challenge the process," "inspire a shared vision," "enable others to act," "model the way," and "encourage the heart."</p>\r\n<p style="text-align: justify; ">\r\n Colin Powell’s <span data-scayt_word="well-travelled" data-scaytid="4">well-travelled</span> "Leadership Primer" has eighteen points, beginning with "Being responsible means sometimes pissing people off" and continuing to …</p>\r\n<p style="text-align: justify; ">\r\n You begin to get the point.</p>\r\n<p style="text-align: justify; ">\r\n For people aspiring to leadership positions in organizations, or new to them, thumbing through three or four of the leading books in the field can be a menacing experience. Curious would-be leaders are left with literally dozens of things that will be expected of them in their new roles. What if, they might rightly ask, "I’m not sure if I can "encourage the heart?", "What if my ''rhythm of life'' is off the mark?", "What if I’m not charismatic enough?"</p>\r\n<p style="text-align: justify; ">\r\n And especially, "How in the world can I keep these dozens of things in my head all the time? How can I be speaking to someone and be thinking: Gee! Am I <span data-scayt_word="modelling" data-scaytid="5">modelling</span> the way right now? Am I pissing people off enough or am I seeking their approval too much?"</p>\r\n<p style="text-align: justify; ">\r\n Anyone who’s done it or studied it will be quick to admit that leadership is far more art than science.</p>\r\n<p style="text-align: justify; ">\r\n And yet, in good social scientific style, the leadership literature just can’t help but try to quasi-quantify this animal by boiling it down to the four or eight or twenty-three "essential principles."</p>\r\n<p style="text-align: justify; ">\r\n Even if any given list were accurate, there’s one thing the literature resolutely cannot promise you: that following it will guarantee success. A leader might be self-confident, but in a way that’s wrong for the context (for example, a nonprofit organization). She might "model the way" too aggressively for her colleagues in a partnership context (such as a law firm). She might deny authority once too often and earn her way out of a firm’s inner circle.</p>\r\n<p style="text-align: justify; ">\r\n Then, too, any given context — organizational, national, industry-wise — will demand its own list. To lead scientists, for example, it helps an awful lot to have been a widely respected scientist at some point in one’s career, much more so than the same "specialist knowledge credibility" rule is true of, say, salespeople or marketers.</p>\r\n<p style="text-align: justify; ">\r\n The bottom line is that the leadership literature — even the stuff by people who are rightly legends, like Warren <span data-scayt_word="Bennis" data-scaytid="6">Bennis</span> and John Gardner — does a great disservice by promoting list-mania. We’ve quite enough of that around, in this "seven principles" age of ours.</p>\r\n<p style="text-align: justify; ">\r\n What makes a successful leader? God knows, most of the time. Did Winston Churchill "enable others to act"? Did Martin Luther King have adaptability? Did Jack Welch display adequate sociability?</p>\r\n<p style="text-align: justify; ">\r\n More than anything, great leaders seem to embody these lists, to reflect them naturally rather than making a study of them and pasting them to the top of the sunshade in their car for handy reference. They have a gut sense of what the context demands and a rough-and-ready approximation of the timeless practices of leaders.</p>\r\n<p style="text-align: justify; ">\r\n Bottom line? To those emerging leaders and current leaders who would rely on the insightful works in this field, perhaps it’s best to ignore the lists. Focus on the analysis, the stories, the case histories. Absorb something of the flavour of these works. But no book or article provide any leader with the six or eight principles they need to succeed, partly because that list is ultimately often unique to each job. Leadership cannot be reduced to lists.</p>', 'Leadership Cannot Be Reduced to Lists', '<p style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/articles.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 133px; height: 100px; " />Leaders, writes psychologist Howard Gardner, tend to have — and to need — an "inclination from early childhood for risk-taking and a willingness to go to great lengths — often in defiance of others, including those in positions of authority — in order to achieve their ends." Then, too, a "motive to gain power — either for its own sake or in pursuit of a specific aim — is invariably present," in leaders, as well as "a confidence that one will at least sometimes attain success" and an "implacability in the face of opposition."</p>\r\n', 'trash', 'open', 'open', '', 'leadership-cannot-be-reduced-to-lists', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=3919', 17, 'post', '', 0),
(3920, 1, '2011-07-25 03:17:20', '2011-07-25 03:17:20', '\r\n<p style="text-align: justify; ">\r\n Needless to say, good leaders play a very critical role in any organization and identifying, training and most importantly, retaining them is the primary concern of all organizations. This is the most basic tenet of success, and most organizations are able to meet this standard reasonably well. However, it leads inevitably to the next step – how do you continue this tenet of success in the next and forthcoming generations? How do you ensure a continuous succession plan that brings the crème de la crème of leaders into your organization?</p>\r\n<p style="text-align: justify; ">\r\n The answer lies in finding and nurturing the next generation of leaders. That means grooming entry-level employees to fit into the soon-to-be-vacant shoes of your organization’s key leadership roles. After all, who ever heard of <span data-scayt_word="plebian" data-scaytid="1">plebian</span> crème de la crème? </p>\r\n<p style="text-align: justify; ">\r\n The challenges are tremendous, competition is tight and the very nature of good leadership ensures a complexity that will require almost superhuman dynamism to succeed in. Yet all these are surmountable issues; what is actually taxing is that unfortunately, today’s talent pool is seriously lacking in employees that evince enough natural grooming to fit into the multifaceted shoes of a leader.</p>\r\n<p style="text-align: justify; ">\r\n Our esteemed and acumen-laden ex-Prime Minister Tun Dr <span data-scayt_word="Mahathir" data-scaytid="2">Mahathir</span> propounds the fact that we should be raising ‘international Malaysians.’ Yet, one look at the national newspapers shows us that we are falling far short of any such notion. In fact, you could just walk up to a store cashier and ask him or her a simple question, and chances are that 9 out of 10 times you will either be pointed in the wrong direction, given the wrong information, ignored, looked at like a microscopic and highly irritable flea, or answered in a language that you do not understand. All of this in the rudest tone of voice imaginable!</p>\r\n<p style="text-align: justify; ">\r\n Who is to blame? The media, the schools or the parents? Debates rage of course and some day someone may come up with a solution and win a Nobel prize for it and be declared president of the world – all that is in the nebulous future. What matters to most organizations is the ‘now’ of it. You have this tainted yield in the talent pool – which by the way is microscopic to begin with – so what do you do? Instead of laying blame, the best thing to do is to find a workable solution that may just tip the balance in <span data-scayt_word="favour" data-scaytid="3">favour</span> of success.</p>\r\n<p style="text-align: justify; ">\r\n Training is one such solution – organizations that have formal <span data-scayt_word="programmes" data-scaytid="4">programmes</span> which root out, identify and nurture potentials in the talent pool will have a key advantage over the rest. Talent really does provide organizations a key competitive advantage, but there must be managers and a process in place to carry the whole thing through. Talent-identification systems and a good infrastructure coupled with reliable and extensive human resource capabilities will be able to cope with just about anything.</p>\r\n<p style="text-align: justify; ">\r\n As for the talent pool itself, the challenges may seem tremendous and thus daunting. After all, employees nowadays are no longer looking at things on a mere national front; everything is globalized these days and gaining diverse and extensive business acumen can be a challenge even to the intrinsically talented.</p>\r\n<p style="text-align: justify; ">\r\n Employees have to learn how to lead unilaterally, bilaterally and just about every direction that you can imagine – leadership has to occur in ideas as well as actions as it is about putting theory into practice in a realistic and successful manner. This is where the leadership demarcation occurs and it is grooming that really distinguishes between those capable enough to do the job for the organization and those able to lead the organization higher up the rung of corporate success.</p>\r\n<p style="text-align: justify; ">\r\n The defining criteria will hinge on whether that particular employee is dexterous and flexible enough to adapt to rapidly changing and challenging environments in a timely manner. The proper grooming will enable talents identify, emulate and eventually go beyond the arena where they naturally excel in and aim for higher and bigger avenues of success. Talent identification <span data-scayt_word="programmes" data-scaytid="5">programmes</span> supplemented by intensive training will enable and empower future leaders to recognize leadership qualities not only in themselves but in others as well. It allows them to ask the right questions, frame the right answers, come up with the right business plan and execute productive and successful lines of action.</p>\r\n<p style="text-align: justify; ">\r\n Grooming allows next ‘G’ leaders to understand the intrinsic nature of leadership and master the skills required to <span data-scayt_word="practise" data-scaytid="7">practise</span> it – it avoids the pitfalls that expertise and know-how in merely one particular area tends to throw in your path. It is important to understand that your organization''s talents are being groomed into positions of power that culminate in the execution of organizational vision.</p>\r\n<p style="text-align: justify; ">\r\n In an ideal world, organizations should be able to dip right into the pool clearly marked “leaders” and take what they require. In today’s real world, we have to make do with whatever limited resources we have. Investing in the right <span data-scayt_word="programmes" data-scaytid="8">programmes</span> and the right people is the first step towards securing your next ‘G’ leaders. They really do exist in the limited talent pool that is available to organizations today. Most do not know they have it and as such need to be identified, nurtured and groomed so that they can really fit into the shoes of the next ‘G’ leaders.</p>\r\n<p style="text-align: justify; ">\r\n In a top management group, there are never enough leaders.</p>', 'Next "G" Leaders', '<h4>\r\n <strong><em>The “G” is not just for generation; it is also for “Grooming”</em>. </strong></h4>\r\n<p style="text-align: justify; ">\r\n What makes or breaks organizational success almost always comes down to the leadership criteria existent in that particular company. Indeed, talented and dynamic leaders provide a very keen competitive edge that spans trans-global barriers and hyper-competitive environments.</p>\r\n', 'trash', 'open', 'open', '', 'next-qgq-leaders', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=3920', 18, 'post', '', 0),
(3921, 1, '2011-07-25 03:34:03', '2011-07-25 03:34:03', '\r\n<p style="text-align: justify; ">\r\n Naturally, a variety of solutions exist but one idea has been making concrete waves in the workplace pool. It has been termed revolutionary; in fact the sheer novelty of the idea itself has made it a buzzword. Self-management, be it of teams or individual employees, is a solution that may to counter the very real shortage of people of managerial capacity and capability. Whatever else it may be, it is certainly the highest form of empowerment that exists in today’s workplace arena. Needless to say, there is a lot of <span data-scayt_word="scepticism" data-scaytid="1">scepticism</span> revolving around the very idea of self-management itself and it has certainly been very slow to catch on, not in the least due to a general reluctant malaise from management itself.</p>\r\n<p style="text-align: justify; ">\r\n The more enthusiastic proponents, on the other hand, tend to label self-management as a win-win strategy. After all, its very nature is to get employees fully involved and enthusiastic in their jobs – from the most basic of customer relationship to more complex task specific needs. It allows and encourages improvement in their jobs especially where effectiveness is concerned.</p>\r\n<p style="text-align: justify; ">\r\n Of course, it is important to distinguish between self-management and leadership as both ideas are concurrent yet quite distinct. They both involve some form of original action or idea from the concerned party, but when it comes to self-management, it is more initiative-based as opposed to actual leading. You take the initiative to do things and better yourself and your job aspects; you create varied and efficient paths towards betterment. With leadership, you tend to trail blaze in an expert manner and expect others to follow along the very path that you have carved.</p>\r\n<p style="text-align: justify; ">\r\n Self-management in itself is not a new concept; in fact it has been around for centuries. Look at the agriculturist, the fisherman and the young entrepreneur - they incorporate the discipline of self-management in their line of work as no other alternative exists for them. If they do not follow the strictest tenet of self-management, then they will most certainly experience failure.</p>\r\n<p style="text-align: justify; ">\r\n As technology and innovation experiences rapid cyclic evolution, self-management is starting to make its presence felt in vocations of a different nature. The corporate world, however, has shown resistance, with the major obstacle in its implementation coming from management itself. Indeed, the very development and installation of these ideas and tenets would require the need for new management information and data, but there is no guarantee that all are willing to or are able to bite into this radical pie.</p>\r\n<p style="text-align: justify; ">\r\n Convincing the top management, especially managers, is essential in experimenting and nurturing self-management ideologies; getting their commitment is what would really make this a ‘win-win situation.” Management has long been viewed as ‘command and control <span data-scayt_word="centres’" data-scaytid="2">centres’</span>, used to telling, supervising, leading and setting down rules. To revolutionize and instill change in this anachronistic part of the corporate world would require readiness and unconditional acceptance from all parties concerned.</p>\r\n<p style="text-align: justify; ">\r\n Self-management is a great idea that has many things going for it, provided the correct guidelines are followed. Employee satisfaction and loyalty, motivated and highly energized work attitudes, and high ratings of success are the benefits of a self-management ideology that has been implemented in the correct manner.</p>\r\n<p style="text-align: justify; ">\r\n What does it take to make self-management work? Proponents tend to advocate small team sizes and appropriate entry-level employees. Selecting the right kind of people who can work together in the given environment s what really makes the difference between success and failure. Of course, you don’t always manage to secure the right kind of ‘people’; in such cases, intensive and extensive training would need to be given. Then again, training is for the acquisition of skills and knowledge and any corporation that views training as anathema is not the kind of place you may want to build your future upon.</p>\r\n<p style="text-align: justify; ">\r\n Getting the right kind of people, and training them in the right manner, will also limit personality conflicts ensuring a smooth transition of between start-up to the delivery of the end results. Self-management would also need good SOPs and work structures, to ensure that the team does not collapse upon itself or that an individual does not lose track of what essential responsibility needs to be observed. An efficient self-management initiative would be to provide essential training so that the employee is empowered to use their newly acquired knowledge and ancillary technology to expand the theme of self-management itself.</p>\r\n<p style="text-align: justify; ">\r\n Process is of paramount importance; understanding and nurturing human development is essential to the success criteria of any organization. Self-managed teams can use their self-management disciplines to achieve success in their projects or recruit others who will be able to also employ self-management tenets and achieve success. What you get at the end of the day are work teams that actually work and are buzzing with new ideas.</p>\r\n<p style="text-align: justify; ">\r\n The final step would be to ensure that there are enough incentives to make self-management worthwhile to the prospective employee. Rapid-success <span data-scayt_word="programmes" data-scaytid="3">programmes</span> along the corporate ladder, target-specific bonuses, performance incentives, fringe benefits, are all enticements that can be used to procure the right person who can make the difference between success and failure.</p>\r\n<p style="text-align: justify; ">\r\n Self-management has the ability to change workplace views of employees as mere drones; it has the capacity to instill values in employees that management can and should recognize; it makes the workplace itself a place where recognition and interest work hand in hand to lay the foundations of success. Self-management is a herald of the new era of workplace mantra, and the management that does not chant this song may just not have anything to sing about before long.</p>', 'Man, Manage Thyself!', '<p style="text-align: justify; ">\r\n <strong><em>Employees are not necessary evils; with the right ideas, they can be nurtured into valuable and productive </em></strong><strong><em>assets.</em></strong></p>\r\n<p style="text-align: justify; ">\r\n Corporate crisis tends to rear its ugly head now and then; a hydra of old, it has many visages that can cause untold misfortune and misery in the workplace. One such ‘head’ that has manifested appears to be a shortage of efficient people in managerial levels who can effectively and conclusively manage teams and troubleshoot problems as they arise.</p>\r\n<p style="text-align: justify; ">\r\n Let’s face it - if you have a good manager, chances are very high that somebody else will be willing to ‘steal’ him or her away from you at all costs. Hiring someone else may be an obstacle simply because there is no one else of that capacity to hire.</p>\r\n', 'trash', 'open', 'open', '', 'man-manage-thyself', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=3921', 10, 'post', '', 0),
(3922, 1, '2011-07-25 04:05:06', '2011-07-25 04:05:06', '\r\n<p style="text-align: justify; ">\r\n Recognizing who in your workforce exhibits these <span data-scayt_word="behaviours" data-scaytid="6">behaviours</span> will help you identify people who are predisposed to success as project managers.</p>\r\n<p style="text-align: justify; ">\r\n Project management is the discipline (art and science) of defining and managing the vision, tasks and resources required to complete a project. It’s really the management acumen that oversees the conversion of “vision” into “reality”. Project management, while traditionally applied to the management of projects, is now being deployed to help organizations manage all types of change.</p>\r\n<h3 style="text-align: justify; ">\r\n Role of the Project Manager</h3>\r\n<p style="text-align: justify; ">\r\n The project manager has the sole responsibility and authority for project and contract direction and control. Support managers (task managers) who report within the various line organizations and departments have the responsibility for work definition and effective management of the resources to accomplish the authorized work. The project manager is responsible for each contract’s end item (i.e., knowing what needs doing, by whom, when and the required amount of resources by cost element and/or cost code).</p>\r\n<p style="text-align: justify; ">\r\n Senior management appoints the project manager. Normally the project manager is accountable to the general manager, or vice president, or president depending on the size of the organization; and is accountable to the customer for project and contract success. The project manager has delegated authority to commit the organization on matters concerning performance that are within the contract scope.</p>\r\n<p style="text-align: justify; ">\r\n The project manager is responsible for defining the organizational structure of the project and for interfacing with the functional organizations. The project manager directs and controls all work performed within the framework of the Work Breakdown Structure (<span data-scayt_word="WBS" data-scaytid="7">WBS</span>). The project manager has the authority for <span data-scayt_word="WBS" data-scaytid="8">WBS</span> element’s task assignment; control and assigns budgets; and master project schedules. The project manager is responsible for daily communications and formal project reviews with both the customer and his/her senior management.</p>\r\n<p style="text-align: justify; ">\r\n Projects vary in duration, value and complexity. On a large or complex project, the project manager may elect to appoint one or more assistant project managers. The project manager may delegate single or multiple responsibilities, including budget responsibility, to an assistant project manager. The project manager may direct the assistant project manager to control all work performed within the framework of various assigned <span data-scayt_word="WBS" data-scaytid="9">WBS</span> legs. This includes defining work scope, authorizing work, assigning and controlling budgets, and monitoring progress.</p>\r\n<p style="text-align: justify; ">\r\n Most companies operate under a functional organizational structure. The functional maintains adequate technical resources and disciplines within their own organization entities. The project manager must provide written direction to the various functional organizations on their individual contribution. This written direction, called the work authorization, provides the support managers (task managers) with the contract’s work scope, schedule and budget information.</p>\r\n<hr class="system-pagebreak" title="Role of Project Leaders" />\r\n<h3>\r\n <span style="text-align: justify; ">Role of the Project Leader</span></h3>\r\n<p style="text-align: justify; ">\r\n Being proficient at handling day-to-day job responsibilities does not indicate proficiency at project management. The skills required of a project leader can be difficult to pin down. Part politician, part general, a true project leader can successfully drive a project team to completion of assigned tasks without destroying the effectiveness of any members of the team. Often project leaders are selected to manage projects based on the criteria that they are available. Their skills may not be suited to project leadership with the level of objectivity that is required.</p>\r\n<p style="text-align: justify; ">\r\n Leadership at an executive level demands special skills. You must use power and influence adeptly to achieve goals…make organizational politics work for you…build teams and alliances across departments…get people who don’t work, work for you! You’re expected to be a coach, mentor and motivator.</p>\r\n<p style="text-align: justify; ">\r\n To provide direction, make tough decisions and get the job done; truly effective leaders today are more than just technically proficient professionals. They are leaders who not only lead others in solving today’s problems but will also anticipate tomorrow’s.</p>\r\n<p style="text-align: justify; ">\r\n Leaders who are able to effectively communicate can co-ordinate action, develop people and get them to achieve worthwhile goals as a team. To achieve worthwhile goals as a team, leaders must be able to position their teams to meet fresh challenges! The cry you hear everywhere is that we need more effective and efficient leaders.</p>\r\n<p style="text-align: justify; ">\r\n Although no two leaders possess the same personality or management style, effective leaders exhibit a contagious enthusiasm for life, genuine concern for others, clarity of purpose and firm commitment to worthwhile values and goals. “To lead the people, walk behind them”, said Lao Tzu.</p>\r\n<p style="text-align: justify; ">\r\n As the strength of the foundation determines the height of the building, so a leader determines the future of the organization. True leadership emerges from those whose primary motivation is the <strong>desire to help others</strong>. The greatest leader (who may be a “little” person) is seen as a servant first because that is what he is deep down inside. Herman in <span data-scayt_word="Hesse’s" data-scaytid="11">Hesse’s</span> short novel,<em> Journey to the East</em>, clearly exemplifies that leadership is bestowed on the person who is, by nature, a true servant. Leadership is something, given or assumed, that could be taken away.</p>\r\n<p style="text-align: justify; ">\r\n The scope and level of project management can vary greatly from project to project. Whether managing a project team consisting of other project consulting professionals, a client company group of resources, or a combination of all these, our staff is comfortable. While being committed to the successful achievements of all milestones and timelines, a project leader always strive to make all projects members feel like part of the team. After all, a significant part of project management is motivation. When a project is completed, team members will go back to their normal jobs and any bad feelings created during the life of the project can linger and be disruptive. Very few organizational leaders understand the issue - they will not be able to complete a project while destroying the members of the project team.</p>\r\n<p style="text-align: justify; ">\r\n While producing updated project plans and status reports is a critical part of managing a project, they are not alone, the answer for <strong>SUCCESSFULLY managed</strong> projects.</p>\r\n<p style="text-align: justify; ">\r\n Life is about the development and execution of projects. Whether your field is architecture or information technology, successful planning involves a carefully crafted set of steps leading to a planned and measurable goals. In today’s fast-paced business environment, this is no simple task. As deadlines get tighter and budgets get smaller, organizations turn to their managers to do more with less. Therefore, successful managers need to replenish their supply of practical skills, insightful strategies and cutting-edge concepts in order to remain a valuable asset to their company.</p>\r\n<p style="text-align: justify; ">\r\n <span data-scayt_word="Rightsizing" data-scaytid="12">Rightsizing</span>, downsizing, de-layering, re-engineering - today’s organizations are changing so fast you can barely keep up. One outcome of all this change is that project management has taken on new importance as a significant way of organizing and getting work done at the workplace. The need for solid project management tools and methodologies has become increasingly evident as companies restructure their organizations, business processes, management and even the workforce itself.</p>\r\n<h3 style="text-align: justify; ">\r\n Project Management''s future is NOW!</h3>\r\n<p style="text-align: justify; ">\r\n A future trend within organizations is the increasing movement towards project management as a highly prized career field. Industry experts such as William <span data-scayt_word="Dauphinais" data-scaytid="13">Dauphinais</span>, a partner at Price <span data-scayt_word="Waterhouse" data-scaytid="15">Waterhouse</span>, have noticed this trend; <span data-scayt_word="Dauphinais" data-scaytid="14">Dauphinais</span> says, “Project management is going to be huge in the next decade. The project manager is the linchpin in the horizontal/vertical organization we’re creating”. Articles in publications such as <em>Fortune</em> magazine have highlighted the growing importance of project management and have positioned it within the four career fields of the future: Strategic, Technical, Resource owners and Project Management.</p>', 'Project Managers vs Project Leaders', '<div>\r\n </div>\r\n<div>\r\n You can train somebody to be a good project manager, but great project managers seem to be born and not made. Excellence depends on certain innate characteristics: "Some of us got ‘em, and some of us don’t."</div>\r\n<p style="text-align: justify; ">\r\n “Project management requires competencies in three subject areas: technology, business and <span data-scayt_word="behaviour" data-scaytid="1">behaviour</span>,” says Lind <span data-scayt_word="Pittinger" data-scaytid="3">Pittinger</span>, CEO of <span data-scayt_word="People3" data-scaytid="4">People3</span>, a human resources, consultancy in Somerset, N.J. Ideally, project managers should have all three, she says, but if you have to choose only one to focus on, it should be <span data-scayt_word="behaviour" data-scaytid="2">behaviour</span>. “People can go to school to learn the technical things and they can learn the business over time,” she says. “The <span data-scayt_word="behavioural" data-scaytid="5">behavioural</span> competencies are the ones people are least able to learn. They’re intuitive”.</p>\r\n', 'trash', 'open', 'open', '', 'project-managers-vs-project-leaders', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=3922', 19, 'post', '', 0),
(3923, 1, '2012-01-16 10:55:14', '2012-01-16 10:55:14', '<p>\r\n This section is under construction</p>', 'Lead', '', 'trash', 'open', 'open', '', 'lead-intro', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=3923', 9, 'post', '', 0),
(3924, 1, '2012-01-16 11:30:00', '2012-01-16 11:30:00', '<p>\r\n This section under construction</p>', 'Innovate', '', 'trash', 'open', 'open', '', 'innovate-intro', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=3924', 8, 'post', '', 0),
(3925, 1, '2012-01-16 11:30:29', '2012-01-16 11:30:29', '<p>\r\n This section under construction</p>', 'Coach', '', 'trash', 'open', 'open', '', 'coach-intro', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=3925', 7, 'post', '', 0),
(3926, 1, '2012-01-17 14:32:10', '2012-01-17 14:32:10', '<p>\r\n </p>\r\n<div>\r\n <em><strong><span data-scayt_word="INVICTUS" data-scaytid="1">INVICTUS</span></strong>*</em></div>\r\n<div>\r\n </div>\r\n<div>\r\n <em>…..It matters not how strait the gate,<br />\r\n How charged with punishments the scroll,<br />\r\n I am the master of my fate:<br />\r\n I am the captain of my soul.</em></div>\r\n<div>\r\n </div>\r\n<div>\r\n ~ William Ernest Henley, 1875</div>\r\n<div>\r\n </div>\r\n<div>\r\n *<span data-scayt_word="invictus" data-scaytid="2">invictus</span> (Latin): unconquerable, undefeated</div>\r\n<div>\r\n Source: <a href="http://www.wordinfo.info/words/index/info/view_unit/2301/2" target="_blank">http://www.wordinfo.info/words/index/<span data-scayt_word="inf" data-scaytid="3">inf</span></a></div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Who We Are</strong></div>\r\n<div style="text-align: justify; ">\r\n High achieving leaders in today’s world of unprecedented change and uncertainty have to remain relevant as they strive to renew and reinvent themselves constantly to keep abreast of the hectic pace. Leaders know how lonely it can be at the top and how difficult it is to stay on the cutting edge, not just for a season but for the long term.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Whether you are a CEO, MD, GM, head of department, manager, entrepreneur or even a leader without a title, we can work with you to become your trusted thought partner in your success.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n We challenge you to think, behave and act in ways that you may have never dared explore before, whether due to insecurity, ignorance or inertia. We realize that many corporate executives lack the opportunity for genuine expression and constructive feedback simply because of the political systems, insular mindsets and anachronistic traditions that have taken root in their organizations. We intervene professionally to break these shackles before they mortally stifle the organization’s lifeblood.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Our clients grow as emotionally intelligent leaders by understanding and developing their unique purpose, strengths and brand attributes on a much deeper level. We help them embark on their inner journey of self-discovery and self-development, whilst ensuring that they deliver the results expected of them as successful leaders and professionals.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Our team is qualified and experienced in applying many of the leading profiling tools available, constantly drawing out your best attributes and greatest potential to help you become a self-directed leader who can in turn raise other leaders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n We <strong><span style="color:#0000ff;">lead</span>, <span style="color:#ff0000;">innovate</span>, <span style="color:#006400;">coach</span></strong>. <strong>We develop leaders…and leaders develop leaders</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n We are <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="4">INVICTUS</span></span> <span style="color:#0000ff;">LEADER</span></strong>.</div>', 'About Us', '', 'trash', 'open', 'open', '', 'about-us-2', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=3926', 5, 'post', '', 0),
(3927, 1, '2012-01-19 16:16:17', '2012-01-19 16:16:17', '\r\n<p style="text-align: justify; ">\r\n If the leadership is poor, then what could have made the organization successful? <span data-scayt_word="Riggio" data-scaytid="3">Riggio</span> offers two possible reasons:</p>\r\n<div style="text-align: justify; ">\r\n <strong>Timing can be everything.</strong></div>\r\n<div style="text-align: justify; ">\r\n If a company happens to be in the right industry at the right time, it could achieve success despite its poor leadership, at least in the short term.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Over-attributing success to the leader.</strong></div>\r\n<div style="text-align: justify; ">\r\n This phenomenon was investigated by <span data-scayt_word="Riggio’s" data-scaytid="5">Riggio’s</span> two colleagues in an experiment conducted in both the US and Turkey. Students were presented with scenarios of either a successful or unsuccessful work group. When asked how much the success or failure was due to the leader, the US students (individualistic culture) attributed far more credit or blame to the leader, compared with the Turkish students (more collectivistic, group-oriented culture) who gave far less credit or blame to the leader. Today as more people around the world are increasingly influenced by the US and other Western cultures, we tend to assume that all successful companies must have good leaders as well.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n I would like to suggest another two possible reasons why some companies seem successful despite having poor leaders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>An incredibly good team compensates for the leader’s weaknesses.</strong></div>\r\n<div style="text-align: justify; ">\r\n Some incompetent leaders are very fortunate to be supported by a very capable team of managers and executives. However, if these leaders do not shape up soon enough, they will eventually lose their valuable team members to discerning competitors, and then the painful truth will be exposed.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Some leaders ride on their predecessor’s success.</strong></div>\r\n<div style="text-align: justify; ">\r\n John Smith*, the CEO of AAA for the past one year, was offered the CEO position in a rival company, BBB, which was a world-renowned multinational corporation. Happily, Smith accepted the new post with a significantly improved remuneration package. Less than two years later, Smith resigned, presumably because he did not deliver what was expected at BBB. In fact, his former colleagues at AAA attested that he had not done well at AAA either. But if Smith had <span data-scayt_word="underperformed" data-scaytid="6">underperformed</span>, how could he have impressed BBB’s decision makers and secured the coveted position at BBB? </div>\r\n<div style="text-align: justify; ">\r\n <em>(*Names have been changed for confidentiality)</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In the industry that Smith worked in, sales deals closed in the current year should be attributed to sales and marketing efforts initiated from as far back as 6-12 or even 18 months before, due to the product’s rather complex and tedious sales cycle – no client would commit millions without first studying all the feasible options thoroughly. Therefore, the impressive sales record during Smith’s one-year tenure at AAA was not truly the product of his own capability but largely his predecessor’s.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n We cannot infer that good leadership exists just because the company is enjoying success (executive search consultants, beware!).</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leadership is not measured solely by company successes. Good leadership, asserts <span data-scayt_word="Riggio" data-scaytid="7">Riggio</span>, is more about the <strong>leader''s competency, character and motivations</strong> – attributes that help steer the company to successful and <span data-scayt_word="honourable" data-scaytid="9">honourable</span> outcomes. In summary, good leadership goes hand in hand with <strong>sustainable organizational success that can stand the test of time and the scrutiny of stakeholders</strong>.</div>', 'Can Organizations Have Bad Leaders and Still Be Successful?', '<p style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Man pointing finger.jpg" style="margin-left: 14px; margin-right: 14px; margin-top: 4px; margin-bottom: 4px; float: right; width: 141px; height: 123px; " />One morning in September 2010, an associate of mine was slated to interview the CEO of a company with an impressive financial record. The aim of the interview was to highlight the company’s success. It was not the kind of uncomfortable interview that sought to probe the possibility of malpractice.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But for reasons best known to himself, the CEO turned out to be the least polite interviewee my associate had come across in her career so far. She was perplexed. The successful performance of the company that was reflected in their annual reports did not match the way the CEO carried himself that day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Maybe he was just having a really bad day. And yet maybe not – read what Ronald E. <span data-scayt_word="Riggio" data-scaytid="2">Riggio</span>, Professor of Leadership and Organizational Psychology at Claremont McKenna College, USA, shared in <em>Psychology Tod</em>ay, “<strong>An organization''s success, however, can be completely unrelated to the company''s leader, or can occur in spite of a bad leader</strong>.”</div>\r\n', 'trash', 'open', 'open', '', 'can-organizations-have-bad-leaders-and-still-be-successful', '', '', '2013-06-28 11:25:33', '2013-06-28 11:25:33', '', 0, 'http://invictusleader.com/home/?p=3927', 21, 'post', '', 0);
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(3928, 1, '2012-01-19 16:24:16', '2012-01-19 16:24:16', '\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The phenomenon is related to what researchers call “<strong>system justification</strong>”. According to Aaron C. Kay, a psychologist at Department of Psychology & Neuroscience of the Fuqua School of Business, Duke University, system justification motivates us to defend the status quo.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>What is system justification?</strong></div>\r\n<div style="text-align: justify; ">\r\n When feeling threatened under crisis, we tend to defend ourselves and want to believe that the system that we have relied upon all this while, does work after all – even though they have serious loopholes.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To support the assertion, Kay and fellow researcher Justin <span data-scayt_word="Friesen" data-scaytid="3">Friesen</span>, a graduate student from the University of Waterloo, provide examples such as the 9/11 event in 2001 and Hurricane Katrina in 2005. Despite their national system’s failure to prevent those tragic outcomes, the general public still supported the system of the day – their approval rating for President Bush increased (surprise!) after 9/11 and where Hurricane Katrina was concerned, the public blamed the victims themselves for their predicament. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The phenomenon was further highlighted in an experiment on university students. Students who felt reliant on their university defended their school funding policy, but yet they disapproved of the very same policy if it came from the government. On the other hand, students who felt reliant on the government liked the policy when it originated from the government, but did not like that same policy when it originated from the university!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Nevertheless, system justification is not the same as acquiescence. Unlike acquiescence which implies compliance or silence without objection, <strong>system justification is proactive</strong>, explains Kay. This is because “…when someone comes to justify the status quo, they also come to see it as what it should be.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Why does system justification happen?</strong></div>\r\n<div style="text-align: justify; ">\r\n Humans adapt. When we feel we cannot escape a system, we find ways to <strong>cope and adapt</strong>. Somehow we manage to persuade ourselves that the things which we would have otherwise deemed undesirable are alright.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Here’s another study by Kay and <span data-scayt_word="Friesen" data-scaytid="4">Friesen</span> to illustrate the point: Participants were informed that men''s salaries in their country were 20 percent higher than that of the women. Participants who perceived that they could not emigrate attributed the wage discrepancy to innate gender differences instead of implicating an unjust system.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In short, <strong>the more stuck people are in their situation, the likelier they are to justify its shortcomings</strong>. From Kay and <span data-scayt_word="Friesen’s" data-scaytid="6">Friesen’s</span> review of many laboratory and cross-national studies, there are four scenarios that foster system justification: (i) system threat, (ii) system dependence, (iii) system <span data-scayt_word="inescapability" data-scaytid="7">inescapability</span>, and (iv) low personal control.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>How does the study on system justification help us?</strong></div>\r\n<div style="text-align: justify; ">\r\n Very often, leaders who desire social or organizational change are frustrated when people fail to stand up for what is clearly good for themselves. But instead of feeling frustrated, leaders must first understand the conditions that make people resist change, for example:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>threatened</strong> by the system? (System threat)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>dependent</strong> on the system? (System dependence)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>trapped</strong> within the system? (System <span data-scayt_word="inescapability" data-scaytid="8">inescapability</span>)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel he has <strong>no control</strong> over his life/decision making? (Low personal control)</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Implications</strong></div>\r\n<div style="text-align: justify; ">\r\n If the answers to the above questions are “yes”, then the likelihood of system justification is high. However, by understanding and addressing those specific conditions, we can find ways to effectively inspire and convince people of the necessity for real change. Through training development and coaching, we can help people overcome the self-limiting beliefs they have accumulated over the years, and empower them to take bold charge of their lives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=659">Salvatore <span data-scayt_word="Vuono" data-scaytid="12">Vuono</span></a></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>R<span style="font-size:11px;">eference</span></strong></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;">A. C. Kay and J. <span data-scayt_word="Friesen" data-scaytid="10">Friesen</span>. 2011, “On Social Stability and Social Change: Understanding when System Justification Does and Does Not Occur”, <em>Current Directions in Psychological Science</em>, 20(6).</span></div>', 'The Mystery of Our Inability to Change', '<div style="text-align: justify; ">\r\n <span style="font-size:14px;"><em><strong>Why do we endorse systems of authority even when we know that those systems are inept, unjust or corrupt?</strong></em></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/ChangeClock.jpg" style="margin-left: 14px; margin-right: 14px; float: left; width: 155px; height: 116px; " />When a system obviously “sucks”, people <span data-scayt_word="clamour" data-scaytid="2">clamour</span> for change, right? Amazingly, no.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Instead people prefer to preserve the status quo. They may whine and groan, but at the same time, they stick up for the very system they are frustrated about – be it an organization, or a government, or even a relationship.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is a strange but real phenomenon.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But why do people not pursue change, even if it is for their own good? What is going on here?</div>\r\n', 'trash', 'open', 'open', '', 'the-mystery-of-our-inability-to-change', '', '', '2013-06-28 11:25:32', '2013-06-28 11:25:32', '', 0, 'http://invictusleader.com/home/?p=3928', 8, 'post', '', 0),
(3929, 1, '2012-01-20 14:14:37', '2012-01-20 14:14:37', '<p>\r\n <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="123">INVICTUS</span></span> <span style="color:#0000ff;">GLOBAL</span></strong> <span data-scayt_word="pte" data-scaytid="125">pte</span> ltd<br />\r\n MAXWELL HOUSE<br />\r\n 20 MAXWELL ROAD #09-17<br />\r\n <strong>SINGAPORE</strong> 609113<br />\r\n + 65 6408 9744 (T), + 65 6399 3699 (F)</p>\r\n<p>\r\n <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="124">INVICTUS</span></span> <span style="color:#0000ff;">LEADER</span></strong> <span data-scayt_word="pte" data-scaytid="126">pte</span> ltd - HQ Europe<br />\r\n HUDSON HOUSE<br />\r\n 8 ALBANY STREET<br />\r\n EDINBURGH, <span data-scayt_word="EH1" data-scaytid="127">EH1</span> <span data-scayt_word="3QB" data-scaytid="128">3QB</span><br />\r\n SCOTLAND, <strong>UNITED KINGDOM</strong><br />\r\n +44 131 473 2332 (DL)<br />\r\n + 44 131 473 2300 (GL)<br />\r\n + 44 131 473 2309 (F)</p>\r\n<p>\r\n <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="129">INVICTUS</span></span> <span style="color:#0000ff;">LEADER</span></strong> <span data-scayt_word="sdn" data-scaytid="130">sdn</span> <span data-scayt_word="bhd" data-scaytid="131">bhd</span> – R&D<br />\r\n D 12 - 6 - 1, <span data-scayt_word="JALAN" data-scaytid="132">JALAN</span> <span data-scayt_word="PJU" data-scaytid="133">PJU</span> <span data-scayt_word="1A" data-scaytid="134">1A</span>/46<br />\r\n DANA 1 COMMERCIAL CENTRE <br />\r\n 47301 <span data-scayt_word="PETALING" data-scaytid="135">PETALING</span> <span data-scayt_word="JAYA" data-scaytid="136">JAYA</span><br />\r\n <span data-scayt_word="SELANGOR" data-scaytid="137">SELANGOR</span>, <strong>MALAYSIA</strong><br />\r\n + 603 7842 7046 (T/F)</p>\r\n<p>\r\n <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="138">INVICTUS</span></span> <span style="color:#0000ff;">LEADER</span></strong> <span data-scayt_word="sdn" data-scaytid="139">sdn</span> <span data-scayt_word="bhd" data-scaytid="140">bhd</span> (906856-A)<br />\r\n No. <span data-scayt_word="54A" data-scaytid="141">54A</span>, <span data-scayt_word="JALAN" data-scaytid="142">JALAN</span> <span data-scayt_word="SS2" data-scaytid="143">SS2</span>/67<br />\r\n 47300 <span data-scayt_word="PETALING" data-scaytid="144">PETALING</span> <span data-scayt_word="JAYA" data-scaytid="145">JAYA</span><br />\r\n <span data-scayt_word="SELANGOR" data-scaytid="146">SELANGOR</span>, <strong>MALAYSIA</strong><br />\r\n + 603 7874 8179 (T), + 603 7875 4111 (F)<br />\r\n </p>', 'Contact Us', '', 'trash', 'open', 'open', '', 'contact-us', '', '', '2013-06-28 11:25:32', '2013-06-28 11:25:32', '', 0, 'http://invictusleader.com/home/?p=3929', 3, 'post', '', 0),
(3930, 1, '2012-01-24 03:56:41', '2012-01-24 03:56:41', '\r\n<p style="text-align: justify; ">\r\n Analysts agree that while human hubris was responsible for the Titanic tragedy about a century ago, the Costa Concordia catastrophe was due to human error, further aggravated by a lack of readiness to handle crisis – all pointing back to the lack of leadership aboard the ship.</p>\r\n<div style="text-align: justify; ">\r\n From our perspective, there were four leadership errors that Francesco <span data-scayt_word="Schettino" data-scaytid="3">Schettino</span>, captain of the vessel, had committed.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Being overly optimistic</strong></div>\r\n<div style="text-align: justify; ">\r\n “… I enjoy moments when something unpredictable happens, when you can diverge a bit from standard procedures … It’s a challenge to face, I enjoy it.”</div>\r\n<div style="text-align: justify; ">\r\n ~ excerpt from an interview with Captain <span data-scayt_word="Schettino" data-scaytid="7">Schettino</span> in 2010</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Be careful of what you wish for! It is fine to have a dose of legitimate fun at appropriate times. But when leaders place too much emphasis on pleasure over safety, they are opening a treacherous hatchway to untold danger. Leads from Facebook postings imply that <span data-scayt_word="Schettino" data-scaytid="8">Schettino</span> might have steered the ship dangerously close to shore in what could be interpreted as an act of bravura to salute the family of a crew member living on the island of <span data-scayt_word="Giglio" data-scaytid="9">Giglio</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When people’s lives or livelihood are at stake, it is better for a leader to err on the side of caution. They must never dice with danger just to satisfy their personal penchant for excitement or test how far they can stretch their boundaries.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leaders are discerning enough to know that even one so-called small innocent incident, if not restrained or carefully monitored, can spiral into catastrophic proportions beyond control. One might be able to understand human frailty caused by sudden illness, but the Costa Concordia case involved an error arising from the leader’s own foolish assumption that nothing would go wrong amid the unnecessary risks he took. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Covering up with pseudo-chivalry</strong></div>\r\n<div style="text-align: justify; ">\r\n In an apparent attempt to clutch at straws, <span data-scayt_word="Schettino" data-scaytid="12">Schettino</span> who is currently drowning in criticisms tried to claim credit for saving over 3,000 lives. Should a leader claim credit for what should have been his duty?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n More importantly, should chivalry be taken into account when it was that very same leader himself who caused the fatal error in the first place? The many comments from readers after news about the Costa Concordia was published online reflected the public’s incredulity over the captain’s gall to claim gallantry.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leaders do not twist facts. They boldly come face-to-face with the facts of the matter.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Abandoning ship prematurely</strong></div>\r\n<div style="text-align: justify; ">\r\n The captain’s mandate is to remain on board a troubled ship to protect passenger safety. Abandoning ship before ensuring passenger safety breaches the leadership code of ethics. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n [Note: The International Convention for the Safety for Life at Sea does not require that the captain be the last man to leave the ship, but maritime laws in countries like Italy, Spain and Greece state that the captain should remain on the ship to evacuate passengers though the law does not a specific time the captain can leave the ship.**]</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A poor leader will think of saving his own back first, hence the instinct to abandon ship the instant he feels the heat. On the contrary, credible leaders will brave the storm and see their people through the worst, conscientiously guiding them back to safer conditions.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Creating dubious excuses</strong></div>\r\n<div style="text-align: justify; ">\r\n The infamous Schettino has defended himself by claiming that fell into a lifeboat when the ship tilted. Naturally, many find that a suspiciously convenient coincidence.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A leader who has made a careless error and yet does not admit it is doubly condemned. It reveals that he has not shown remorse and is thus unable to learn from his mistake. Further creating dubious excuses only serves to hammer the nail in the coffin. What can we expect of the fate of the enterprise if the leader to whom his followers look up to shirks his responsibility in crucial times?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify; ">\r\n Being overly optimistic while undermining risks, covering up one’s errors, giving up when the going gets tough and proffering excuses instead of admitting mistakes – these are among the ingredients of a recipe for leadership disaster. With bad leadership, even the mightiest ship can sink!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=1256">Evgeni Dinev</a></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n References</div>\r\n<div style="text-align: justify; ">\r\n * <em><a href="http://news.yahoo.com/costa-concordia-death-toll-rises-13-165614390.html">The Atlantic Wire</a></em></div>\r\n<div style="text-align: justify; ">\r\n **<a href="http://www.slate.com/articles/news_and_politics/explainer/2012/01/costa_concordia_sinking_what_s_the_etiquette_for_abandoning_ship_.html" target="_blank">slate.com</a></div>', 'When the Leader-Ship Sank - Literally', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/leader-ship-sink.jpg" style="margin-left: 14px; margin-right: 14px; float: right; width: 222px; height: 148px; " /></div>\r\n<div style="text-align: justify; ">\r\n On the night of 13 January 2012, the 114,500-ton Costa Concordia – hailed as one of the largest ships built in Italy – ran aground in Italian waters off the idyllic island of <span data-scayt_word="Giglio" data-scaytid="2">Giglio</span>, Tuscany. By the next day, the ill-fated luxury cruise liner, carrying 4,200 passengers and crew members, had capsized and was practically sinking. As of 22 January 2012, the death toll stood at 13, while 20 people were still unaccounted for.*</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n At the time of writing this, details of the incident are somewhat murky as on-going investigations have not yet been completed, but one thing appears crystal clear: <strong>leadership incompetence</strong>.</div>\r\n', 'trash', 'open', 'open', '', 'when-the-leader-ship-sank-literally', '', '', '2013-06-28 11:25:32', '2013-06-28 11:25:32', '', 0, 'http://invictusleader.com/home/?p=3930', 20, 'post', '', 0),
(3931, 1, '2012-02-02 03:09:42', '2012-02-02 03:09:42', '<p>\r\n <strong>OVERVIEW</strong></p>\r\n<div>\r\n </div>\r\n<div>\r\n Heather partners CEOs, executives and senior managers in medium to large organizations to maximize their impact and to constantly renew both themselves and their organizations in an ever-evolving work environment. She recognizes that senior roles frequently bring feelings of isolation and so she is variously their confidante, <span data-scayt_word="validator" data-scaytid="1">validator</span>, sounding board, challenger and cheerleader.</div>\r\n<div>\r\n </div>\r\n<div>\r\n Heather combines her powerful coaching skills with her background as a CEO and senior executive to create a strong connection with her clients based on shared experience and understandings. Her coaching style is based on trust, powerful questioning and active listening to increase the self-awareness of her clients, and to encourage self-reflection by them between coaching sessions.</div>\r\n<div>\r\n </div>\r\n<div>\r\n Heather’s areas of specialization include:</div>\r\n<ul>\r\n <li>\r\n leading with authenticity and compassion</li>\r\n <li>\r\n building global, national and local networks</li>\r\n <li>\r\n establishing effective communications over geographical and cultural</li>\r\n <li>\r\n differences</li>\r\n <li>\r\n managing upwards</li>\r\n <li>\r\n leading teams and projects as a non-subject matter expert</li>\r\n <li>\r\n succeeding as a female leader of a male-dominated team</li>\r\n <li>\r\n career transitioning to a different and/or more senior role</li>\r\n <li>\r\n achieving a sustainable balance of personal and professional priorities.</li>\r\n</ul>\r\n<div>\r\n </div>\r\n<div>\r\n Heather has more than 25 years of commercial experience, the last seven of which were in CEO, senior executive and general management roles. She has a Master of Business Administration from <span data-scayt_word="Deakin" data-scaytid="2">Deakin</span> University, Australia and a Master of Arts in Geography from the University of Cambridge, UK, and the following professional memberships/affiliations:</div>\r\n<ul>\r\n <li>\r\n Member, International Coach Federation</li>\r\n <li>\r\n Member, The CEO Institute, Australia</li>\r\n <li>\r\n Graduate, Australian Institute of Company Directors</li>\r\n</ul>', 'Heather Linaker', '', 'trash', 'open', 'open', '', 'heather-linaker', '', '', '2013-06-28 11:25:32', '2013-06-28 11:25:32', '', 0, 'http://invictusleader.com/home/?p=3931', 6, 'post', '', 0),
(3932, 1, '2012-02-02 03:26:43', '2012-02-02 03:26:43', '\r\n <p style="text-align: justify; ">\r\n For instance, the boss calls you in for a “brief” meeting just before you are supposed to be off work at 5 pm. The so-called brief meeting easily turns into one or two hours of discussion – you miss dinner with your spouse and kids, and have to cancel that bicycle ride with them in the park.</p>\r\n</div>\r\n<div style="text-align: justify; ">\r\n Don’t get me wrong – I’m not saying there is never any place for emergency or urgent meetings now and then or during a really challenging period. But if such expectations from your boss arise on a regular basis, then the boss is either inefficient or ineffective, if not plain ignorant.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n An article in <em>The Star</em> newspaper on 5 January 2012 highlighted Malaysia as one of the top ten countries in the world with the most public holidays. Being a multiethnic society, Malaysia observes public holidays for a number of diverse festivals, which allow Malaysians to travel back to their hometowns to celebrate with their families.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n At the same time, the article reported how employers lamented about the loss in productivity in their respective industries whenever many employees took prolonged breaks from work at the same time. The following day, the same newspaper quoted a psychologist who defended the need for employees to take such breaks for their well-being. After all, a global survey by <span data-scayt_word="Regus" data-scaytid="3">Regus</span> across 85 countries had found Malaysians to be “too hardworking”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The results of the survey, which was conducted on 12,000 business people and published in <em>The Star</em> on 9 November 2011, revealed that 15 percent of Malaysians regularly chalked up 11 hours of work a day, compared to 10 percent globally. In addition, 32 percent of Malaysians worked between nine and 11 hours daily. About 47 percent of Malaysians take their work home more than three times per week, compared to 43 percent globally.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Intense focus + Intermittent renewal = Sustainable optimized energy<span style="font-size:14px;">@</span>work</strong></div>\r\n<div style="text-align: justify; ">\r\n Unlike computers, we cannot operate at high speeds, continuously, for long periods of time without suffering dire consequences. And yet even machines need to be serviced and batteries recharged – think about your car, laptop or mobile phone – how much more important it is for humans to be renewed!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To borrow Schwartz’s words, we are designed to “pulse intermittently” between expending and renewing energy. Great achievers as well as enlightened leaders know that <strong>it is not the number of hours of work that determines the value people create, but rather</strong> <strong>the energy they bring into whatever hours they work</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n For many of us, our reservoir of energy systematically diminishes as the day progresses. However, <strong>intermittent renewal</strong> makes it possible to maintain our energy throughout the day. Schwartz recommends that we alternate periods of intense focus with <strong>periods of renewal every 90 minutes</strong>. In this way, we can get more done in less time and in a more <strong>sustainable</strong> manner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Give yourself a boost in productivity today!</strong></div>\r\n<div style="text-align: justify; ">\r\n Don’t believe that renewal time can really boost productivity? Schwartz challenges you to try out the following:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n (1) Select the most challenging task you have on your agenda <strong>before going to bed</strong> every night over the coming week.</div>\r\n<div style="text-align: justify; ">\r\n (2) Set aside <strong>60 to 90 minutes at the start of the following day</strong> to focus on the selected activity.</div>\r\n<div style="text-align: justify; ">\r\n (3) Choose a <strong>fixed start and stop time</strong>, with <strong>no interruptions</strong> wherever possible.</div>\r\n<div style="text-align: justify; ">\r\n (4) Once you’re able to set the above in motion, it will almost certainly turn out to be your most productive period of the day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, if you wish to be more effective, start encouraging intermittent renewal periods for yourself and your people.</div>', 'Get More Done in Less Time', '<div>\r\n <span style="font-size:14px;"><em><strong>Achieving sustainable optimal energy</strong></em><span style="font-size:16px;"><strong>@</strong></span><em><strong>work</strong></em></span></div>\r\n<div>\r\n <br clear="all" />\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/clock.jpg" style="margin-left: 14px; margin-right: 14px; float: left; width: 168px; height: 125px; " />In “Four Destructive Myths Most Companies Still Live By”, Tony Schwartz reminds us to be wary of mistaken beliefs that plague and cripple many corporations. However, the most destructive myth out of the four, Schwartz warns, is this: “The best way to get more work done is to work longer hours”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, many bosses you and I know still cling on to that myth. They may not be so <span data-scayt_word="naïve" data-scaytid="2">naïve</span> as to declare it explicitly, but their body language screams it out loud even if they do so unconsciously.</div>\r\n<div />\r\n ', 'trash', 'open', 'open', '', 'get-more-done-in-less-time', '', '', '2013-06-28 11:25:32', '2013-06-28 11:25:32', '', 0, 'http://invictusleader.com/home/?p=3932', 9, 'post', '', 0),
(3933, 1, '2012-02-02 03:33:09', '2012-02-02 03:33:09', '\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Humble leaders accept their own limitations but do not demonize followers for theirs. Humble leaders are always looking for ways to improve themselves. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Followers prefer humble leaders. Followers neither want nor need a superman as their leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Why?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Because a superman-leader wouldn’t know what it’s like to have many weaknesses and what it feels like to grapple with everyday human struggles. Superman-leaders would have expectations that are too lofty for the ordinary follower to live up to. Superman-leaders are easily irritated with our so-called ineptness. Superman-leaders do not have the capability to be humble; and in the unlikely event that they show any signs of humility, we greatly suspect such sentiment to be faked.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n On the other hand, a leader’s ability to <strong>admit mistakes</strong>, to <strong>focus on other people’s strengths</strong> and to be <strong>willing to learn</strong> shows his followers that he is willing to grow just as his followers are also striving to grow. Followers can identify and resonate with such an authentic leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Research evidence</strong></div>\r\n<div style="text-align: justify; ">\r\n What research evidence do we have, which concludes that these <strong>attributes of humble leadership are powerful predictors of effective leadership</strong> <strong>and organizational growth</strong>?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The evidence comes from a study conducted by Bradley Owens, Assistant Professor of Organization and Human Resources at the University of Buffalo School of Management, and David Hekman, Assistant Professor of Management at the Lubar School of Business, University of Wisconsin-Milwaukee, on 16 CEOs, 20 mid-level leaders and 19 frontline leaders from diverse organizations – from military and health care, to financial services and religious bodies. Subjects were asked to describe in detail how humble leaders conduct themselves at the workplace and how a humble leader behaves differently from a non-humble one.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Owens explains that despite the embarrassment of failure, humble leaders are able to overcome their fears and share their feelings as they deal with their own personal growth process, thereby earning the favour of their followers. In addition, these leaders support their followers’ own growth journeys, and this leads to higher performing organizations.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Becoming, not Pretending</strong></div>\r\n<div style="text-align: justify; ">\r\n Humble leaders who show their humanity are more desirable than superman-leaders who project an invincible front. This is because humble leaders who are in the <strong>continuous process of “becoming” better</strong> are held in higher esteem than leaders who are “pretending” to be what their followers know they are not.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What advice do Owens and Hekman offer in the light of their study?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “<strong>You can''t fake humility.</strong> You either genuinely want to grow and develop or you don''t.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>The leader’s desire to grow has a powerful effect on the followers</strong>. Realizing that missteps and uncertainty are acceptable in the growing process, they thrive. As a result, the organization continues to grow and improve.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Reflection</strong></div>\r\n<div style="text-align: justify; ">\r\n So are you becoming or pretending to be an effective leader? Whatever your response is, your followers would have already answered that question for themselves. Do you dare to find out?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=3062">David Castillo Dominici</a></div>', 'Powerful Predictors of Effective Leadership: Attributes of Humble Leadership', '<p>\r\n <span style="font-size:14px;"><em style="font-size: 14px; "><strong>Followers don’t want a superman</strong></em></span></p>\r\n<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Castillo - coaching with humility.jpg" style="margin-left: 6px; margin-right: 6px; float: left; width: 168px; height: 112px; " />Do you admit your mistakes?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Do you focus on your people’s strengths instead of harping on their weaknesses?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Do you come across as a teachable person?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n If you said, “I do” to all three above, then you possess the attributes that lie at the heart of humble leadership.</div>\r\n', 'trash', 'open', 'open', '', 'powerful-predictors-of-effective-leadership-attributes-of-humble-leadership', '', '', '2013-06-28 11:25:31', '2013-06-28 11:25:31', '', 0, 'http://invictusleader.com/home/?p=3933', 15, 'post', '', 0),
(3934, 1, '2012-02-02 03:39:58', '2012-02-02 03:39:58', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n Goldsmith outlines four red flags that tell you – whether you are a coach, leader, manager or all three – who might be an <span data-scayt_word="uncoachable" data-scaytid="4">uncoachable</span> candidate:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1) He doesn’t think he has a problem</strong>.</div>\r\n<div style="text-align: justify; ">\r\n Remember the classic story of the horse that refused to drink despite being brought to the source of water? Well, if you were there, the best you could do would be to try to make it thirsty. But wait a minute – some people don’t even think they need to be thirsty in the first place! If someone doesn’t care enough to change, then you’re just wasting your time trying to coach him, no matter how diligent you are, advises Goldsmith.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(2) He is pursuing the wrong strategy for the organization.</strong></div>\r\n<div style="text-align: justify; ">\r\n Coaching someone who is already going the wrong direction will backfire – it will help him get there faster. Instead, we need to get him back onto the right track, provided he is willing to do so in the first place.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(3) He is in the wrong job. </strong></div>\r\n<div style="text-align: justify; ">\r\n An unhappy employee, who feels that he is saddled with the wrong job in the wrong place, can’t help but create unhappiness for those around him. Such negative energy is highly contagious and toxic to the productivity of your organization.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n This reminds me of a Malay proverb, <em><span data-scayt_word="Sebab" data-scaytid="5">Sebab</span> <span data-scayt_word="nila" data-scaytid="6">nila</span> <span data-scayt_word="setitik" data-scaytid="7">setitik</span>, <span data-scayt_word="rosak" data-scaytid="8">rosak</span> <span data-scayt_word="susu" data-scaytid="9">susu</span> <span data-scayt_word="sebelanga" data-scaytid="10">sebelanga</span></em> (literal translation: “because of one dot of indigo dye, the whole pot of milk is tainted”), which means “because of a dash of evil, all the goodness comes undone”. Just like the dye, the unhappy person just can’t help it – his dark outlook will inevitably contaminate the environment.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Since you can’t fix the behaviour of an unhappy person, it’s best to let him go.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(4) He thinks everyone else is the problem.</strong></div>\r\n<div style="text-align: justify; ">\r\n Unlike those who don’t even acknowledge they have a problem, this person knows there is a problem but denies any role in it.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Goldsmith shares about a client who ran a successful company with happy employees. When feedback from employees indicated that the boss showed favouritism where compensation was concerned, the boss readily accepted the finding. However, the boss concluded that it was his right to do as he pleased, so he wanted Goldsmith to fix his employees, not him. Naturally, Goldsmith was out of there faster than Superman.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n I would like to add another characteristic of an uncoachable person to Goldsmith’s list:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(5) He absolves himself of any responsibility.</strong></div>\r\n<div style="text-align: justify; ">\r\n A person with this characteristic goes a little further than the last type of person we discussed, but still falls below the mark of a coachable candidate. This person realizes that he is part of the problem. Yet when it comes to taking the step to change, he bails out.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “That’s just the way I am!” is his excuse. He doesn’t think it is his responsibility to change, to intervene in whatever nature has bestowed upon him (although he readily dyes his hair, tattoos his arm and gets Botox). He is not afraid to be labelled recalcitrant or its equivalent. Instead, he secretly feels that the label is some sort of a heroic badge – after all, heroes in movies always saved the world despite their quirks and weaknesses. And most of them didn’t have naggy coaches, did they?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n In a nutshell, when you come across candidates who exhibit any one or more of the aforementioned characteristics, you should seriously consider investing your efforts elsewhere and not deprive someone else who needs your attention more earnestly. The conviction for sustainable change has to come from deep within an individual, not from an external force, which is at best, a temporary stimulus.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=1256">Evgeni Dinev</a></div>', 'A Breed to Beware: The Uncoachables', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/scarecrow.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 188px; height: 125px; " />The critically acclaimed 1987 movie <em>The Untouchables </em>depicted how FBI agent Elliot Ness finally brought down Al Capone, a notorious gangster, during the United States’ “Prohibition era” from 1920 to 1933 when the sale, manufacture and transportation of alcohol was banned. It was a particularly challenging <span data-scayt_word="endeavour" data-scaytid="2">endeavour</span> because Ness had to work against an extremely corrupt system where law enforcers were beholden to Capone. To beat the system, Ness roped in people from outside the system who remained untouched by Capone’s debilitating influence; hence the use of the term “untouchables”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, some people become untouchables for the wrong reasons. They are untouched by the need to be self-aware, to adapt or to improve. They are happy wherever they are not because they have attained true self-actualization, but because they simply <strong>refuse to change</strong>. Thanks to Marshall Goldsmith, we have a catchy moniker for this breed of people: “The <span data-scayt_word="Uncoachables”" data-scaytid="3">Uncoachables”</span>.</div>\r\n<div>\r\n </div>\r\n<div />\r\n ', 'trash', 'open', 'open', '', 'a-breed-to-beware-the-uncoachables', '', '', '2013-06-28 11:25:31', '2013-06-28 11:25:31', '', 0, 'http://invictusleader.com/home/?p=3934', 2, 'post', '', 0),
(3935, 1, '2012-02-02 04:23:02', '2012-02-02 04:23:02', '<div>\r\n <strong>OVERVIEW</strong></div>\r\n<div>\r\n </div>\r\n<div>\r\n John <span data-scayt_word="Rushford" data-scaytid="1">Rushford</span>, F.A.I.C.D.,Dip; MBA; Ph.D., is an acknowledged specialist in business management, program/project management and consulting services with multi-national corporations as well as with small to medium enterprises. John’s broad industry experience is reflected in some of the more senior positions held as Chairman, Chief Executive Officer, Managing Director, Co Secretary, Vice-President, General Manager, International Operations Manager, Program & Project Director, Senior Business Advisor and Consultant, Senior Facilitator and Lecturer.</div>\r\n<div>\r\n </div>\r\n<div>\r\n With initial qualifications in mechanical engineering, John has had many years experience in the engineering manufacturing industry and 20+ years with companies involved in the data communications, electronics, telecommunications and information and communication technology industries.</div>\r\n<div>\r\n </div>\r\n<div>\r\n John combines his broad industry management skills with his background in facilitating executive level program and project management workshops and courses to provide a hands-on approach to coaching and mentoring assignments. </div>', 'John Rushford', '', 'trash', 'open', 'open', '', 'john-rushford', '', '', '2013-06-28 11:25:31', '2013-06-28 11:25:31', '', 0, 'http://invictusleader.com/home/?p=3935', 5, 'post', '', 0);
INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(3936, 1, '2012-02-03 06:33:35', '2012-02-03 06:33:35', '\r\n</div>\r\n<h4>\r\n </h4>\r\n<h4>\r\n <strong style="font-size: 16px; ">Eight myths of grief</strong></h4>\r\n<div style="text-align: justify; ">\r\n <span style="text-align: justify; ">Providing support to grieving employees “…will yield valuable dividends not only in </span><strong style="text-align: justify; ">productivity</strong><span style="text-align: justify; "> and </span><strong style="text-align: justify; ">profitability</strong><span style="text-align: justify; ">, but also in </span><strong style="text-align: justify; ">employee loyalty</strong><span style="text-align: justify; "> and </span><strong style="text-align: justify; ">goodwill</strong><span style="text-align: justify; ">,” said Therese S. </span><span data-scayt_word="Schoeneck" data-scaytid="2">Schoeneck</span><span style="text-align: justify; ">, Executive Director of Syracuse, New York-based Hope for Bereaved, Inc.*</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="text-align: justify; ">Unfortunately, many corporations are unable to provide their employees the right kind of support because of their misconceptions about grief. Among these misconceptions are the “eight myths of grief” identified by the American Hospice Foundation*:</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 1: We only grieve deaths.</div>\r\n<div style="text-align: justify; ">\r\n Reality: We grieve all losses.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 2: Only family members grieve.</div>\r\n<div style="text-align: justify; ">\r\n Reality: All who are attached grieve.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 3: Grief is mostly an emotional reaction.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Grief is manifested in many ways – including physically.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 4: Individuals should leave grieving at home.</div>\r\n<div style="text-align: justify; ">\r\n Reality: We cannot control where we grieve.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 5: We slowly and predictably recover from grief.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Grief is an uneven process, a roller coaster with no timeline.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 6: Grieving means letting go of the person who has died. </div>\r\n<div style="text-align: justify; ">\r\n Reality: We never fully detach.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 7: Grief finally ends.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Over time most people learn to live with loss.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 8: Grievers are best left alone.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Grievers need opportunities to share their memories and grief, and to receive support.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Understanding the realities of grief will enhance our emotional intelligence as leaders in reaching out to grieving colleagues. If leaders don’t know how to offer the right kind of support, employees will perceive the organization – not just the leaders – to be an uncaring one that places emphasis on profit instead of people.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Impact of grief on business performance</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Does grief affect business leadership performance? Do we expect leaders to remain unscathed when grief strikes their personal lives?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Although there are many possible causes of grief and loss such as downsizing, terminal illness, aging and catastrophic events, a very common cause is bereavement. The impact of a CEO’s bereavement on his/her company was studied by three finance professors in 2007. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The trio of researchers – Morten Bennedsen (Copenhagen Business School), Francisco Pérez-González (University of Texas) and Daniel Wolfenzon (New York University) – tracked the performance of 75,000 Danish companies in the two years before and after the CEO had experienced a death in the family. Financial performance dwindled 21.4 percent after the demise of a child, 14.7 percent after the death of a spouse, and about 8 percent following the loss of any other family member. The drops in profitability appeared sharper for companies headed by women.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Leaders are only human</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Is there a biological reason for the decline in performance? Or did the leaders simply fail to cope with their grief effectively?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Brain scan images of people who are grieving show increased activity along a broad network of neurons in areas affecting mood, memory, perception, conceptualization as well as the regulation of the heart, digestive system and other organs. This shows that grief can really take a toll on us!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Grieve if you must, but don’t prolong the mourning period and don’t saturate your mind with perpetual dark thoughts. The more we dwell on our sorrow, the more developed or permanent those grief-related neural pathways will become. This could further lead to chronic preoccupation or depression.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Four grief-coping strategies</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Neuroscientist Thomas Crook, PhD, recommends the following four strategies to constructively cope with not just bereavement but also other forms of setbacks or disappointment that could bring about grief or sorrow:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1) Stay alert for “thought intruders".</strong></div>\r\n<div style="text-align: justify; ">\r\n The minute you detect an intrusive negative thought, visualize a stop sign. You might even need to say “Stop it!” aloud if that helps you better. In a how-to-be-successful seminar I attended in Kuala Lumpur in 2011, participants were given a black rubber band each to wear on our wrists. The speaker encouraged us to maintain a positive mindset, but in the event that a negative thought crossed our minds, we could pull the rubber band and release it so as to literally snap us out of our negativity. It worked.</div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <strong>(2) Schedule your sad memories.</strong></div>\r\n<div style="text-align: justify; ">\r\n If you must reflect on your unhappier moments, then learn how to manage them. Put them off till a brief period of free time when you don’t need to be productive, for instance, during your tea break. But never analyze your sad thoughts before sleeping – it will only strengthen your negativity because electrical activity prior to our bedtime diminishes in the brain regions linked with analytical reasoning, so we become less objective. </div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <strong>(3) Don''t tolerate self-accusing or superstitious thoughts.</strong></div>\r\n<div style="text-align: justify; ">\r\n Do not entertain self-blame such as, “If only I had been more…” or irrational thoughts like, “I am jinxed – whoever I like always dies.” There is absolutely no logic or truth in such thoughts.</div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <strong>(4) View setbacks as opportunities.</strong></div>\r\n<div style="text-align: justify; ">\r\n “What doesn’t kill us makes us stronger.”</div>\r\n<div style="text-align: justify; ">\r\n ~ Friedrich Nietzsche</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Take comfort in the fact that if you have survived the setback, you can emerge from it stronger.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Conclusion</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Yes, real leaders do cry. But they move on beyond their grief, become stronger in the process, and go on to reach out to others in a similar situation.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n *Cited from <em>Managing Workplace Grief – Vision and Necessity</em> (2002) by Jan Jung-Min Sunoo and Brenda Paik Sunoo</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=3062">David Castillo Dominici</a></div>', 'Do Real Leaders Grieve?', '<p style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/Castillo - man with hands over face.jpg" style="text-align: justify; margin-left: 6px; margin-right: 6px; float: right; width: 133px; height: 99px; " /></div>\r\n<div style="text-align: justify; ">\r\n The primary responsibility of an employer is to run the business successfully, but the health of a business depends on the health of its most important asset – employees.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Grief can strike anyone, anytime, anywhere. Grief affects one''s well-being. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What is the impact of grief on employees and business performance? Does your organization know how to take care of its most important asset during their darkest hours? Or do you think that grief is something that overwhelms only weak and emotional people, but should not affect <em>real</em> leaders?</div>\r\n<div />\r\n ', 'trash', 'open', 'open', '', 'do-real-leaders-grieve', '', '', '2013-06-28 11:25:31', '2013-06-28 11:25:31', '', 0, 'http://invictusleader.com/home/?p=3936', 14, 'post', '', 0),
(3937, 1, '2012-11-15 00:00:00', '2012-11-15 00:00:00', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The truth is, we can’t. Bosses in today’s knowledge era should not embarrass themselves by trying to compel their staff to multitask because the latest scientific evidence against multitasking is freely accessible online. Tony Schwartz, who doesn’t believe in multitasking, says that one of the worst things a boss can do is to ask his staff to constantly look out for emails from him, even while they’re working on other things. [The irony is that some bosses detest us checking our phones while they speak during a meeting, but they do the same – in the name of multitasking – when others are speaking.]</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n Psychiatrist Dr Edward M. <span data-scayt_word="Hallowell" data-scaytid="3">Hallowell</span> describes multitasking as a “mythical activity in which people believe they can perform two or more tasks simultaneously as effectively as one.” Using our PCs as an analogy, <span data-scayt_word="neuro-psychologist" data-scaytid="4">neuro-psychologist</span> William <span data-scayt_word="Stixrud" data-scaytid="5">Stixrud</span>, PhD, points out that although you may have several screens open on your desktop, you are able to think about only one at a time. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Even without the scientific data at your disposal, deep down you must have sensed that multitasking was ineffective. Try reading and replying emails when listening to an audio presentation by Steven Covey. At best, you find yourself missing a few nuggets from Covey while completing your email message without event. At worst, you find that while you were immersed in Covey’s gems, you committed a cringe-worthy error in your email that will now be immortalized in cyberspace till Armageddon strikes.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Switches and bottlenecks</strong></div>\r\n<div style="text-align: justify; ">\r\n But what about the employee who happily listens to music while writing his report? Well, you can be sure that at any one specific time, his mind is either focused on the music or on the report, but not both. Though it may seem like he’s able to focus on both at once, in reality his brain merely switches back and forth between the two tasks. This "switching time" happens so quickly and unconsciously that most people don’t realize it happening. Nevertheless switching time, no matter how brief, still adds up. Researcher David Meyer, PhD, estimates that <strong>switching time could increase the duration taken to complete your primary task by an average of 25 percent.</strong></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Not only does it take longer to complete your tasks, the quality of at least one of the tasks will suffer. Meyer attests that <strong>more mistakes are made</strong> and the time taken therefore increases further – often even doubling – compared to if the tasks were done sequentially. The extra time is due to the brain’s natural compulsion to restart and refocus.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In addition, psychologist <span data-scayt_word="René" data-scaytid="6">René</span> <span data-scayt_word="Marois" data-scaytid="7">Marois</span>, PhD, has discovered that the brain exhibits what he calls a “<strong>response selection bottleneck</strong>” when performing several tasks at a time. Since the brain must decide which activity is most important, it takes up extra time.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In the field of learning and education, Richard E. Mayer, PhD, and Roxana Moreno, PhD, who have extensively studied the phenomenon of cognitive load in multimedia learning, concluded that it is difficult and <strong>most likely impossible to learn new information while multitasking.</strong> Furthermore, <span data-scayt_word="Reynol" data-scaytid="8">Reynol</span> Junco, D.Ed, and Shelia R. Cotton, PhD, who examined the effect of multitasking on academic success, found that <strong>students who multitasked more often reported more problems with their academic work</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Of course, there are scientists who believe that we can train our brains to multitask. However, the evidence for this is not conclusive. No doubt we can train people to perform simultaneous tasks more efficiently, but that’s because those people were totally unfamiliar with the tasks in the first place, hence significant improvement could easily be gained after training.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Further reading</strong></div>\r\n<div style="text-align: justify; ">\r\n If you wish to delve into the technicalities of multitasking, you might be interested to <span data-scayt_word="readThe" data-scaytid="9">read<em>The</em></span><em> Multitasking Mind </em>(Oxford University Press, 2010). The authors, Associate Professor Dario D. <span data-scayt_word="Salvucci" data-scaytid="10">Salvucci</span> and Professor <span data-scayt_word="Niels" data-scaytid="11">Niels</span> A. <span data-scayt_word="Taatgen" data-scaytid="12">Taatgen</span>, explain the meaning of <strong>concurrent multitasking</strong>(doing multiple tasks at once), <strong>sequential multitasking</strong> (interrupting and resuming tasks), and <strong>multitask skill acquisition</strong> (learning and <span data-scayt_word="practising" data-scaytid="18">practising</span> multiple tasks). The authors propose the <strong>Theory of Threaded Cognition</strong>, in which they posit that all tasks can operate in parallel, but that they have to share cognitive resources, which may be perceptual, motor or central. By combining the Theory of Threaded Cognition with ACT-R (Adaptive Control of Thought – Rational, a cognitive architecture developed by John Robert Anderson et al., 2004), <span data-scayt_word="Salvucci" data-scaytid="13">Salvucci</span> and <span data-scayt_word="Taatgen" data-scaytid="14">Taatgen</span> are able to predict whether there will be interference when two tasks are done together, or whether the two tasks can be combined without the need for extra coordination.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, do yourselves and your people a <span data-scayt_word="favour" data-scaytid="17">favour</span>: Unmask multitasking for its overrated claims, and don’t even use the word in the office unless you’re referring to the computer.</div>', 'The Myth of Multitasking', '<div>\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <em> “To do two things at once is to do neither.” </em></div>\r\n<div>\r\n ~ <span data-scayt_word="Publilius" data-scaytid="2">Publilius</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/bigstock_Multitasking_Business_Woman_28745030.jpg" style="width: 198px; height: 132px; margin-left: 6px; margin-right: 6px; float: right; " /></div>\r\n<div style="text-align: justify; ">\r\n There was a time in corporate history that bosses expected their staff to multitask. Multitasking was thought to be a desirable managerial competency. It was even a popular buzzword. After all, our human brains are superior to computers; so if computers can multitask, why can’t we?</div>\r\n<div />\r\n ', 'trash', 'open', 'open', '', 'the-myth-of-multitasking', '', '', '2013-06-28 11:25:03', '2013-06-28 11:25:03', '', 0, 'http://invictusleader.com/home/?p=3937', 4, 'post', '', 0),
(3938, 1, '2012-02-03 06:41:32', '2012-02-03 06:41:32', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>People become what you think they are</strong></div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="Sy’s" data-scaytid="4">Sy’s</span> study* highlighted a simple truth that most of us intuitively knew all this while but lacked strong research support, till now:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n · When managers/leaders hold a positive view of their followers, they treat the followers positively.</div>\r\n<div style="text-align: justify; ">\r\n · When managers/leaders hold a negative view of their followers, they treat the followers negatively.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The positive treatment towards followers in turn leads to better relationships and greater job satisfaction, which ultimately produces high performance – just as their leaders have “prophesied”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>How the research was conducted</strong></div>\r\n<div style="text-align: justify; ">\r\n The research comprised five separate studies across seven samples that involved 1362 workplace leaders. <span data-scayt_word="Sy" data-scaytid="5">Sy</span> applied the following <strong>six core conceptions</strong> by which managers/leaders categorize their employees:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n (1) Industry; (2) Enthusiasm; (3) Good Citizen (positive conceptions)</div>\r\n<div style="text-align: justify; ">\r\n (4) Insubordination; (5) Incompetence; (6) Conformity (negative conceptions)</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Based on the six conceptions above, a follower who is viewed positively is described as industrious, enthusiastic and good citizens. On the other hand, a follower who is viewed negatively is described as insubordinate, incompetent and conforming.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>The theory behind it</strong></div>\r\n<div style="text-align: justify; ">\r\n Implicit followership theories (<span data-scayt_word="IFTs" data-scaytid="8">IFTs</span>) are defined as individuals’ <strong>personal assumptions about the traits and <span data-scayt_word="behaviours" data-scaytid="9">behaviours</span> that characterize their followers</strong>.Leaders automatically and spontaneously categorize their followers and act on those conceptions, even if they don’t realize it.In a way, <span data-scayt_word="IFTs" data-scaytid="10">IFTs</span> determine leadership styles.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In addition, leaders’ <span data-scayt_word="IFTs" data-scaytid="12">IFTs</span> can predict <strong>four interpersonal outcomes</strong>:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n (i) liking</div>\r\n<div style="text-align: justify; ">\r\n (ii) relationship quality</div>\r\n<div style="text-align: justify; ">\r\n (iii) trust</div>\r\n<div style="text-align: justify; ">\r\n (iv) job satisfaction</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The more positively a leader views his people, the better the four interpersonal outcomes, which will in turn have a significant impact on performance. That’s why <strong>discovering your mindset about your people is an important step in leadership</strong>.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Culture and gender bias</strong></div>\r\n<div style="text-align: justify; ">\r\n What about IFTs in multicultural settings? Well, this might pose a problem.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When a leader picks out potential talent, he tends to look for followers who fit in with his IFTs. For example, the Western leader believes that if you are enthusiastic, your enthusiasm will show; if not, then you’re probably not enthusiastic enough. So when this leader comes across followers who exhibit enthusiasm, naturally he treats them as “high potentials”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But when the same leader comes across followers from other cultures (for instance, Asian culture) that tend to be more reserved in expressing their emotions, the leader may inadvertently overlook them although deep down they have as much enthusiasm as their Western peers. Unfortunately, the same bias could also occur where gender is concerned.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Mind your IFTs: Punitive versus Positive</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders who subscribe to more negative IFTs may be prone to delivering <strong>punitive evaluations</strong> of their followers. On the other hand, leaders who subscribe to more positive IFTs may be prone to delivering <strong>positive evaluations</strong> of their followers.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is unfair to deprive or punish others because of the IFTs of your own doing. Therefore, leaders should mind their IFTs very carefully. Get to know your IFTs profile and question yourself why you believe in what you believe.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Summary: Implications for Leaders and Trainers/Coaches</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, be mindful of what you think about your people. If you harbour negative conceptions, you can’t help but view your people negatively, regardless of whether they’re really as bad as you think they are. If you find yourself evaluating someone harshly, check whether it’s coming from your own biasness. Or, if you’re having trouble identifying someone’s potential, check whether it’s simply because they don’t fit into what you think constitutes potential. Try seeing your people for who they really are.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Trainers and Coaches – Sy’s research suggests that it is possible to change leaders’ conceptions about their followers. So why don’t we <strong>make our self-fulfilling prophecies work positively in our people’s favour</strong>? For the organization, facilitating the right mindset change through training and coaching would be a<strong>smart</strong><strong> corporate strategy</strong> because it positively impacts employee performance and ultimately, business performance.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=721">Renjith Krishnan</a></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:12px;"><strong>*Reference</strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:12px;">Thomas Sy. <strong>What do you think of followers? Examining the content, structure, and consequences of implicit followership theories</strong>. <em>Organizational Behavior and Human Decision Processes</em>, 2010; 113 (2)</span></div>', 'Self-Fulfilling Prophecy of Leaders: Make It Positive!', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/leadership.jpg" style="float: left; width: 222px; height: 148px; " /></div>\r\n<div style="text-align: justify; ">\r\n The <em>Training</em> magazine reports that training expenditures in the USA <span data-scayt_word="totalled" data-scaytid="2">totalled</span> $59.7 billion in 2011 (www.trainingmag.com). Since that’s a substantial amount of money; it makes sense for companies to ensure that leadership training covers pertinent areas of human capital development, which can greatly impact employee performance. What might those areas be?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n We may not have an exhaustive list, but here is one area that Thomas <span data-scayt_word="Sy" data-scaytid="3">Sy</span>, an experienced business leadership consultant and assistant professor of Psychology at the University of California, Riverside, suggests: “<strong>How leaders view their employees</strong>”. This is an important area because the way leaders perceive their people tends to become a self-fulfilling prophecy!</div>\r\n<div />\r\n ', 'trash', 'open', 'open', '', 'self-fulfilling-prophecy-of-leaders-make-it-positive', '', '', '2013-06-28 11:25:31', '2013-06-28 11:25:31', '', 0, 'http://invictusleader.com/home/?p=3938', 13, 'post', '', 0),
(3939, 1, '2012-02-03 06:44:44', '2012-02-03 06:44:44', '\r\n<div style="text-align: justify; ">\r\n We must first recognize that there are unnecessary mistakes we can spare ourselves from. These mistakes are avoidable if we are well-informed and prepared to learn. While it is impossible to compile an exhaustive list, the following are a selection of 5 errors – not necessarily the worst ones – that commonly befall the average leader, presented in no particular order of priority.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1) Forgetting to lead your self. </strong></div>\r\n<div style="text-align: justify; ">\r\n “I am indeed a king because I know how to rule myself.”</div>\r\n<div style="text-align: justify; ">\r\n ~ <span data-scayt_word="Pietro" data-scaytid="2">Pietro</span> <span data-scayt_word="Aretino" data-scaytid="3">Aretino</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n During a talk on management and leadership, the speaker who was supposed to be a key figure in his field, inadvertently shared about picking up a few CDs on <span data-scayt_word="Petaling" data-scaytid="4">Petaling</span> Street. [Note: To the uninitiated, <span data-scayt_word="Petaling" data-scaytid="5">Petaling</span> Street sells pirated entertainment media.] Immediately, one could sense that he had lost credibility among the audience. In all likelihood, one of the two following thoughts must have crossed their minds: “Do I want to follow a leader who seems to have no moral compass within himself?” or “How foolish! Could he not have withheld his tongue from sharing such a damning piece of information?”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A leader must be able to exercise good self-governance before he can lead others. He must know himself intimately and have mastery over self. If you cannot lead your own self, who will want you to lead them?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(2) Forgetting who you are leading.</strong></div>\r\n<div style="text-align: justify; ">\r\n It was Robert <span data-scayt_word="Greenleaf" data-scaytid="6">Greenleaf</span> who said that “Good leaders must first become good servants”. Therefore if you are called to be a leader, you are the people’s servant, not vice versa. Unfortunately, many leaders forget that the people they lead are not their servants. On the other hand, being a good leader who serves others doesn’t mean that you do everything for your people and make them dependent or beholden to you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The following vignette amplifies the difference between a good person and a good leader. After dining with a guest, a good person’s guest will think, “What amazing qualities he has!” On the other hand, after having dinner with a good leader, his guest will think, “What amazing qualities I have!”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A good leader inspires others to realize their own potential. Though leadership begins with scrutinizing yourself, the end game is about others – influencing them to reach greater heights. A good leader never forgets how valuable his people are.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(3) Banking too much on rationality.</strong></div>\r\n<div style="text-align: justify; ">\r\n Like it or not, every decision we make is inevitably tied up with our emotions, directly or indirectly because that’s the way humans are wired. Many leaders fail to get their people’s buy-in simply because they use too much logic and too little love. Instead, leaders should connect rather than compel, encourage rather than enforce.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A single dose of compassion is much more effective at motivating others than giving a thousand reasons why someone must do this or that. At other times, a pinch of humour or lightheartedness may be appropriate to break the tension.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “A sense of humour is part of the art of leadership, of getting along with people, of getting things done.”</div>\r\n<div style="text-align: justify; ">\r\n ~ Dwight D. Eisenhower</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(4) Letting corporate rules overrule. </strong></div>\r\n<div style="text-align: justify; ">\r\n Rules were made for men, and not men for the rules. Thus the priority is on the person’s well-being first. Here is a case in point:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n After completing a demanding project, the project team members who had sacrificed many evenings and weekends were given an extra day off their work. The day agreed upon was a Friday. At the last minute, one team member had to report to work that Friday because of an urgent matter. So she asked the HR department if she could take another day off instead. Their response? No. Because that specific Friday was stated in the form, the matter was set in stone. Period.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When decision makers in the organization don’t know how to exercise discretion, they risk eroding the employees’ morale. In general, rules must be adhered to, but under special circumstances, leaders need to be discerning, empathetic and flexible.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>5) Distracted by the latest and the sexiest.</strong></div>\r\n<div style="text-align: justify; ">\r\n Stay focused on basic good old-fashioned leadership values like humility and honesty instead of getting sidetracked by new leadership fads. For instance, trying to conduct leadership training based on the most recent set of buzzwords is going to be a waste of valuable corporate resources if your executives still have attitudes such as “Why should I change?” or “Why should I respect people from that culture?”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n It could take just one little misstep to undo your great leadership track record. Therefore, conscientious leaders would do well to pay heed to the potential pitfalls that others have painfully experienced or witnessed and now warn you about.</div>', 'To Err or Not to Err? 5 Leadership Errors and How to Avoid Them', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/cancel_f2.png" style="margin-left: 6px; margin-right: 6px; float: right; width: 66px; height: 66px; " />Since time immemorial, countless leadership errors have been made and many dire consequences faced. Yet without making mistakes, one cannot learn. This is indeed a paradoxical dilemma for leaders: To err or not to err?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n', 'trash', 'open', 'open', '', 'to-err-or-not-to-err-5-leadership-errors-and-how-to-avoid-them', '', '', '2013-06-28 11:25:31', '2013-06-28 11:25:31', '', 0, 'http://invictusleader.com/home/?p=3939', 12, 'post', '', 0),
(3940, 1, '2012-02-27 15:02:29', '2012-02-27 15:02:29', '\r\n<p>\r\n <img alt="" src="images/stories/motl_sg_brochure1.jpg" style="width: 580px; height: 876px;" /><br />\r\n <img alt="" border="0" height="224" id="Image-Maps_6201202270956155" src="/home/images/stories/motl_sg_brochure2.jpg" usemap="#Image-Maps_6201202270956155" width="580" /><map id="_Image-Maps_6201202270956155" name="Image-Maps_6201202270956155"><area alt="Learning@GOV" coords="114,56,214,77" href="https://www.learning.gov.sg/" shape="rect" target="_blank" title="Learning@GOV" /> <area alt="9th March session" coords="0,112,258,133" href="https://docs.google.com/spreadsheet/viewform?formkey=dFNidC1CN1VqSGJaS3VmZGUzbWY5REE6MQ" shape="rect" target="_blank" title="9th March session" /> <area alt="10th March session" coords="0,133,258,154" href="https://docs.google.com/spreadsheet/viewform?formkey=dDBKWjJjYU56cHo0TTQ1VGpWcGYzS3c6MQ" shape="rect" target="_blank" title="10th March session" /> <area alt="Send email" coords="0,188,155,209" href="mailto:PA_NACLI_BD@pa.gov.sg" shape="rect" target="_blank" title="Send email" /></map></p>', 'Mark of The Lion in Singapore', '<p>\r\n <img alt="" src="images/stories/motl_sg.jpg" style="width: 580px; height: 430px;" /></p>\r\n', 'trash', 'open', 'open', '', 'mark-of-the-lion-in-singapore', '', '', '2013-06-28 11:25:31', '2013-06-28 11:25:31', '', 0, 'http://invictusleader.com/home/?p=3940', 1, 'post', '', 0),
(3941, 1, '2012-03-08 04:22:15', '2012-03-08 04:22:15', '\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A few restaurant workers stormed out from behind the service counter and from the kitchen to assault a client who expressed his intention to make a formal complaint to the restaurant’s management while taking some photos of the staff involved. There was a scuffle. Part of the incident was captured by an eye-witness and uploaded onto YouTube.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The whole drama was the outcome of failure somewhere somehow along the various levels of leadership. All of us could learn a few valuable lessons from the <span data-scayt_word="unsavoury" data-scaytid="2">unsavoury</span> event.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #1: Count Your Chickens Before They Are Fetched</strong></div>\r\n<div style="text-align: justify; ">\r\n Management 101 tells us something about inventory management. It is fundamental for businesses to establish a system that can forecast and manage their demand and supply chain. If you discover a persistent weakness in your organization’s supply management, then it is usually a matter of “fired” or “fried”, i.e. the supplier or staff directly responsible for the gross oversight should get fired, otherwise your reputation will be fried.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #2: Manage Customer Expectations</strong></div>\r\n<div style="text-align: justify; ">\r\n Even if a sudden burst of demand were to outstrip supply, any restaurant manager should have the presence of mind to manage customer expectations by courteously informing the latter of the food shortage – or at least the high possibility of the deficit – as soon as possible, and not only when it is the customer’s turn to order. Doing so would give customers the opportunity to look for viable alternatives, instead of “forcing” them to order something else on the menu, or turning them away at the eleventh hour. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Customers are not so unreasonable as to blame you for unforeseeable market forces impacting supply, but they will chide you for not advising them of potential problems in advance. You can absolve yourself from all responsibility, protesting as much as you like that it is really not your fault, but your customers will definitely consider going to your competitors the next time round.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #3: Manage Your Anger</strong></div>\r\n<div style="text-align: justify; ">\r\n We live in a stressful world, more often on the edge of fury rather than on the edge of glory. Where no mental disorder is diagnosed, anger is usually a symptom of high stress. All of us, especially if we are involved in the service or hospitality industry, must learn how to manage our anger. Otherwise, we should not be in the industry at all.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Why is it so hard to control one’s anger? Once our <span data-scayt_word="amygdala" data-scaytid="3">amygdala</span> – the part of our brain that is involved in processing emotions such as fear and aggression (anger) – has been “hijacked” by the over-flooding of our emotions, there is no turning back. Like a rollercoaster that must complete its programmed course, the emotions that hijack our <span data-scayt_word="amygdala" data-scaytid="4">amygdala</span> will rush forward irreversibly. Although things may calm down after the emotional storm is over, the damage – sometimes very costly – has already been done.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Therefore, the tip is to prevent setting off the <span data-scayt_word="amygdala" data-scaytid="5">amygdala</span> on the wrong course in the first place. Wise leaders can see the negative trigger coming and avoid it. They know how to manage any spark of negative emotion before it explodes into an uncontrollable devouring fire.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Leaders should ensure that all their people know how to manage their anger and exercise great caution with the words they speak. As psychologists would attest, words do have a powerful impact on one’s psyche.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #4: It’s not Racial, It’s just Mercurial</strong></div>\r\n<div style="text-align: justify; ">\r\n Some parties have tried to politicize the unfortunate fowl incident by injecting racial connotations. Since the customer in the case was of a different ethnicity from that of the restaurant workers, there were allegations that the former must have uttered a racial slur to provoke the violence, an allegation the customer has denied.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leaders must know the exact root of a problem in order to be able to take the right action. If it is just a matter of volatile temperaments gone out of control, then it must not be exaggerated as something else especially something as sensitive as ethnic or racial bias. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #5: Train, train, train! Coach, coach, coach!</strong></div>\r\n<div style="text-align: justify; ">\r\n The fifth lesson is a corollary of the other four lessons. They boil down to the need for training and coaching.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Where leadership development is concerned, training and coaching are not optional. Instead training and coaching are indispensable ingredients in the recipe for corporate success. There is no way you can dish out authentic corporate success without those basic ingredients.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <b>Food for Thought</b></div>\r\n<div style="text-align: justify; ">\r\n The organization that owns the restaurant chain in the aforementioned case was also embroiled in another controversy in October 2010. Could this be indicative of the organization’s emphasis on training and coaching?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Some organizations “chicken” out on training and coaching because the leaders are afraid to open the floodgates for an honest look at organizational shortcomings which would reflect back on the leaders themselves.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Is your organization an exemplar of good service, best practices and a healthy culture? If the standard falls short, should you be considering further training and coaching?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n [Note: The fowl story had a tasty ending after all. News published in the local papers on 19 February indicated that the customer was happy with the apology and compensation offered by the restaurant management.]</div>', 'When Clients Cried Foul Over Fowl', '<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Man_rethinking_food.jpg" style="float: right; width: 122px; height: 122px; " />Supper at one of the outlets of a well-known fast food chain turned awry somewhere in Malaysia, when punches became the order of the night instead of the chicken the clients sought to order.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It all began when weary clients who had queued up for close to an hour towards the end of a long day were suddenly told that the chicken had run out. Feathers were ruffled. Aggravated by hunger pangs and the unfulfilled expectations of their basic human need, frustrated clients began crying foul over the lack of fowl.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Morale dipped further. Tension shot sky high. Eventually something snapped and the claws came out.</div>\r\n', 'trash', 'open', 'open', '', 'when-clients-cried-foul-over-fowl', '', '', '2013-06-28 11:25:31', '2013-06-28 11:25:31', '', 0, 'http://invictusleader.com/home/?p=3941', 11, 'post', '', 0);
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(3942, 1, '2012-03-08 05:38:27', '2012-03-08 05:38:27', '\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n Though training and coaching are distinct, both are intertwined. Just as a “train” refers to the entire vehicle, “training” is analogous with entire groups, teams and the whole organization. On the other hand, a “coach” refers to a discernible compartment, so “coaching” is associated with individual attention and personal development.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>The vehicle transports; the journey transforms</strong></div>\r\n<div style="text-align: justify; ">\r\n Trains get the people and things in the coaches going places. Similarly, training brings an individual from one point to the next, gradually moving closer towards his desired destination.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n One major complaint about training is that its effects diminish over time. Why?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A very likely reason is the inadequate frequency of the trains/training. For instance, just one train per week cannot effectively serve the needs of a thriving township. Ironically, cutting down the frequency of something beneficial in order to “save” money will lose you even more money.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Another common complaint is that training doesn’t work at all. This is because conventional training – carried out without coaching – is like a train without coaches. Yes, it sounds <span data-scayt_word="rail-ly" data-scaytid="5">rail-ly</span> ridiculous, but that’s what many organizations do!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Imagine a train (organization) with no coaches (where passengers sit), but with just a locomotive (the part that contains the engine). What good is such a train if it has no room for its people (i.e. no coaches), but only an empty shell of policies and systems (i.e. having just the locomotive)?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Direction</strong></div>\r\n<div style="text-align: justify; ">\r\n Every coach in the train must run in the same direction. Trying to move in different directions will result in a deadlock that gets everybody nowhere. A good training and coaching provider must first ensure the strong alignment of individual/personal, departmental/divisional and corporate/business objectives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Being on track</strong></div>\r\n<div style="text-align: justify; ">\r\n Now and then we read about trains getting derailed for a number of reasons. One reason could be because of poor track maintenance. Another reason could be a collision whose impact derails the entire coach or train. It doesn’t matter whether the train or coach is of superior quality – if the rails are inferior or if the obstruction is not removed, even the best train or coach cannot avoid disaster.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In organizations, training and coaching could be stalled due to poor buy-ins by decision makers at the top. Or it could be hampered by clashes among these top executives, whether they are a professional clash of views or a personal clash of wills.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Trainers and coaches can help, but if the top executives of an organization persist in going on a collision course with obstacles the size of their egos, then it wouldn’t matter how excellent the trainer or coach is – the squabbling parties will eventually run the organization off its tracks.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Why the train and not the plane?</strong></div>\r\n<div style="text-align: justify; ">\r\n Without trains, you would have to find alternative means of transportation. If you walked, it would be too slow. If you flew, it might be too fast – you lose the scenic view during the journey.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When you lose the view, you don’t get to enjoy the journey. When you don’t have the opportunity to appreciate the journey, you miss the benefits of the process – observing, reflecting, consolidating your thoughts and ideas, being inspired by something you saw, occasionally bouncing ideas with your travel companion, intermittently interacting with your other fellow passengers, striking up conversations and making new acquaintances, etc.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n So much happens in the coach and on the train! But unfortunately, some people who reach their goals too quickly didn’t get to enjoy genuine transformational growth.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It’s not just about the destination. The journey matters, too.</div>', 'Trains and Coaches: Transporting Us, Transforming Us', '<div>\r\n <span style="text-align: justify; ">by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></span></div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em style="font-size: 16px; ">It might sound <span data-scayt_word="rail-ly" data-scaytid="2">rail-ly</span> ridiculous, but some organizations think they can do without <span data-scayt_word="TRAINing" data-scaytid="3">TRAINing</span> and <span data-scayt_word="COACHing" data-scaytid="4">COACHing</span></em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/bigstock_Time__and_Train_514910.jpg" style="margin-left: 12px; margin-right: 12px; float: right; width: 188px; height: 125px; " /></div>\r\n<div style="text-align: justify; ">\r\n Throughout the course of history, trains have played a pivotal role not only as a mode of mass transportation but also as an engine of social and economic development. Trains not only carry an individual to serve his or her personal needs, but also move massive bulks of commercial freight to serve large multinational corporations. From the humble farmhand to the hotshot executive, the “iron horse” was, and still is in many regions, the transportation workhorse for people across diverse socio-economic strata.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n A train is made up of individual coaches. Without the coaches, the train does not exist. Conversely, if there is no train, then it means there are no coaches. Likewise in human capital development, <strong>training and coaching must go hand in hand</strong>.</div>\r\n', 'trash', 'open', 'open', '', 'trains-and-coaches-transporting-us-transforming-us', '', '', '2013-06-28 11:25:31', '2013-06-28 11:25:31', '', 0, 'http://invictusleader.com/home/?p=3942', 3, 'post', '', 0),
(3943, 1, '2012-03-19 14:48:26', '2012-03-19 14:48:26', '<div>\r\n </div>\r\n<h3>\r\n <strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/featured/2_SLIDE2a-Led.jpg" style="margin-top: 16px; margin-bottom: 16px; width: 419px; height: 147px; " /></div>\r\n<div style="text-align: justify; ">\r\n Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h3>\r\n <strong>Do you have INTEL inside?</strong></h3>\r\n<div style="text-align: justify; ">\r\n Computers have man-made Intel processors, but humans have their God-given <span data-scayt_word="INTelligence" data-scaytid="1"><strong>INT</strong>elligence</span> and <strong>E</strong>motional <strong>L</strong><span data-scayt_word="eadership" data-scaytid="2">eadership</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Make that resolution today because your leadership journey begins within yourself. But <span data-scayt_word="INVICTUS" data-scaytid="3">INVICTUS</span> LEADER will walk with you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h3>\r\n <strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3>\r\n <strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="INVICTUS" data-scaytid="4">INVICTUS</span> LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em> leadership <em>solutions</em>, not just a collection of events or training sessions. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="INVICTUS" data-scaytid="6">INVICTUS</span> LEADER’s <span style="color:#ff0000;"><strong>Mark of a Lion Leadership Solution-based <span data-scayt_word="LearningTM" data-scaytid="8">Learning<sup>TM</sup></span> </strong></span>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us. </div>\r\n<div>\r\n </div>\r\n<h4 style="text-align: center; ">\r\n <img alt="alt" src="images/stories/Mark_of_the_Lion_structure.png" style="width: 660px; height: 486px; border-width: 0px; border-style: solid; " /></h4>\r\n<h3>\r\n Overview of each module:</h3>\r\n<p>\r\n (A) <strong>LEARNING TO LEAD</strong></p>\r\n<p>\r\n <strong>Bringing Out the Leader in You</strong></p>\r\n<p style="text-align: justify; ">\r\n The journey begins with your own decision to step out and step up. This module introduces you to what true leadership is all about and what is expected of you. Whatever level you are at right now, there is limitless scope for further development.</p>\r\n<p style="text-align: justify; ">\r\n </p>\r\n<p style="text-align: justify; ">\r\n (B) <strong>FUTURE LEADERS</strong></p>\r\n<p style="text-align: justify; ">\r\n <strong>Leadership Innovation Rewired: A Leader’s Edge</strong></p>\r\n<p style="text-align: justify; ">\r\n Leaders need to have the right knowledge, skills and attitude to succeed. Most of our knowledge is gained through formal education, whereas our skills are honed through constant daily practice. However, the third element – attitude – is the “secret ingredient” of your personal leadership development.</p>\r\n<p style="text-align: justify; ">\r\n Your attitude impacts the way you think and feel; it governs how you eventually behave and act. Achieving self-mastery requires mastering your attitude first.</p>\r\n<p style="text-align: justify; ">\r\n This module for young emerging leaders (junior level to mid-level managers) enables you to take an honest look at yourself in order to align your attitude with the right core values of exemplary leadership, and to achieve the self-mastery that will enable you to remain stoic even amidst the most turbulent times of your lifelong leadership journey.</p>\r\n<p style="text-align: justify; ">\r\n But the journey does not stop here. To remain relevant in an era where change is a constant, leaders must learn to embrace innovation. “Leadership Innovation Rewired” will show you the keys to unlocking your <span data-scayt_word="innovativeness" data-scaytid="9">innovativeness</span>: how to remove the filters that block you, how to look beyond your self-limiting expectations, and how to envision boundless possibilities.</p>\r\n<p>\r\n [Note: This module was previously titled, “Leadership Self-Mastery.”]</p>\r\n<p>\r\n </p>\r\n<p>\r\n (C) <strong>LEADING PEOPLE</strong></p>\r\n<p>\r\n <strong>Take Charge Leadership</strong></p>\r\n<p>\r\n Every one of us is wired with some degree of creativity, but can we harness enough creativity to produce something tangible – an innovation? Leaders today are expected to move beyond the phase of creativity (thinking) and deliver tangible results through innovation (doing).</p>\r\n<p style="text-align: justify; ">\r\n This module for mid-level managers and heads of sections/departments will show you how to tap into your inner creativity and innovative spirit, by developing the right mindset, creating the right environment, and using the right tools and techniques.</p>\r\n<p>\r\n </p>\r\n<p>\r\n (D) <strong>LEADING ORGANIZATIONS</strong></p>\r\n<p>\r\n <strong>Mark of a Leader</strong></p>\r\n<p>\r\n At this stage of your journey, you are primed to be in a senior management/leadership position. You are expected to accomplish significant milestones for your organization.</p>\r\n<p style="text-align: justify; ">\r\n The self-mastery and inner discipline that you have begun enhancing during “Leadership Innovation Rewired: A Leader’s Edge” and through “Take Charge Leadership” will be further refined here in “Mark of a Leader”.</p>\r\n<p style="text-align: justify; ">\r\n This hands-on leadership module empowers you to think, behave and act in ways that are worthy of excellent leadership – from the way you perceive people and situations, to the way you carry yourself and treat others. The sessions are strategically scheduled at predetermined intervals that are optimally paced to enable real and sustainable development. </p>\r\n<p style="text-align: justify; ">\r\n The course offers participants a supportive learning environment in which you can examine and discuss both the challenges and successes you face daily. After the sessions are completed, <span data-scayt_word="Invictus" data-scaytid="10">Invictus</span> Leader will continue to offer support through its e-Forum and e-Coaching platform, where participants are placed in various groups and can interact with their group members and the group moderator/coach. The forum provides an avenue for participants to develop themselves, not alone in a vacuum, but in an open environment of honest interaction among trusted colleagues where they can cultivate their personal values and collectively shape their desired corporate culture.</p>\r\n<p style="text-align: justify; ">\r\n [Note: This level of the training/coaching module was formerly known as “Take Charge Leadership – Think, Behave, Act”, and has been further enhanced to create even greater value for our participants.]</p>\r\n<p style="text-align: justify; ">\r\n </p>\r\n<p style="text-align: justify; ">\r\n (E) <strong>LEADING FOR RESULTS</strong></p>\r\n<p style="text-align: justify; ">\r\n <strong>Strategic Leadership Acumen</strong></p>\r\n<p style="text-align: justify; ">\r\n Participants who have completed “Mark of a Leader” need to go through a “Leadership 360” transformation process through one-on-one coaching before entering this level of “Strategic Leadership Acumen”. </p>\r\n<p style="text-align: justify; ">\r\n To ensure that you are fully prepared for this degree of exacting leadership accountability, the one-on-one coaching sessions will <span data-scayt_word="helpto" data-scaytid="11">helpto</span> raise your leadership quotient to a level that puts you among the ranks of top-notched leaders.</p>\r\n<p style="text-align: justify; ">\r\n This module will cover business acumen, business <span data-scayt_word="modelling" data-scaytid="12">modelling</span>, and your 100 days’ strategy. At this highest level of leadership, we advocate that the job of a leader is not to motivate their staff, but to <em>keep</em> them motivated.</p>\r\n<p style="text-align: justify; ">\r\n [Note: This level of the training/coaching module was formerly known as “Lead like a Coach, Think like a Mentor & Influence like a Leader”.]</p>', 'INVICTUS LEADER', '', 'trash', 'open', 'open', '', 'invictus-leader', '', '', '2013-06-28 11:25:31', '2013-06-28 11:25:31', '', 0, 'http://invictusleader.com/home/?p=3943', 6, 'post', '', 0),
(3944, 1, '2012-05-08 14:08:05', '2012-05-08 14:08:05', '<p>\r\n <strong style="font-size: 14px; line-height: 14px; "><span style="color: rgb(0, 0, 255); ">L</span>eadership, <span style="color: rgb(0, 0, 255);">E</span>volve, <span style="color: rgb(0, 0, 255); ">A</span>uthenticity, <span style="color: rgb(0, 0, 205); ">D</span>rive – the four pillars of <span data-scayt_word="Invictus" data-scaytid="1">Invictus</span> Leader</strong></p>\r\n<p>\r\n <img alt="alt" src="images/stories/Greek_Pillars_new.jpg" style="width: 440px; height: 587px;" /></p>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="Invictus" data-scaytid="2">Invictus</span> Leader models the attributes of <strong>L</strong><span data-scayt_word="eadership" data-scaytid="3">eadership</span>, <strong>E</strong>volve, <strong>A</strong>uthenticity and <strong>D</strong>rive, upon which it builds its philosophy of leadership engagement and solution.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Leadership</strong></div>\r\n<div style="text-align: justify; ">\r\n Throughout the course of history, leadership has been essential for mankind’s survival. Without leadership, our ancient forefathers would not have been able to harness their collective strengths and wisdom to endure the harsh demands of their natural environment such as unpredictable weather elements, hostile wildlife and antagonistic human adversaries. Today, in spite of huge advances in science and technology, leadership is just as pertinent and critical within the context of contemporary manmade institutions such as our civil society, business corporations and the government.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div>\r\n <strong>Evolve</strong></div>\r\n<div style="text-align: justify;">\r\n Leaders must evolve or dissolve. As economies rise and fall, organizations collaborate and segregate, generations and paradigms shift, so must leaders adapt accordingly. Stagnant or complacent leaders will be caught by surprise when the cumulative effects of change appear to suddenly hit them from nowhere, shattering the very foundation upon which their past successes stood. The ability to evolve does not constitute an occasional act but an on-going process. Instead of one drastic overhaul, the ability to evolve involves making incremental adaptations along your leadership journey.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Authenticity</strong></div>\r\n<div style="text-align: justify; ">\r\n Authenticity is what makes a leader credible. It is the essence of leadership, the true <span data-scayt_word="flavour" data-scaytid="4">flavour</span> of who a leader really is. Authenticity is inimitable – it is not something that you can copy, fake or put on at will, but rather what you evolve into along your journey of leadership development. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <div>\r\n <strong>Drive</strong></div>\r\n <div>\r\n A leader’s drive is associated with his or her motivation. Ordinary leaders tend to observe <em>informed acquiescence</em> in their organizations, where people learn to abide by the rules and are motivated by externally controlled factors. On the other hand, extraordinary leaders subscribe to <em>value-based self-governance,</em> where their people are inspired by intrinsic motivation rather than external factors. Only the leader who is internally driven by the right moral compass will be able to abundantly reap the benefits of enduring leadership.</div>\r\n</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="Invictus" data-scaytid="5">Invictus</span> Leader understands what it means to be a leader. We are here to walk alongside you, to address your needs and concerns with a holistic perspective, starting right from the inside out. </div>', 'LEAD', '', 'trash', 'open', 'open', '', 'lead', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://invictusleader.com/home/?p=3944', 4, 'post', '', 0),
(3945, 1, '2012-05-08 14:35:37', '2012-05-08 14:35:37', '<h5>\r\n <span style="font-size:14px;"><strong><span style="color: rgb(0, 0, 255); ">L</span>eadership, <span style="color: rgb(0, 0, 255);">E</span>volve, <span style="color: rgb(0, 0, 255); ">A</span>uthenticity, <span style="color: rgb(0, 0, 255); ">D</span>rive - the four pillars of <span data-scayt_word="Invictus" data-scaytid="2">Invictus</span> Leader</strong></span></h5>\r\n<p>\r\n <img alt="alt" src="images/stories/Greek_Pillars_new.jpg" style="width: 440px; height: 587px;" /></p>\r\n<div style="text-align: justify; ">\r\n <span style="text-align: justify; ">In upholding the four LEAD pillars – </span><strong style="text-align: justify; ">L</strong><span data-scayt_word="eadership" data-scaytid="7">eadership</span><span style="text-align: justify; ">, </span><strong>E</strong>volve<span style="text-align: justify; ">, </span><strong style="text-align: justify; ">A</strong><span style="text-align: justify; ">uthenticity, </span><strong style="text-align: justify; ">D</strong><span style="text-align: justify; ">rive – </span><span data-scayt_word="Invictus" data-scaytid="4">Invictus</span><span style="text-align: justify; "> Leader believes that a true leader will nat</span><span style="text-align: justify; ">urally gravitate towards innovation even without being told to do so.</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Innovation is a form of creative energy that helps us to adapt intelligently to our ever-changing environment, to remain relevant amid fierce competition, or to transcend our present circumstances and leap onto a higher plane. Not only do good leaders understand the value of innovation, they are also able to exemplify it and instill a culture of <span data-scayt_word="innovativeness" data-scaytid="10">innovativeness</span> among their people.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Through the guidance of <span data-scayt_word="Invictus" data-scaytid="11">Invictus</span> Leader, you can enhance your innovation quotient and learn how to draw out the natural innovative instinct that many of us have unconsciously buried beneath layers of fear and insecurity.</div>', 'INNOVATE', '', 'trash', 'open', 'open', '', 'innovate', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://invictusleader.com/home/?p=3945', 3, 'post', '', 0),
(3946, 1, '2012-05-08 14:42:39', '2012-05-08 14:42:39', '<h5>\r\n <span style="font-size:14px;"><strong><span style="color:#0000ff;">L</span>eadership, <span style="color: rgb(0, 0, 255);">E</span>volve, <span style="color:#0000ff;">A</span>uthenticity, <span style="color:#0000ff;">D</span>rive - the four pillars of <span data-scayt_word="Invictus" data-scaytid="1">Invictus</span> Leader</strong></span></h5>\r\n<h5>\r\n <img alt="alt" src="images/stories/Greek_Pillars_new.jpg" style="width: 440px; height: 587px; border-width: 0px; border-style: solid;" /></h5>\r\n<div style="text-align: justify; ">\r\n As leaders continue to uphold the four LEAD pillars - <strong>L</strong><span data-scayt_word="eadership" data-scaytid="2">eadership</span>, <strong>E</strong>volve, <strong>A</strong>uthenticity, <strong>D</strong>rive - they will gain the desire to coach. In the same way that mature humans desire to start their own families through procreation, established leaders have the desire to raise other leaders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is the ability to coach that enables established leaders to nurture emerging leaders. Coaching requires authenticity in the coach who must also possess the inner drive to continuously evolve, even as he/she inspires others to do likewise.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Coaching is so vital for leadership development, sustenance and replenishment that even highly exemplary leaders who coach others will still need coaching themselves. That is why coaching is a key focus of <span data-scayt_word="Invictus" data-scaytid="3">Invictus</span> Leader.</div>', 'COACH', '', 'trash', 'open', 'open', '', 'coach', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://invictusleader.com/home/?p=3946', 2, 'post', '', 0),
(3947, 1, '2012-05-10 06:04:16', '2012-05-10 06:04:16', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n Even the strongest among us have some sort of personal reaction towards criticism. Although the criticism may be sincere, valid and constructive, we cannot help experiencing an immediate involuntary emotional reaction – thanks to our physiology – before our rational side takes over to normalize our emotions. Just like the injection your doctor gives you – it may be beneficial, but no one can deny feeling that first uncomfortable prick which punctures the skin.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Sometimes, we are taken aback by criticism (because we were unconscious of our blind spots), or we feel a little disappointed (“I didn’t do well enough!”) at our own inadequacies. And if we don’t have a close relationship with the criticizer, it is easy to feel resentful because we think the criticizer has no right to pass judgment on us, whether or not the criticism is justifiable.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Nevertheless, no one can play Mr/Ms Nice Person all the while – no matter how sparing we are with our criticism, there are occasions when we simply have no choice but to deliver it. Fortunately, there are specific positive approaches that experts recommend to minimize any hard or hurt feelings.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Request for specific future change</strong></div>\r\n<div style="text-align: justify; ">\r\n Psychologist Clifford N. Lazarus, PhD, advises us to frame criticism in the form of a request for a specific positive change in the future, as opposed to condescending statements that describe the current negative situation. For instance, instead of saying, “You’re such a laggard! Don’t you know how long you’ve kept us all waiting?” a far better way to put it would be, “In the future, please be punctual for meetings.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Sandwich method</strong></div>\r\n<div style="text-align: justify; ">\r\n Just as a sandwich has three layers, this popular technique consists of three steps. First, praise is given; then the criticism or corrective feedback follows, concluding with more praise. For example, “John, you did very well with our customers last week. But this week the training session seemed a little less lively. I am confident that with a bit more interaction during the presentation, the customers will be so eager to participate.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, many bosses use this technique so often that employees already expect the routine. Once the boss starts praising an employee, the latter will automatically anticipate the criticism that must surely follow.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To deter such unproductive conditioned thinking, bosses should show genuine appreciation to their employees at other times, too, and not just as a platform to deliver criticism. Criticism coming from a caring, appreciative boss is definitely more effective than criticism from one who praises with hidden motives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>“I-statements” versus “You-statements”</strong></div>\r\n<div style="text-align: justify; ">\r\n Spewing statements such as, “You always wait for others to do the job!” or “You never take the initiative to improve!” will only make the other person defensive and cause him or her to retaliate. When imparting criticism, statements that are filled with many “You’s” tend to be more accusatory in nature.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Instead, <span data-scayt_word="practise" data-scaytid="4">practise</span> using more “I-statements” to skillfully deliver constructive criticism. For instance, we could say to a colleague who tends to keep to himself, “I am really at a disadvantage without my co-workers’ input. I would really appreciate it if you could share with me your views to help make this project a greater success.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, the way you criticize tells others a lot about you. If you care for your people, you will respect them enough to protect their sensitivities while guiding them to become better, more confident employees.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Criticism requires both heart and art. When the heart is right, the art will follow naturally.</div>', 'The HeART of Constructive Criticism', '<p>\r\n <span style="text-align: justify; ">by Dr Barbara </span><span data-scayt_word="Tey" data-scaytid="1">Tey</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em><img alt="alt" src="images/stories/Castillo - indifferent woman showing her palm.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 188px; height: 125px; " />“He has a right to criticize, who has a heart to help.” ~ Abraham Lincoln</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The day will come when even the nicest and most tolerant among us will criticize and be criticized. As a leader, manager, colleague, parent, teacher or friend, we need to learn how to not only give but also take criticism; otherwise, we risk ruining relationships, which in turn, upsets the working or living environment. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n While criticism is not uncommon, there is something particularly delicate about this form of communication – or “corrective feedback” as it is <span data-scayt_word="labelled" data-scaytid="2">labelled</span> in some organizations – simply because it pinpoints people’s shortcomings, which may wound their ego or threaten their comfort zone. The problem is exacerbated because many of us are thin-skinned and bristle when criticism is <span data-scayt_word="levelled" data-scaytid="3">levelled</span> at us.</div>\r\n<div style="text-align: justify; " />\r\n ', 'trash', 'open', 'open', '', 'the-heart-of-constructive-criticism', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://invictusleader.com/home/?p=3947', 5, 'post', '', 0),
(3948, 1, '2012-05-10 06:25:58', '2012-05-10 06:25:58', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n [Note: The term “emotional intelligence” was coined by the late Wayne Payne in his 1985 doctoral thesis titled, “A Study of Emotion: Emotional Intelligence”. It was not well-known earlier because it was unavailable electronically. Reference: <a href="http://eqi.org/payne.htm">http://eqi.org/payne.htm</a>]</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Your influence is greater than you think</strong></div>\r\n<div style="text-align: justify; ">\r\n Many of us underestimate our leadership influence on others; that’s why we are pleasantly surprised when people tell us that they have achieved something because of what we once said to them, or did for them. On the contrary, our leadership influence could adversely impact people in such a way that they underachieve instead.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is always never too late to pause and check yourself. Among the first things you can do is to find out if you are unwittingly committing some of the errors that hamper leadership influence. Once you realize where you have gone wrong, you can start making some timely changes – even micro changes can make a huge difference.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Dr <span data-scayt_word="Reldan" data-scaytid="5">Reldan</span> S. <span data-scayt_word="Nadler" data-scaytid="6">Nadler</span>, the author of <em>Leading with Emotional Intelligence</em>, outlines seven errors – usually unintentional – that can stifle our leadership performance and influence. Check if you have inadvertently fallen into any of these:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1)</strong> <strong>Generalization of skill error</strong></div>\r\n<div style="text-align: justify; ">\r\n This tends to happen when you promote people who excel technically to a managerial or leadership position. A classic scenario is the computer genius who gets promoted to Head of Department. Though a brilliant individual performer, the software engineer may turn out to be terrible at managing or leading. Instead, leaders – who should themselves have high <span data-scayt_word="EI" data-scaytid="7">EI</span> – must work on their successors’ <span data-scayt_word="EI" data-scaytid="8">EI</span> as a <strong>top priority</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(2) <strong>Spotlight error</strong></strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders are constantly under the spotlight where every little action is scrutinized and, unfortunately, often misconstrued. Even presidents and CEOs have been caught off-guard with some embarrassing or reactive response captured on social media that went viral. But once the damage is done, the leader’s credibility and influence are seriously, or even irreversibly, affected. The caveat: <em><u>Nothing</u></em> is off-the-record especially when a recording device is so readily accessible nowadays (and turned on without the speaker''s knowledge).</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(3)</strong> <strong>Influence error</strong></div>\r\n<div style="text-align: justify; ">\r\n Amid the hustle and bustle of work, you tend to forget to acknowledge your people’s contributions; sometimes you even lose touch with them! Your leadership influence over your people diminishes each day with every missed opportunity to share your positive influence. Therefore, actively seek out such opportunities, whether during a festive season celebration or at a company event.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(4)</strong> <strong>Neglect error</strong></div>\r\n<div style="text-align: justify; ">\r\n Sometimes leaders get so bogged down by so many urgent matters that they forget what is <strong>non-urgent but still very important</strong>. Providing consistent feedback, coaching and direction is an indispensable leadership responsibility, whether or not it seems to be urgently required at that moment.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(5) <strong>Style alignment error</strong></strong></div>\r\n<div style="text-align: justify; ">\r\n Every leader has his or her unique preferred style of communicating and leading. But what sets great leaders with high <span data-scayt_word="EI" data-scaytid="9">EI</span> apart is that they know how to align their leadership styles to accommodate the diverse needs of their people. For example, in countries with a multi-ethnic identity, you find that some leaders can thrive within their own ethnic groups but are less effective or influential on a national platform.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(6)</strong> <strong>Focus error</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders who are not focused or have not made their vision clear enough would not be able to positively influence their people. Too many focus areas will confuse one’s followers and spread all work efforts too thinly everywhere.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(7) Frequency error</strong></div>\r\n<div style="text-align: justify; ">\r\n Sometimes, leaders don’t apply the necessary strategies frequently enough to reap results. Just like exercise or learning – it needs to be done consistently and long enough to gain the desired impact.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n If two or more of the seven errors apply to you or a direct report, it implies that you are under-performing. However, there is room to grow and maximize your leadership influence, for instance, through mentorship or professional coaching.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Reference</strong></div>\r\n<div style="text-align: justify; ">\r\n <em>Leading with Emotional Intelligence: Hands-On Strategies for Building Confident and Collaborative Star Performers </em><em>by <span data-scayt_word="Reldan" data-scaytid="11">Reldan</span> S. <span data-scayt_word="Nadler" data-scaytid="12">Nadler</span></em></div>', 'Enhance Your Leadership Influence through Emotional Intelligence', '<p>\r\n <span style="text-align: justify; ">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>“Leadership is influence.”</em></div>\r\n<div style="text-align: justify; ">\r\n ~ John C. Maxwell</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/Group of office execs standing in discussion.jpg" style="width: 208px; height: 138px; margin-left: 6px; margin-right: 6px; float: right; " />Much has been said and written about leadership influence and emotional intelligence. A Google search on 9 May 2012 of the key phrase “leadership influence and emotional intelligence” yielded 3.99 million results, whereas a Yahoo search of exactly the same phrase yielded 101 million results. While the algorithm used by each of the two well-known search engines might be quite different, the significant number of references to the phrase indicates the strong link between leadership influence and emotional intelligence.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To refresh our memory on what emotional intelligence is, let us consider the definition by Peter <span data-scayt_word="Salovey" data-scaytid="2">Salovey</span> and John Mayer, which was submitted about six years before Daniel <span data-scayt_word="Goleman" data-scaytid="3">Goleman</span> popularized the term in his bestseller, <em>Emotional Intelligence: Why It Can Matter More Than IQ</em>:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “We define emotional intelligence as the subset of social intelligence that involves the ability to monitor one''s own and others'' feelings and emotions, to discriminate among them and to use this information to guide one''s thinking and actions.”</div>\r\n<div style="text-align: justify; ">\r\n ~ <span data-scayt_word="Salovey" data-scaytid="4">Salovey</span> & Mayer, <em>Emotional Intelligence</em>, 1990</div>\r\n<div style="text-align: justify; " />\r\n ', 'trash', 'open', 'open', '', 'enhance-your-leadership-influence-through-emotional-intelligence', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://invictusleader.com/home/?p=3948', 10, 'post', '', 0),
(3949, 1, '2012-07-17 10:40:23', '2012-07-17 10:40:23', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Other well-known books that Covey authored include <em>First Things First</em>, <em>Principle-Centered Leadership </em>and <em>The Seven Habits of Highly Effective Families</em>. In 2004, Covey released <em>The <span data-scayt_word="8th" data-scaytid="5">8<sup>th</sup></span> Habit</em> while in 2008, he released <em>The Leader In Me – How Schools and Parents Around the World Are Inspiring Greatness, One Child at a Time</em>. At the crux of Covey’s teaching is the firm belief in core values and principles, which reflects his own high standards of integrity.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Even as he advocated continuous learning through knowledge attainment in concord with practical action, Covey himself was a perennial learner both in life and in academia. He earned a B.Sc. in Business Administration from the University of Utah, an MBA from Harvard University, and the Doctor of Religious Education (<span data-scayt_word="DRE" data-scaytid="6">DRE</span>) from Brigham Young University. In recognition of his extensive work contribution, Covey was awarded ten honorary doctorates. Covey also served as a professor at the Jon M. Huntsman School of Business at Utah State University.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What better acknowledgement can we give Covey than a recap of his “7 Habits” here? It was the “7 Habits” that propelled him to global fame, not for fame’s sake itself, but because those principles struck a chord deep within us and resonated with the truth we know.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<ul>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 1: Be Proactive</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 2: Begin with the End in Mind</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 3: Put First Things First</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 4: Think Win-Win</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 5: Seek First to Understand, Then to be Understood</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 6: <span data-scayt_word="Synergize" data-scaytid="7">Synergize</span></strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 7: Sharpen the Saw</strong></li>\r\n</ul>\r\n<div style="text-align: justify; ">\r\n Though Covey has left us, his works will endure for generations to come. Thank you, Covey, for showing us how we can develop a healthy habitude for effective living, learning and leading.</div>', 'Tribute to Stephen R. Covey', '<p>\r\n <em>"Remember, to learn and not to do is really not to learn.</em></p>\r\n<div>\r\n <em>To know and not to do is really not to know." </em></div>\r\n<div>\r\n <em> ~ Stephen R. Covey</em></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Stephen_R_Covey.jpg" style="width: 186px; height: 280px; float: right; margin: 5px 16px; " />We shall always remember <strong>Stephen R. Covey (24 October 1932–16 July 2012)</strong> as the man who brought us the “7 Habits” genre of value-centric personal development and leadership excellence. Covey’s bestseller, <em><strong>The 7 Habits of Highly Effective People</strong>, </em>which was first published in 1989, has sold over 25 million copies in 38 languages, including a <span data-scayt_word="15th" data-scaytid="1">15<sup>th</sup></span> anniversary edition released in 2004. In August 2011, <em>Time</em> magazine listed <em>The 7 Habits</em> as one of "The 25 Most Influential Business Management Books".</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Arguably, no other non-fiction book has generated so many title spin-offs and parodies – from 7 habits in various aspects of one’s lifestyle to 7 habits in areas of self-help – than Covey’s original <em>The 7 Habits</em> book. But beyond the adage that “Imitation is the best form of flattery”, the real measure of success is how powerfully Covey’s work has impacted others. It would not be far-fetched to say that the priceless essence of Covey’s “7 Habits” now inhabits the minds and hearts of millions around the world.</div>\r\n<div />\r\n ', 'trash', 'open', 'open', '', 'tribute-to-stephen-r-covey', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://invictusleader.com/home/?p=3949', 3, 'post', '', 0);
INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(3950, 1, '2012-08-01 01:15:08', '2012-08-01 01:15:08', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Through their vast research, <span data-scayt_word="Kouzes" data-scaytid="8">Kouzes</span> and Posner have distilled these 10 time-tested truths that all leaders should understand despite the different circumstances they find themselves in. But a word of caution here: these leadership truths are neither a formula nor a shortcut; on the contrary, though the truths appear simple enough (“Oh, they sound familiar!” or “They seem like common sense to me!”), putting them into practice is much more complicated than you think. </span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Here are the 10 leadership truths at a glance:</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 1: YOU make a difference.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 2: Credibility is the foundation of leadership</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 3: Values drive commitment.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 4: Focusing on the future sets leaders apart</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 5: You can’t do it alone.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 6: Trust rules.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 7: Challenge is the crucible for greatness.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 8: You either lead by example or you don’t lead at all.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 9: The best leaders are the best learners.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 10: Leadership is an affair of the heart.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">In Part 1 here, we shall consider the first two truths. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<h4>\r\n <b><span style="font-family: Arial; ">Truth no. 1: YOU make a difference.</span></b></h4>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">The first revelation that must grip you is that you matter. It may sound presumptuous or self-seeking but the truth is, if you don’t even feel that you can make a difference, then you won’t!</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">So, in what way(s) do you matter? The short answer is your <span data-scayt_word="behaviour" data-scaytid="11">behaviour</span>.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "><span data-scayt_word="Kouzes" data-scaytid="10">Kouzes</span> and Posner’s conclude that leadership is not so much about <i>who</i> you are or <i>where</i> you are from, but about <b><i>what</i> you do</b>. From their research, a whopping 25% of the reason why people feel they could work more effectively is attributed to the leader’s <b><span data-scayt_word="behaviour" data-scaytid="13">behaviour</span></b>. On the other hand, a mere 1% of the reason is attributed to other factors: age, gender, ethnicity, nationality, education etc. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Take for instance, age. Even children can initiate a movement or campaign despite not having attained the legal age of maturity or the formal leadership titles that are normally bestowed upon adults only. There are ample stories in the media that attest to children taking the lead, for example, Melissa Poe of USA who founded Kids For A Clean Environment (Kids FACE) in 1989 as a fourth grader. More recently, we have role models such as <span data-scayt_word="Harnoor" data-scaytid="15">Harnoor</span> Gill, aged 14, a youth leader in Canada who has started a number of charitable initiatives and who promotes volunteerism among youths through his own extensive voluntary work. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Today, technology has enabled many forms of surveillance that can monitor your movements for security purposes. Even your PC has a special IP address that can track where you are located geographically and which websites you have visited. Yes, you are constantly being watched, but in more ways than one. Whether you like it or not, people are consciously or subconsciously observing you in terms of your leadership capabilities – or the lack thereof.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">These are the people in your immediate circle of influence, and those who come into contact with you: your family members, friends, colleagues, customers, suppliers, <span data-scayt_word="neighbours" data-scaytid="16">neighbours</span> et cetera. Although we may be influenced by someone distant such as a respected leader halfway across the globe, that individual’s influence is much less powerful than the influence of those who are physically around or close to us. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">That is why <span data-scayt_word="Kouzes" data-scaytid="17">Kouzes</span> and Posner assert that <b>leadership role models tend to be local</b>. You can make a difference to those around you. Whatever skills and abilities you have, that is what is needed for you to lead. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Therefore, ask yourself today: <b>Who do I impact with my leadership capability? What kind of impact do I have on them? What positive difference can I make to their lives?</b></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<h4>\r\n <b><span style="font-family: Arial; ">Truth no. 2: Credibility is the foundation of leadership.</span></b></h4>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Deep down, the second truth strikes a cord within us; it is so profound and so relevant – I call this the <b>truth that touches the masses</b>. Unfortunately, this truth has been tarnished and misrepresented so often that people have become disenchanted. Just recall: how many times have you felt incredulous when politicians sing about themselves being credible while derailing their opponents’ credibility, when incredibly, they themselves have hardly done anything of credit?</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "><span data-scayt_word="Kouzes" data-scaytid="19">Kouzes</span> and Posner define credibility as being honest, forward-looking, inspiring and competent, and attest that this admired leadership attribute has remained constant over three decades of their research. Many of us can relate honesty to credibility, but what about forward-looking, inspiring and competent?</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Forward-looking means possessing a <b>sense of direction</b> and being concerned about the future of the organization. An organization’s future is usually articulated in their vision and mission statement. But beyond articulation, people expect their leaders to be able to align the organization’s future with their own future hopes and dreams. In a nutshell, if you don’t show <b>concern for your people’s aspirations</b>, they will not find you credible enough to lead them.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">An inspiring leader is one who shares genuine enthusiasm, excitement and energy about the exciting possibilities ahead for his people. People don’t want to follow a sullen, pessimistic and negative leader who lacks the energy, hope and passion to lead them to the finish line. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">In short, the lesson here from <span data-scayt_word="Kouzes" data-scaytid="21">Kouzes</span> and Posner is, “Do What You Say You Will Do” (<span data-scayt_word="DWYSYWD" data-scaytid="24">DWYSYWD</span>). </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">The thought for you today is: <b>Do I have the credentials of credibility that cause people to willingly follow me? </b></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div>\r\n <i><span style="font-family: Arial; ">(To be continued in Part 2)</span></i></div>', 'Behaviour and Credibility', '<h4>\r\n <b><span style="font-family: Arial; ">Ten Time-Tested Truths about Leadership (Part 1 of 5):</span></b></h4>\r\n<div>\r\n <span style="font-family: Arial; ">by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="margin-left: 40px; ">\r\n <span class="apple-converted-space"><span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; "><span data-scayt_word="Kouzes" data-scaytid="2">Kouzes</span> & Posner : </span></span><span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; ">“I don’t know what you call something that’s been the same for 25 years, but. . .” </span></div>\r\n<div style="margin-left: 40px; ">\r\n <span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; "> </span></div>\r\n<div style="margin-left: 40px; ">\r\n <span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; ">Ken Blanchard : “I’d call it the truth!”</span></div>\r\n<div>\r\n <span style="font-family: Arial; "> </span></div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img src="http://svenonia.files.wordpress.com/2011/11/kouzesposner_320.jpg" style="float: right; margin-left: 10px; margin-right: 10px; height: 111px; width: 122px;" /><span style="font-family: Arial; text-align: justify; ">The above is an excerpt from an actual spontaneous conversation that influential leadership researchers James (Jim) M. <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Z. Posner had </span><span style="font-family: Arial; ">with Kenneth Blanchard, a renowned management and leadership author in his own right.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">On the surface, <i>The Truth About Leadership</i> (2010) by <span data-scayt_word="Kouzes" data-scaytid="5">Kouzes</span> and Posner, might seem like a rehash of their earlier works. But if you delve deeper, you find that this isn’t really the case because the authors have continued to diligently collect and study more data during the intervening years. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">With a cumulative total of 30 years of research in their lifetime so far, as well as over one million responses to their leadership assessment tool to date, <span data-scayt_word="Kouzes’" data-scaytid="7">Kouzes’</span> and Posner’s findings confirm some enduring truths about leadership, which are worth revisiting, perpetuating and evangelizing.</span></div>\r\n<div style="text-align: justify; " />\r\n ', 'trash', 'open', 'open', '', 'behaviour-and-credibility', '', '', '2013-06-28 11:25:23', '2013-06-28 11:25:23', '', 0, 'http://invictusleader.com/home/?p=3950', 9, 'post', '', 0),
(3951, 1, '2012-08-10 12:38:50', '2012-08-10 12:38:50', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Large organizations with hundreds or thousands of employees spend significant time and money to clarify their company’s core values. Some multinationals hire consultants for millions of dollars for such an exercise. Before joining any organization, it is normal for prospective employees to check out the company’s vision, mission and core values, to know if that is a place they would like to commit a sizeable portion of their professional lives to.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Similarly, you need to be certain of what your personal values are. You cannot expect anyone to follow you if you don’t represent anything of value. People don’t want to follow an empty shell; people want to follow a leader with substance.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n If you haven’t crystallized your personal values yet, then today is a good day to start reflecting on the matter. Find it too taxing? Or you have no time? I’d say those are rather lame excuses. After all, little inconveniences don’t prevent us from fulfilling our priorities in life such as organizing our child’s birthday party or planning a family holiday!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 4: Focusing on the future sets leaders apart.</strong></div>\r\n<div style="text-align: justify; ">\r\n Research findings by <span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span> and Posner reveal that only 27% of the respondents chose “forward-looking” as a preferred characteristic in a colleague, whereas 70% of the same sample of respondents selected “forward-looking” when it came to their leaders. The 43 percentage point gap is the biggest difference the researchers have come across among all the characteristics they surveyed for colleagues and leaders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What does that tell us? People want to be assured that there is a promising future ahead of them and that they can achieve it under the right leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n So, how do you sharpen your focus of the future?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Spend time today thinking about the future in order to have more time tomorrow, that’s what <span data-scayt_word="Kouzes" data-scaytid="6">Kouzes</span> and Posner advocate. From my experience, I find that thinking deeply and reflecting is one of the hardest things for people to do today. This is because people get so bogged down by the day-to-day demands of life that they think reflection is a waste of time, they feel too tired and cannot stay focused on the task, or they are just too fearful of coming to terms with their true selves. If leaders don’t resolve this shortcoming, I believe they are unwittingly jeopardizing their own leadership potential.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The reason you must invest adequate time and effort in thinking – though seemingly not “doing” anything – is because you want to be so well prepared that you will save heaps of time and opportunity costs in the future by doing things right the first time, if possible, all the time.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Another tip by <span data-scayt_word="Kouzes" data-scaytid="9">Kouzes</span> and Posner is to reflect on the past in order to plan better for the future. This doesn’t mean harping on past mistakes and filling your soul with the negative vibes of old wounds and regrets, but it surely means remembering valuable lessons from the past, as well as to remind yourselves of the areas that you have been passionate about.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n This truth is something that I would express as, “<strong>Hindsight produces the insight that produces your foresight.</strong>”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What does it take to be able to do the above? Well, you’ve got to have a lot of imagination and optimism – and that’s the kind of substance real leaders are made of.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>(To be continued in Part 3)</em></div>', 'Setting Your Sights Right', '<h4>\r\n <strong style="text-align: justify; ">Ten Time-Tested Truths about Leadership (Part 2 of 5):</strong></h4>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>“Hindsight produces the insight that produces your foresight.”</em></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In Part 2 here, we discuss the third and fourth truths about leadership, as espoused by James M. <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Z. Posner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Truth no. 1: YOU make a difference.<img src="http://ca.pbsstatic.com/l/40/3540/9780470633540.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 119px; height: 168px; " /></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 3: Values drive commitment.</strong></div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 4: Focusing on the future sets leaders apart</strong></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 5: You can’t do it alone.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 6: Trust rules.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 7: Challenge is the crucible for greatness.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 8: You either lead by example or you don’t lead at all.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 9: The best leaders are the best learners.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 10: Leadership is an affair of the heart.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 3: Values drive commitment.</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders cannot demand commitment from their people; they need to earn it. Your people want to know who and what they are “laying their lives down” for. They want to know your values – what you care about, why you care about those things and ultimately, why they ought to be following you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Who are you? What are your values?</div>\r\n<div style="text-align: justify; " />\r\n ', 'trash', 'open', 'open', '', 'setting-your-sights-right', '', '', '2013-06-28 11:25:23', '2013-06-28 11:25:23', '', 0, 'http://invictusleader.com/home/?p=3951', 8, 'post', '', 0),
(3952, 1, '2012-08-10 12:53:17', '2012-08-10 12:53:17', '\r\n </div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n To connect with people, leaders need exceptional listening skills and the ability to empathize with their people’s needs. Good leaders are in tune with what their people are going through, and are able to draw out the team’s common values and vision; consequently, this creates resonance within the team.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n In physics, we learn how resonance can be a very powerful force. The Tacoma Narrows Bridge over Puget Sound Washington collapsed in 1940 due to strong winds that caused resonance vibrations set up by strong winds acting on the bridge. Witness how the bridge’s solid concrete structure could wobble in the winds like a rubber band-like in this video footage at the following link:</div>\r\n <div style="text-align: justify; ">\r\n <a href="http://www.youtube.com/watch?v=P0Fi1VcbpAI&feature=player_embedded">http://www.youtube.com/watch?v=<span data-scayt_word="P0Fi1VcbpAI" data-scaytid="7">P0Fi1VcbpAI</span>&feature=player_embedded</a></div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n That is also why soldiers marching across bridges are advised to break step, i.e. not to march in united rhythm in order to avoid creating a strong force of resonance that could take the bridge down. At least two bridge collapses in history in 1831 (England) and 1850 (France) were attributed, at least in part, to soldiers marching in unison.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n When teams emit resonant harmonies, their productivity and effectiveness skyrocket – everyone becomes part of a powerful force; everyone is empowered. <span data-scayt_word="Kouzes" data-scaytid="8">Kouzes</span> and Posner don’t explicitly use the term “empower” but that’s what they mean when they assert that leaders should provide support and make others “feel strong and capable”.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n <strong>Truth no. 6: Trust rules.</strong></div>\r\n <div style="text-align: justify; ">\r\n Founder and CEO of Starbucks, Howard Schultz, once stated, “Trust the coffee and trust one another.” The aromatic essence of trust must have effectively percolated throughout Starbucks because we read that the company’s total net revenue increased 15% to <span data-scayt_word="USD32" data-scaytid="10">USD32</span> billion under the headline, “Starbucks Reports Record Second Quarter Fiscal 2012 Results” at <a href="http://investor.starbucks.com/phoenix.zhtml?c=99518&p=irol-newsArticle&ID=1688089&highlight=">http://investor.starbucks.com/phoenix.zhtml?c=99518&p=<span data-scayt_word="irol-newsArticle" data-scaytid="11">irol-newsArticle</span>&ID=1688089&highlight=</a></div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n Research findings indicate that high-trust organizations outperform low-trust organizations by an astonishing 286 percent (study by Watson Wyatt in 2002). No trust, no gain! Trust is king where performance is concerned.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n Are you a trustworthy leader? Do others trust you? Do you trust your team?</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n For trust to be meaningful, it must not only be pervasive, but it must also be lasting. Trust should not be a fragile framework that can easily crumble with backstabbing and gossip from the <span data-scayt_word="rumour" data-scaytid="12">rumour</span> mill. Instead, trust must be a bulwark that will withstand the pressures of harsh criticisms and misunderstood motives.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n In conclusion, I would like to summarize the sixth truth of leadership with the following expression: “The thrust of trust is relationships that last.”</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n <em>(To be continued in Part 4)</em></div>\r\n </div>\r\n</div>', 'In Team We Trust', '<h4>\r\n <strong>Ten Time-Tested Truths about Leadership (Part 3 of 5): </strong></h4>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#000080;"><strong><em>“The theme of leadership is a team that trusts;</em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#000080;"><strong><em>t</em><em>he thrust of trust is relationships that last.”</em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></span></div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <div style="text-align: start; ">\r\n <span style="text-align: justify; ">In Part 3 of our five-part series, we discuss the fifth and sixth truths about leadership, as espoused by James M. </span><span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span><span style="text-align: justify; "> and Barry Z. Posner.</span></div>\r\n</div>\r\n<p>\r\n <img alt="Four Figures" src="http://public-domain-photos.com/free-stock-photos-1-small/macros/four-figures.jpg" style="text-align: justify; float: right; margin-left: 6px; margin-right: 6px; height: 133px; width: 177px; " /></p>\r\n<div>\r\n <span style="text-align: justify; ">Truth no. 1: YOU make a difference.</span></div>\r\n<div>\r\n <div style="text-align: justify;">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n <div style="text-align: justify;">\r\n Truth no. 3: Values drive commitment.</div>\r\n <div style="text-align: justify;">\r\n Truth no. 4: Focusing on the future sets leaders apart</div>\r\n <div>\r\n <div>\r\n <strong style="text-align: justify; "><span data-scayt_word="Tr" data-scaytid="5">Tr</span></strong><strong style="text-align: justify; "><span data-scayt_word="uth" data-scaytid="6">uth</span> no. 5: You can’t do it alone.</strong></div>\r\n <div>\r\n <strong style="text-align: justify; ">Truth no. 6: Trust rules.</strong></div>\r\n <div style="text-align: justify; ">\r\n Truth no. 7: Challenge is the crucible for greatness.</div>\r\n <div style="text-align: justify; ">\r\n Truth no. 8: You either lead by example or you don’t lead at all.</div>\r\n <div style="text-align: justify; ">\r\n Truth no. 9: The best leaders are the best learners.</div>\r\n <div style="text-align: justify; ">\r\n Truth no. 10: Leadership is an affair of the heart.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n <strong>Truth no. 5: You can’t do it alone.</strong></div>\r\n <div style="text-align: justify; ">\r\n Leaders must cultivate a strong relationship with their people in order to achieve a formidable team that can take on gargantuan tasks. No leader can achieve much without their team. Their so-called personal best is actually the team’s best. There’s no individual glory in leadership. That’s why I support the fifth truth with my own adage that, “The theme of leadership is a team that trusts.”</div>\r\n <div style="text-align: justify; " />\r\n ', 'trash', 'open', 'open', '', 'in-team-we-trust', '', '', '2013-06-28 11:25:23', '2013-06-28 11:25:23', '', 0, 'http://invictusleader.com/home/?p=3952', 7, 'post', '', 0),
(3953, 1, '2012-08-10 13:26:37', '2012-08-10 13:26:37', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n No person – whether a leader or otherwise – can improve himself or herself by keeping things unchanged. On the other hand, leaders desire change – whether gradual or disruptive and sudden – and welcome the challenges associated with such change.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Are you someone who sees a brick wall that traps you in, or do you see an opportunity to get past those walls, if not break them? Can you take charge of your people under adverse and uncertain conditions without buckling yourself? Are you resilient enough to bounce back higher and better from setbacks? Can you look beyond the present difficulties and envision the exciting possibilities that challenges can pose? Are you able to help your people transform successfully during various transitional stages?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Sounds like a tall order? Leadership is not an insurmountable calling. You have within you what it takes to be a leader. Whatever else you’re short of…those can be learned and developed. So, the truth of leadership is not out there. The truth is right here, inside of you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 8: You either lead by example or you don’t lead at all.</strong></div>\r\n<div style="text-align: justify; ">\r\n People want a leader whom they can follow with confidence. They need tangible evidence of leadership, that’s why they follow someone who models or exemplifies what they believe to be the right characteristics of a leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Have you ever wondered why in some countries, the citizens are pleased to have a monarchy? They respect and revere the monarch although he or she is merely a figurehead. In turn, the royal family attempts to be good role models to the monarch’s subjects through patriotic and charitable acts. The royal family understands that they are under constant public scrutiny and any inadvertent misstep might spell a public relations’ disaster for them.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n By nature, people yearn for a role model that they can look up to. Whether that role model is a member of royalty, a celebrity, a family member, a corporate leader etc., we tend to be inspired by other people’s positive <span data-scayt_word="behaviour" data-scaytid="4">behaviour</span> or actions. As children, we had a tendency to mimic the adults’ <span data-scayt_word="behaviour" data-scaytid="5">behaviour</span>; and even when we’re all grown up now, it’s not that much different! On the flip side, we are just as easily disillusioned by the inappropriate words or deeds of others.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Your <span data-scayt_word="behaviour" data-scaytid="6">behaviour</span> represents what’s inside of you; therefore, people are watching whether what you say and do is consistent with your values, as if looking out for an inspirational role model in whom they can place their confidence and entrust their future. As <span data-scayt_word="Kouzes" data-scaytid="7">Kouzes</span> and Posner aptly put it, “Quite often the greatest distance that leaders have to travel is the distance from their mouths to their feet.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Today, take some time to reflect on your <span data-scayt_word="behavioural" data-scaytid="10">behavioural</span> integrity – do you do what you say you will do? Do you have a feedback system that shows you where you have deviated or slipped? If you have not done well, do you take responsibility for your mistakes? Are you willing to change yourself first? Can you make sacrifices yourself before expecting others to do so too?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Remember, your <span data-scayt_word="behaviour" data-scaytid="13">behaviour</span> impacts the <span data-scayt_word="behaviour" data-scaytid="14">behaviour</span> of those around you. The humility to receive feedback and acknowledge your shortcomings will not only act as an antidote for pride and arrogance but also cultivate the seed capital for your long-term growth and development.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>(To be continued in Part 4)</em></div>', 'The Truth Is In Here', '<h4>\r\n <strong>Ten Time-Tested Truths about Leadership (Part 4 of 5): </strong></h4>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#a52a2a;"><strong><em>“Like precious metals, our leadership mettle </em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#a52a2a;"><strong><em>can be refined in the fire of challenges and change.”</em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In Part 4, the penultimate installment of our series, we shall consider the seventh and eighth truths about leadership that are advocated by James M. <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Z. Posner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Truth no. 1: YOU make a difference.<img alt="alt" src="images/stories/bigstock_Words_related_to_Change_23404436.jpg" style="width: 168px; height: 168px; margin-left: 6px; margin-right: 6px; float: right; " /></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 3: Values drive commitment.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 4: Focusing on the future sets leaders apart</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 5: You can’t do it alone.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 6: Trust rules.</div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 7: Challenge is the crucible for greatness.</strong></div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 8: You either lead by example or you don’t lead at all.</strong></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 9: The best leaders are the best learners.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 10: Leadership is an affair of the heart.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 7: Challenge is the crucible for greatness.</strong></div>\r\n<div style="text-align: justify; ">\r\n The seventh leadership truth concerns facing challenges and leading change. Just as gold is refined in a graphite crucible at an extremely high temperature to remove impurities, leaders of gold have endured the refiner’s fire in crucibles of challenges only to emerge stronger and wiser.</div>\r\n<div style="text-align: justify; " />\r\n ', 'trash', 'open', 'open', '', 'the-truth-is-in-here', '', '', '2013-06-28 11:25:03', '2013-06-28 11:25:03', '', 0, 'http://invictusleader.com/home/?p=3953', 6, 'post', '', 0),
(3954, 1, '2012-08-10 13:30:25', '2012-08-10 13:30:25', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="Kouzes" data-scaytid="9">Kouzes</span> and Posner express it succinctly when they declare that, “Learning is the master skill.” Indeed, without the will and ability to learn, we would remain unteachable and ignorant about many things.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n How then should we learn? Learning methods are boundless – some common ways of learning include reading, discussing case studies, experimenting with ideas, reflecting on our <span data-scayt_word="behaviour" data-scaytid="11">behaviour</span> and being coached. Many top trainers and coaches I know invest thousands of dollars and spend hours in personal learning, both formally and informally. They take courses and get qualifications, not for the sake of collecting accolades, but because they have a passion for learning and because as leaders who train and coach others, they need to be exemplary learners themselves.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But here’s a caveat: <strong>your mindset has a great impact on your <span data-scayt_word="“learnability”" data-scaytid="12">“learnability”</span></strong>. Your beliefs determine your propensity to learn and the learning outcomes. Unfortunately, some employees enter training and coaching sessions with the wrong mindset. They attend simply because their bosses have asked them to, and since they don’t pay for the courses, they don’t stand to lose any money in the event that they don’t gain anything from the whole exercise. Starting any course with a negative attitude is self-defeating and usually ends up as a self-fulfilling prophecy.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Learning involves deliberate practice. For musicians and <span data-scayt_word="sportspeople" data-scaytid="13">sportspeople</span>, that means hours of rigorous daily practice. For leaders, it includes not only the hands-on practice you get on-the-job, but also the simulated sessions you experience during training <span data-scayt_word="programmes" data-scaytid="14">programmes</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Another key takeaway is that throughout one’s learning, support and encouragement are vital. That is why having a coach and/or mentor is important.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In rounding up this truth, the adage that a chain is as strong as its weakest link, applies to leadership as well – <strong>you are as good as your weakest skill</strong>. But rest assured – all the skills you need to become a leader, are learnable.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 10: Leadership is an affair of the heart.</strong></div>\r\n<div style="text-align: justify; ">\r\n There is a certain elderly political figure from a national opposition party in Malaysia whom the people of his constituency respect and love, to the extent that they have unfailingly voted for him over the decades.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Why do they love him? They do so because this leader clearly loves his people, not so much through verbal declarations, but from his <span data-scayt_word="behaviour" data-scaytid="15">behaviour</span> and actions. He shows that he cares not for the riches which many others have gained from kickbacks or for the glory of fame and powerful titles, but he cares for the welfare of his people as evident from his extremely humble lifestyle and approachable <span data-scayt_word="demeanour" data-scaytid="18">demeanour</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#b22222;"><strong>Do you lead to be loved, or do you lead to love? </strong></span>Are you seeking to be a leadership legend or to leave a legacy of exemplary leadership that others may emulate to make the world a better place?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In closing, I would like to summarize the ninth and tenth truths in my own words: “To learn, to lead, and to love learning and leading, is what real leaders do.” Love your people and what you do for them and with them; they will feel it and return you the <span data-scayt_word="favour" data-scaytid="20">favour</span>. Better still, they extend that <span data-scayt_word="favour" data-scaytid="21">favour</span> to the entire community, setting off a chain reaction of positive values, <span data-scayt_word="behaviour" data-scaytid="19">behaviour</span> and leadership.</div>', 'Learn, Lead, Love', '<h4>\r\n <strong style="text-align: justify; ">Ten Time-Tested Truths about Leadership (Part 5, concluding our series):</strong></h4>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#b22222;"><strong><em>“To learn, to lead, and to love learning and leading, is what real leaders do.” </em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:10px;"><strong><em> </em></strong><span style="font-size:11px;">~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2" style="style">Elangkoh</span></span></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="Busy Clerk" src="http://www.publicdomainpictures.net/pictures/20000/nahled/busy-clerk.jpg" style="margin-left: 6px; margin-right: 6px; float: right; height: 188px; width: 125px; " />In the final part of our five-article series, we cover the ninth and tenth truths about leadership that are attributed to James M. <span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span> and Barry Z. Posner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Truth no. 1: YOU make a difference.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 3: Values drive commitment.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 4: Focusing on the future sets leaders apart</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 5: You can’t do it alone.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 6: Trust rules.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 7: Challenge is the crucible for greatness.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 8: You either lead by example or you don’t lead at all.</div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 9: The best leaders are the best learners.</strong></div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 10: Leadership is an affair of the heart.</strong></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Let us reflect on how these truths can apply to us.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 9: The best leaders are the best learners.</strong></div>\r\n<div style="text-align: justify; ">\r\n Wise are they who know that they don’t know; therefore they are willing to learn. Wise leaders know they may not be good enough for the next challenge, so they are eager to continuously improve themselves in order to excel.</div>\r\n<div style="text-align: justify; " />\r\n ', 'trash', 'open', 'open', '', 'learn-lead-love', '', '', '2013-06-28 11:25:03', '2013-06-28 11:25:03', '', 0, 'http://invictusleader.com/home/?p=3954', 5, 'post', '', 0);
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(3955, 1, '2012-09-18 13:52:34', '2012-09-18 13:52:34', '\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <b><span style="font-family:Arial;color:#454545">S-T-A-R-S in action</span></b></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Through the right kind of rigorous coaching, the seeds of raw talent are nurtured into a power plant of strength, talent, agility, resilience and stamina (S-T-A-R-S) – both physically <i>and</i> mentally. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">When push comes to shove and with all other things being equal, the crucial deciding factor would be the ability to withstand the immense pressure of the moment in order to emerge victorious over not only our opponent but also the extenuating circumstances surrounding us. The “moment” we speak about could be a tiny fraction of a second, but it is one that constitutes a pivotal turning point of enormous consequence.</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Evidence that mental strength was a critical success factor came at least in part from the admission of China''s badminton head coach Li <span data-scayt_word="Yongbo" data-scaytid="4">Yongbo</span> that he had sat by the court while Lin was playing in the hope that his presence would pressurize Malaysia’s Lee. (Reference: </span><a href="http://www.chinadaily.com.cn/2012olympics/2012-08/06/content_15645846.htm">http://www.chinadaily.com.cn/<span data-scayt_word="2012olympics" data-scaytid="5">2012olympics</span>/2012-08/06/content_15645846.htm</a>) <span style="font-family:Arial">The use of such an off-court psychological tactic is an explicit acknowledgement of how important it is to possess strong mental prowess.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial;color:#454545"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">From a young age, Lin had been subjected to his nation’s extremely rigorous training regime. It was highly demanding, challenging and pressurizing, but as the saying goes, “Those who don’t die from it will come out stronger”. Lin was a true-blue graduate of such a system. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">When Lin butted his own head in a moment of frustration during the match, many thought he had lost his cool. On the contrary, he emerged more focused and more determined than before! It seemed as if the self-deprecating gesture was a wake-up call to draw deep from his innermost recesses of strength to persevere in the last decisive mile.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">We are not endorsing the same kind of training that Lin had undergone for the rest of us. Neither are we implying that their training is superior to ours or other types of training. Instead, the key message here is that coaching is important in building one’s mental STARS. We cite an example from the Olympics simply because it is a recent and memorable event, and it offers a very clear picture of the direct, tangible impact that mental STARS can have on one’s physical performance. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <b><span style="font-family:Arial">Written in Your STARS</span></b></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">In the corporate world, your mental STARS are very important because you are not only constantly assailed by office politics and business concerns on top of your own personal problems; but you are also at the mercy of the unpredictable economy and other macro factors beyond your control. It’s easy to lose focus and lose heart; that’s why your coach is an important ally in your journey of personal and professional development. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Remember – your success is written in your STARS.</span></div>', 'Coaching and Reaching for the STARS', '<p>\r\n <em style="text-align: justify; "><span style="font-family: Arial; font-style: normal; ">by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></span></em></p>\r\n<div style="text-align: justify; ">\r\n <em><span style="font-family: Arial; font-style: normal; "> </span></em></div>\r\n<div style="text-align: justify; ">\r\n <em><span style="font-family: Arial; ">"I absolutely believe that people, unless coached, never reach their maximum potential." </span></em></div>\r\n<div style="text-align: justify; ">\r\n <em><span style="font-family: Arial; "> ~ Bob <span data-scayt_word="Nardelli" data-scaytid="2">Nardelli</span> CEO, Home Depot</span></em></div>\r\n<div style="text-align: justify; ">\r\n <em><span style="font-size: 14pt; font-family: Arial; font-style: normal; "> </span></em></div>\r\n<div style="text-align: justify; ">\r\n <img src="http://apod.nasa.gov/apod/image/0402/ngc1569_hst_full.jpg" style="height: 138px; width: 160px; margin-left: 8px; margin-right: 8px; float: right;" /><span style="font-family: Arial; ">Throughout the London Olympics, a plethora of emotions were played out – from</span><span style="font-family: Arial; color: rgb(69, 69, 69); "> </span><span style="font-family: Arial; ">the agonizing disappointment and discontentment of the vanquished to the acute elation and exuberance of the victors. And long after the curtain had fallen on the epic event on 12 August 2012, the lessons of the Games live on.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">For many badminton lovers all over the world, the most exciting match had to be the grand finale on 5 August between <span data-scayt_word="Datuk" data-scaytid="3">Datuk</span> Lee Chong Wei of Malaysia and Lin Dan of China. It was a superb showdown between two of the greatest badminton players, but in the end there was room for only one winner regardless of how excellent both of them were.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">The million-dollar question that no one asked aloud was: In a situation where the prevalence of skills, experience and commitment was not an issue, what then made the difference between victory and otherwise?</span></div>\r\n', 'trash', 'open', 'open', '', 'coaching-and-reaching-for-the-stars', '', '', '2013-06-28 11:25:03', '2013-06-28 11:25:03', '', 0, 'http://invictusleader.com/home/?p=3955', 1, 'post', '', 0),
(3956, 1, '2012-10-24 05:31:17', '2012-10-24 05:31:17', '\r\n</div>\r\n<div>\r\n </div>\r\n<h4>\r\n <strong>S – Service: Armstrong served a cause greater than himself.</strong></h4>\r\n<div style="text-align: justify; ">\r\n It would be inconceivable for any book on the history of the world to omit Armstrong’s stellar feat. Even before he was roped into the rigorous space and lunar programmes, Armstrong had already proven his mettle in the Korean War.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n His family described him as “a reluctant hero who always believed he was just doing his job.” In other words, he served a greater cause beyond himself. <em><strong>Fame was merely the price to pay, not the prize to play.</strong></em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Looking at the industry we work in, do we find many leaders today whom we can truly describe as serving a greater cause than their own selves?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>P – Passion: Armstrong had passion for what he did.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong’s passion for flying was evident from young. By the time he was 15, he could fly – even before he got his driver’s licence.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “He remained an advocate of aviation and exploration throughout his life and never lost his boyhood wonder of these pursuits,” Armstrong’s family stated in an official statement released upon his death.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n While Armstrong was pursuing engineering at Purdue University on a Navy scholarship, the Korean War erupted and interrupted his studies. Called to serve as a Navy fighter pilot, Armstrong flew a total of 78 combat missions, including one from which he was forced to eject. The hazards of flying did not quench his passion for soaring high.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n After his Navy stint, Armstrong returned to Purdue to immerse himself more earnestly in his passion for aeronautical engineering. His passion, coupled with dedication and hard work, earned him impressive grades that led to an illustrious career.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>What is the passion you have, which consumes you so much that you would dedicate your life to fulfilling it?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4 style="text-align: justify; ">\r\n <strong>A – Adventurous: Armstrong was adventurous, eager to learn and try out new things.</strong></h4>\r\n<div style="text-align: justify; ">\r\n The adventurous Armstrong yearned to be someone who contributed to making history. In an interview with his biographer, James R. Hansen, Armstrong revealed that when he was a freshman, he felt disappointed that Charles Yeager had already broken the sound barrier in flight, simply because he thought he had been born a generation "too late".</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But little did Armstrong know then that he himself was poised to make greater history! Armstrong not only became the first man to walk on the moon, but also had the distinction of being the first American civilian astronaut to fly in space when he commandeered Gemini 8 with his co-pilot, David R. Scott, in 1966.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>How many of us would dare to venture out beyond our comfort zone? How many of us are prepared for personal and organizational breakthroughs?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>C – Competent: Armstrong was competent in his field of expertise.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong’s contemporaries acknowledged that his engineering skills were outstanding. Fellow test pilot Milt Thompson hailed Armstrong as “the most technically capable of the early X-15 pilots.” Another colleague, Bill Dana, attested to Armstrong’s superior learning capabilities and photographic memory.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When faced with imminent danger, Armstrong was able to stay in control. His first journey into space in 1966 nearly ended in disaster, but Armstrong kept his cool and successfully steered the spacecraft home safely despite a malfunctioning thruster rocket that had spun out of control.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Do your colleagues and associates think you are competent? Are you competent enough to execute your responsibilities and to inspire others? </strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>E – Ethical: Armstrong had strong work ethics.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong demonstrated strong work ethics. After leaving the space programme, he was cautious not to do anything that might tarnish or undermine the monumental achievement he was linked to.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Despite having many opportunities to exploit his fame, Armstrong chose to stay in the background. He was not publicity hungry and rarely granted interviews. Instead, he remained gracious and humble, even feeling guilty that he had received all the acclaim for an effort that involved “…400,000 people to send him to the moon; thousands of the world’s best engineers, scientists, researchers, support staff, and even seamstresses who carefully stitched together the space suits required to withstand extreme temperatures,” a heartfelt sentiment of Armstrong that was reported by <a href="http://www.forbes.com/sites/carminegallo/2012/08/26/my-dinner-with-neil-armstrong/">Carmine Gallo at Forbes</a>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Do you practise good work ethics? Have you been the victim of poor work ethics? For example, how often has your idea or work been hijacked by a colleague who conveyed it the boss as his or her own, without giving you credit for your contribution?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding thoughts</strong></div>\r\n<div style="text-align: justify; ">\r\n How many leaders do you personally know who can stand up to the SPACE criteria? Though our leadership space may not span the heights that Armstrong scaled, the way we conduct ourselves in our space at the workplace and in society, is just as important. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n As our bashful SPACE man rests in peace in a different dimension, his lunar legacy will live on in our imagination, and constantly be re-lived through documentaries, encyclopaedias and countless publications. Farewell, Armstrong! Not even death can eclipse your achievements in life.</div>', 'Lessons from the SPACE man', '<h4>\r\n <strong>Tribute to Neil Alden Armstrong (1930-2012)</strong></h4>\r\n<div style="text-align: justify; ">\r\n <em>“Fate has ordained that the men who went to the moon to explore in peace will stay on the moon to rest in peace. . . In ancient days, men looked at the stars and saw their heroes in the constellations. In modern times, we do much the same, but our heroes are epic men of flesh and blood.”</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img src="http://www.themoralliberal.com/wp-content/uploads/2012/08/Neil-Armstrong-1969-Public-Domain-photo-235x300.jpg" style="float: right; height: 156px; width: 122px; margin-left: 10px; margin-right: 10px; " />The stakes were extremely high – human lives, top government dollars, and national reputation. Even a moving eulogy (as depicted in the excerpt above) was prepared in advance for President Richard Nixon to deliver, just in case the USA’s maiden mission to the moon failed.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n On the contrary, half a billion people who were glued to their black-and-white televisions that fateful 20 July 1969, witnessed Neil Armstrong planting his left foot on the moon''s surface and uttering his most famous quote, "That''s one small step for (a) man, one giant leap for mankind."</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n As we reflect on Armstrong’s life, we want to focus on his leadership attributes. There are many we can think of, but we shall use a befitting acronym, SPACE, to distill five selected attributes.</div>\r\n<div />\r\n ', 'trash', 'open', 'open', '', 'lessons-from-the-space-man', '', '', '2013-06-28 11:25:03', '2013-06-28 11:25:03', '', 0, 'http://invictusleader.com/home/?p=3956', 7, 'post', '', 0),
(3957, 1, '2012-12-06 14:52:03', '2012-12-06 14:52:03', '\r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n After conducting the survey on 75,000 people during a span of over 20 years, <span data-scayt_word="Kouzes" data-scaytid="5">Kouzes</span> and Posner derived the following list of leadership characteristics, in order of preference:</div>\r\n<ol>\r\n <li>\r\n <div>\r\n Honest</div>\r\n </li>\r\n <li>\r\n <div>\r\n Forward-looking</div>\r\n </li>\r\n <li>\r\n <div>\r\n Competent</div>\r\n </li>\r\n <li>\r\n <div>\r\n Inspiring</div>\r\n </li>\r\n <li>\r\n <div>\r\n Intelligent</div>\r\n </li>\r\n <li>\r\n <div>\r\n Fair-minded</div>\r\n </li>\r\n <li>\r\n <div>\r\n Broad-minded</div>\r\n </li>\r\n <li>\r\n <div>\r\n Supportive</div>\r\n </li>\r\n <li>\r\n <div>\r\n Straightforward</div>\r\n </li>\r\n <li>\r\n <div>\r\n Dependable</div>\r\n </li>\r\n <li>\r\n <div>\r\n Cooperative</div>\r\n </li>\r\n <li>\r\n <div>\r\n Determined</div>\r\n </li>\r\n <li>\r\n <div>\r\n Imaginative</div>\r\n </li>\r\n <li>\r\n <div>\r\n Ambitious</div>\r\n </li>\r\n <li>\r\n <div>\r\n Courageous</div>\r\n </li>\r\n <li>\r\n <div>\r\n Caring</div>\r\n </li>\r\n <li>\r\n <div>\r\n Mature</div>\r\n </li>\r\n <li>\r\n <div>\r\n Loyal</div>\r\n </li>\r\n <li>\r\n <div>\r\n Self-controlled</div>\r\n </li>\r\n <li>\r\n <div>\r\n Independent</div>\r\n </li>\r\n</ol>\r\n<div style="text-align: justify;">\r\n The list above is not meant to be a checklist per se. But it gives us insight into the kind of leaders we would like to have, the kind of leaders we ourselves ought to be, and the kind of leaders we aspire to develop from among our people.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Do you have what it takes to be an exemplary leader? Are you ready to be one?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Five Practices of Exemplary Leadership…preceded by Credibility</strong></div>\r\n<div style="text-align: justify;">\r\n For those who are willing and ready to accept the leadership challenge to be exemplary leaders, <span data-scayt_word="Kouzes" data-scaytid="11">Kouzes</span> and Posner prescribe five practices. With credibility as the essential basis of leadership (without credibility, nothing is believable!), the five practices are as follows:</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n o Model the Way</div>\r\n<div style="text-align: justify;">\r\n o Inspire a Shared Vision</div>\r\n<div style="text-align: justify;">\r\n o Challenge the Process</div>\r\n<div style="text-align: justify;">\r\n o Enable Others to Act</div>\r\n<div style="text-align: justify;">\r\n o Encourage the Heart.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The leader’s credibility arises from his or her integrity. It is an important foundation of leadership, not just because leadership gurus say so, but it is also evident from extensive on-the-ground research – notice how “Honesty” topped <span data-scayt_word="Kouzes’" data-scaytid="13">Kouzes’</span> and Posner’s list of desirable leadership characteristics mentioned earlier. Honesty is closely related to one’s integrity and credibility.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n To illustrate how the five practices may be incorporated into our leadership journey, <span data-scayt_word="Kouzes" data-scaytid="14">Kouzes</span> and Posner also outline two commitments that come with each practice, resulting in a total of ten commitments. </div>\r\n<div style="text-align: justify;">\r\n The 10 Commitments of Exemplary Leadership</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n While the 10 commandments are associated with a heavenly origin, the 10 commitments of exemplary leadership have more earthly implications. Consciously put the following commitments into practice and notice the impact it brings.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 1: Model the way</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 1:</div>\r\n<div style="text-align: justify;">\r\n Clarify values by finding your voice and affirming shared ideals.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 2:</div>\r\n<div style="text-align: justify;">\r\n Set the example by aligning actions with shared values.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Exemplary leadership demands that you become a <strong>role model </strong>yourself. People are constantly observing how you behave or act. To be able to withstand the merciless scrutiny of others without stumbling – especially that of your detractors who wish to see you fail – is no mean feat.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That’s why Commitment 1 is necessary – you need to be very certain of your own values first before you are strong enough to progress to Commitment 2 where you have to walk the talk and persevere despite pressures or temptations to compromise on your values. A well-known example in history is Mahatma Gandhi who has become the epitome of long-suffering yet effective leadership, and to whom the following quote is attributed: “Be the change you want to see in the world.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n You cannot expect others to be what you yourself are not willing to be. But once you win over your people with your clear stance of exemplary shared values, you will gain their loyal support and cooperation because as <span data-scayt_word="Kouzes" data-scaytid="17">Kouzes</span> and Posner wisely observed, <strong>“People follow the person, first, then the plan.”</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 2: Inspire a shared vision</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 3:</div>\r\n<div style="text-align: justify;">\r\n Envision the future by imagining exciting and ennobling possibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 4:</div>\r\n<div style="text-align: justify;">\r\n Enlist others in a common vision by appealing to shared aspirations</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n It’s great that you have a vision, but do others see it the way you do? Can they feel the excitement and rewarding outcomes? Exemplary leaders know how to communicate their vision so effectively that their people are able to take the vision as their own.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n At the same time, enlisting your people also means that you <strong>give them the necessary space and resources</strong> to realize the exciting shared vision ahead, instead of stifling them with unnecessary work stress such as office politics, internal bickering and lack of management support.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Look at Google, Apple and <span data-scayt_word="Zappos" data-scaytid="19">Zappos</span>: successful companies know how to <strong>inspire their people intrinsically</strong>, instead of merely sending a memo to compel employees to adopt the company’s vision. And by inspiring your people, I don’t mean organizing a one-off feel-good company trip or quarterly “rah-rah” sessions. You have to be sincere and consistent EVERY day in the way you inspire your staff.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>(To be continued in Part 2)</em></div>', 'The 10 Commitments of Exemplary Leadership (Part 1 of 3)', '<p>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <em>"Leadership is not about personality; it''s about <span data-scayt_word="behaviour" data-scaytid="2">behaviour</span>". </em></div>\r\n<div>\r\n <em> ~ <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Posner</em><br />\r\n </div>\r\n<div style="text-align: justify;">\r\n <input alt="alt" src="images/stories/balaraman - indian biz man.jpg" style="width: 178px; height: 118px; margin-left: 6px; margin-right: 6px; float: left;" type="image" /><br />\r\n There is a plethora of leadership adjectives that you could use to describe the different genres of leaders you know, such as transactional leadership, charismatic leadership and transformational leadership, to name a few. But among all these variations, <strong>which type of leadership is exemplary? Which would YOU willingly follow?</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Leadership gurus and authors of bestsellers including <em>The Leadership Challenge</em>, James M. <span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span> and Barry Z. Posner, developed a survey known as The Leadership Practices Inventory (<span data-scayt_word="LPI" data-scaytid="7">LPI</span>) to find out the exemplary characteristics that people desired their leaders to have. The <span data-scayt_word="LPI" data-scaytid="8">LPI</span> asked respondents to select from a list containing the common characteristics of leaders, the seven top ones that they looked for, admired and would <em>willingly </em>follow.</div>\r\n<div style="text-align: justify;" />\r\n ', 'trash', 'open', 'open', '', 'the-10-commitments-of-exemplary-leadership-part-1-of-3', '', '', '2013-06-28 11:25:02', '2013-06-28 11:25:02', '', 0, 'http://invictusleader.com/home/?p=3957', 4, 'post', '', 0),
(3958, 1, '2012-12-06 15:15:23', '2012-12-06 15:15:23', '\r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 3: Challenge the process</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 5:</div>\r\n<div style="text-align: justify;">\r\n Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 6:</div>\r\n<div style="text-align: justify;">\r\n Experiment and take risks by constantly generating small wins and learning from experience.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Exemplary leaders are curious about how things could be done better and differently. However, challenging the status quo is often frowned upon by authorities especially in Asian cultures where they fear or perceive it to be an act of insubordination, which may negatively affect staff morale and disrupt company productivity. Worse still, the so-called insubordination could lead to public displays of dissatisfaction that not only stall their daily operations but also erode profitability and irreversibly tarnish their corporate image.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the other hand, corporations should realize that suppressing rebellion or insubordination might be applicable in exceptional cases such as battle zones, but are counterproductive in competitive corporate environments. Embrace thinking out of the box and celebrate diversity. When employees challenge the current process, consider it an opportunity to innovate and leap forward or upward. And don’t just wait for a crisis to happen before you are compelled to adopt an innovative mindset; <span data-scayt_word="practise" data-scaytid="3">practise</span> <span data-scayt_word="innovativeness" data-scaytid="4">innovativeness</span> even in times of non-crisis.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Furthermore, innovation doesn’t have to be something mind-boggling in order to qualify as innovation. It can be a small simple change that leads to a discernible change for the better. The rewards don’t have to be instant and abundant.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n If you look around, you find that even the humble <em><span data-scayt_word="cendol" data-scaytid="5">cendol</span></em> seller under the tree by the roadside has innovated. From merely selling the dessert alone, he has diversified or teamed up with the <em><span data-scayt_word="rojak" data-scaytid="6">rojak</span></em> seller to offer more variety to customers. In addition, enterprising restaurateurs have reinvented the humble <em><span data-scayt_word="cendol" data-scaytid="7">cendol</span></em> to be served in up-market eateries and five-star hotels by creatively enhancing the delicacy with non-traditional ingredients.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Therefore, be patient and continually experiment and refine your innovation. Reap the small harvests along the way as you work towards larger goals and outcomes. Never let the current small gains dissuade you from reaching the big gains later on.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;">(Note: <em><span data-scayt_word="Cendol" data-scaytid="9">Cendol</span></em> is a Malaysian dessert made up of shaved ice in coconut milk, palm sugar and green jelly-like strips of flour whose green <span data-scayt_word="colour" data-scaytid="10">colour</span> and light <span data-scayt_word="flavour" data-scaytid="11">flavour</span> comes from fragrant screw-pine leaves locally known as <em><span data-scayt_word="pandan" data-scaytid="12">pandan</span></em> leaves. <em><span data-scayt_word="Rojak" data-scaytid="13">Rojak</span></em> is a type of salad made primarily from raw local fruits topped with dark sauce and chopped nuts.)</span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>(To be concluded in Part 3)</em></div>', 'The 10 Commitments of Exemplary Leadership (Part 2 of 3)', '<p>\r\n <span style="text-align: justify;">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <input alt="alt" src="images/stories/ambro - asian lady.jpg" style="width: 188px; height: 125px; float: right; margin-left: 6px; margin-right: 6px;" type="image" />In our previous installment, <a href="http://invictusleader.com/home/solutions-lead/lead-articles/130-the-10-commitments-of-exemplary-leadership-part-1-of-3">Part 1</a> of this series, we discussed the first four out of ten commitments of exemplary leadership as espoused by renowned leadership researchers James M. <span data-scayt_word="Kouzes" data-scaytid="2">Kouzes</span> and Barry Z. Posner in their bestselling book, <em>The Leadership Challenge</em>, namely</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 1: Model the way</strong></div>\r\n<div style="text-align: justify;">\r\n Commitment 1:</div>\r\n<div style="text-align: justify;">\r\n Clarify values by finding your voice and affirming shared ideals.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 2:</div>\r\n<div style="text-align: justify;">\r\n Set the example by aligning actions with shared values.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 2: Inspire a shared vision</strong></div>\r\n<div style="text-align: justify;">\r\n Commitment 3:</div>\r\n<div style="text-align: justify;">\r\n Envision the future by imagining exciting and ennobling possibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 4:</div>\r\n<div style="text-align: justify;">\r\n Enlist others in a common vision by appealing to shared aspirations</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Note: If you have missed or would like to re-read Part 1, please <a href="http://invictusleader.com/home/solutions-lead/lead-articles/130-the-10-commitments-of-exemplary-leadership-part-1-of-3"><em>click here</em></a>.]</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Let us continue with another two commitments of exemplary leadership in this installment, which come under the third leadership practice, "Challenge the Process".</div>\r\n<div style="text-align: justify;" />\r\n ', 'trash', 'open', 'open', '', 'the-10-commitments-of-exemplary-leadership-part-2-of-3', '', '', '2013-06-28 11:25:02', '2013-06-28 11:25:02', '', 0, 'http://invictusleader.com/home/?p=3958', 3, 'post', '', 0),
(3959, 1, '2013-01-30 00:00:00', '2013-01-30 00:00:00', '\r\n</div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 4: Enable others to act</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 7:</div>\r\n<div style="text-align: justify;">\r\n Foster collaboration by promoting cooperative goals and building trust.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 8:</div>\r\n<div style="text-align: justify;">\r\n Strengthen others by sharing power and discretion.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n It takes a team to make your unit/department/organization a success. Thus exemplary leaders are those who are able to marshal their people’s capabilities into effective action. Leaders achieve this by getting their team’s cooperation, which is gained through two-way trust.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n I say “two-way trust” because it is not just a matter of them trusting you to be their leader. It is also a matter of you trusting them to do their jobs well and entrusting them with greater responsibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Your willingness to assign your people greater responsibilities and power shows them that you trust and value their judgment and sense of discretion. As your people exercise their new-found boundaries of power and discretion, and get to flex their leadership muscles regularly, they develop greater leadership prowess, thus increasing your organization’s overall bench strength.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 5: Encourage the heart</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 9:</div>\r\n<div style="text-align: justify;">\r\n Recognize contributions by showing appreciation for individual excellence.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 10:</div>\r\n<div style="text-align: justify;">\r\n Celebrate the values and victories by creating a spirit of community.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n One of the greatest failures of poor leaders is to deprive their people of credit when credit is due. Not only is it already discouraging for employees to be ignored when they have done well, it is even more demoralizing when someone else steals the credit, and especially so if it is the boss who is the one that unfairly takes the credit when he of all people should have known better. There is no faster way to disable your team from acting and getting results than to crush their morale like this!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Instead, show true appreciation for your people’s efforts and achievements, not through mere lip service but through genuine affirmative actions. True appreciation is not limited to awarding staff accolades during annual company dinners or having a celebration at the end of a project’s completion – that’s the easy part! But beyond that, true appreciation also means having the political will to remove existing obstacles that impede employees’ success by making the right policy changes or organizational reforms. Doing so will show that the organization seriously cares and wants their people to succeed.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n People become more passionate when they are touched on an emotional level; hence, their enthusiasm, commitment and performance at work will naturally stay at optimal levels. In this way, you keep your staff motivated, and that’s half the battle won!</div>', 'The 10 Commitments of Exemplary Leadership (Part 3 of 3)', '<p>\r\n <span style="text-align: justify;">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n <img alt="Power Of Love" src="http://www.publicdomainpictures.net/pictures/30000/nahled/power-of-love.jpg" style="float: right; margin-left: 12px; margin-right: 12px; height: 93px; width: 133px;" /></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n We conclude the third part of our series on “The 10 Commitments of Exemplary Leadership”, as presented by world-renowned leadership researchers James M. <span data-scayt_word="Kouzes" data-scaytid="2">Kouzes</span> and Barry Z. Posner in their bestselling book, <em>The Leadership Challenge</em>. In the previous two parts, we learnt how the first six commitments can help leaders to model the way, inspire a shared vision, and challenge the process. In Part 3 here, let us consider how the final four commitments can enable others to act, and encourage the heart.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Note: You may like to read or re-read <a href="http://invictusleader.com/home/solutions-lead/lead-articles/130-the-10-commitments-of-exemplary-leadership-part-1-of-3"><em>Part 1</em></a> and/or <a href="http://www.invictusleader.com/home/solutions-lead/lead-articles/131-the-10-commitments-of-exemplary-leadership-part-2-of-3"><em>Part 2</em></a>.]</div>\r\n<div style="text-align: justify;" />\r\n ', 'trash', 'open', 'open', '', 'the-10-commitments-of-exemplary-leadership-part-3-of-3', '', '', '2013-06-28 11:25:02', '2013-06-28 11:25:02', '', 0, 'http://invictusleader.com/home/?p=3959', 2, 'post', '', 0);
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(3960, 1, '2013-01-23 17:42:19', '2013-01-23 17:42:19', '\r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong><span data-scayt_word="Candour" data-scaytid="14">Candour</span></strong></div>\r\n<div style="text-align: justify;">\r\n Though some might have considered Tun Dr Lim to be brash, others appreciated his forthrightness. His <span data-scayt_word="candour" data-scaytid="13">candour</span> was demonstrated in different forms – as down-to-earth <span data-scayt_word="humour" data-scaytid="16">humour</span> to connect with the ordinary folk, as a cutting-edge source of information to journalists, and as razor-sharp wit to slice through any bureaucratic hogwash. He spoke off-the-cuff from the heart, with no censorship or curry <span data-scayt_word="favouring" data-scaytid="17">favouring</span>. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n In Malaysian politics, it is not uncommon for members of the Opposition to be outspoken, while members of the ruling party quietly toe the line. That is why Tun Dr Lim will always be remembered for being one of the rare voices within the ruling party who dared to speak up against Government policies if he felt that they were detrimental to the people’s well-being. This was especially true during the tenure of former Prime Minister Tun Dr <span data-scayt_word="Mahathir" data-scaytid="21">Mahathir</span> <span data-scayt_word="Mohamad" data-scaytid="22">Mohamad</span> whose Cabinet ministers were perceived to be “docile and submissive”<sup>1</sup>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Even leaders from the other side of the political divide concede that Tun Dr Lim was a man of bold <span data-scayt_word="candour" data-scaytid="18">candour</span>. Nicknamed <em>saw <span data-scayt_word="chai" data-scaytid="23">chai</span> <span data-scayt_word="yee" data-scaytid="24">yee</span> <span data-scayt_word="sheng" data-scaytid="25">sheng</span></em> (a Cantonese term meaning “comical doctor”) by his friends for his hilarious remarks and gestures, Tun Dr Lim was naturally adept at weaving <span data-scayt_word="humour" data-scaytid="20">humour</span> into the most serious of issues. Deep down he was more than just a jovial personality; he was a shrewd leader who was very comfortable the way he was.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong><span data-scayt_word="Fervour" data-scaytid="27">Fervour</span></strong></div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim was fervent in his work, which was evident from his in-depth knowledge of the country’s commodities, plantations and utilities. He knew his facts and figures like the back of his hand. No question from any colleague, counterpart or journalist was too daunting for him. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n As the Minister in charge of the country’s plantation industries and commodities for almost 20 years, the astute negotiator was instrumental in not only looking after the welfare of local <span data-scayt_word="smallholders" data-scaytid="29">smallholders</span>, but also in propping up global rubber prices during the market crash in 1999 and popularizing palm oil throughout the world. His contribution towards Malaysia’s transition from an agro-based nation to an industrialized one was significant.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Overseeing the energy, water and communications ministry in the years before his retirement, Tun Dr Lim had helped to restructure the fragmented water industry, and was even so resolute as to warn the telecommunications industry captains to shape up.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n When it came to work ethic, Tun Dr Lim was exacting. The fiery orator would not hesitate to reprimand slacking officials for their sub-par performance whenever the need arose, even if it meant doing so in the presence of others.<sup>2</sup> His conviction for maintaining standards was reflective of his own commitment to the same standards that he held others accountable for.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Character</strong></div>\r\n<div style="text-align: justify;">\r\n Beneath Tun Dr Lim’s so-called forceful <span data-scayt_word="demeanour" data-scaytid="30">demeanour</span> was a character that was conscientious and concerned about the people he was serving. What had shaped his character was in no small part due to his experience living in a boarding school since he was seven years of age. Leaving home at such a young age, Tun Dr Lim experienced tremendous character building. He learnt how to be independent, to socialize, to forge meaningful ties with others, to live harmoniously in a multiracial community, and to consider the needs of others instead of being <span data-scayt_word="self-centred" data-scaytid="31">self-centred</span>. This growth and development process would have a significant positive impact on his political perspective later on in life.<sup>3</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Though departed, the courageous and humorous voice of Tun Dr Lim will always remain in our memories. May his lively example of leadership continue to live on in the leaders after him; may the way he wielded his oratorical skills to deliver his core message inspire us to be unwavering in the worthy cause we stand for.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div>\r\n <strong>References</strong></div>\r\n<div>\r\n 1. <a href="http://www.themalaysianinsider.com/litee/malaysia/article/keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour">http://www.themalaysianinsider.com/<span data-scayt_word="litee" data-scaytid="32">litee</span>/<span data-scayt_word="malaysia" data-scaytid="33">malaysia</span>/article/<span data-scayt_word="keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour" data-scaytid="34">keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour</span></a></div>\r\n<div>\r\n </div>\r\n<div>\r\n 2. <a href="http://www.nst.com.my/opinion/editorial/a-razor-wit-who-cared-1.190323">http://www.nst.com.my/opinion/editorial/a-razor-wit-who-cared-1.190323</a></div>\r\n<div>\r\n </div>\r\n<div>\r\n 3. <a href="http://www.thenutgraph.com/lim-keng-yaik-a-malaysia-of-floating-dichotomies">http://www.thenutgraph.com/<span data-scayt_word="lim-keng-yaik-a-malaysia-of-floating-dichotomies" data-scaytid="35">lim-keng-yaik-a-malaysia-of-floating-dichotomies</span></a></div>', 'Taking the Road Less Travelled: A Tribute to Tun Dr Lim Keng Yaik (8 April 1939–22 December 2012), Leader with Candour, Fervour and Character', '<div>\r\n <br />\r\n <img src="http://t3.gstatic.com/images?q=tbn:ANd9GcSLrrdpakg3yXF4BO0kDNgnhrGhYCOIzq1-o9Xr9WsPGNNTE8i-MUSnuPESgQ" style="float: right; width: 100px; height: 150px; margin-left: 8px; margin-right: 8px;" /></div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim <span data-scayt_word="Keng" data-scaytid="1">Keng</span> <span data-scayt_word="Yaik’s" data-scaytid="2">Yaik’s</span> 40 years of public service began in 1968 after he received his medical qualification from Queen’s University Belfast in Northern Ireland and <span data-scayt_word="practised" data-scaytid="3">practised</span> medicine for a brief period. He was the Minister of Primary Industries from 1986 to 2004, and the Minister of Energy, Water & Communications from 2004 till his retirement from politics in 2008.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Most Malaysians know Tun Dr Lim best as the inimitable, long-serving President of <span data-scayt_word="Parti" data-scaytid="4">Parti</span> <span data-scayt_word="Gerakan" data-scaytid="5">Gerakan</span> <span data-scayt_word="Rakyat" data-scaytid="6">Rakyat</span> Malaysia, the third largest component party of the ruling coalition, from 1980 to 2007. In 2011, Tun Dr Lim was appointed the second Chancellor of <span data-scayt_word="Wawasan" data-scaytid="7">Wawasan</span> Open University. He also held the distinction of being among the handful of Chinese Malaysians who had been conferred the title “Tun” – arguably, the nation’s most prestigious award – by the Yang <span data-scayt_word="DiPertuan" data-scaytid="8">DiPertuan</span> <span data-scayt_word="Agong" data-scaytid="9">Agong</span> (King of Malaysia).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim will always be known for his trademark blend of bold <span data-scayt_word="candour" data-scaytid="10">candour</span>, ardent <span data-scayt_word="fervour" data-scaytid="11">fervour</span> and strong character. While many Malaysian leaders choose the common road of compliance and conventionality, Tun Dr Lim opted for the road less <span data-scayt_word="travelled" data-scaytid="12">travelled</span>.</div>\r\n<div />\r\n ', 'trash', 'open', 'open', '', 'taking-the-road-less-travelled-a-tribute-to-tun-dr-lim-keng-yaik-8-april-193922-december-2012-leader-with-candour-fervour-and-character', '', '', '2013-06-28 11:25:02', '2013-06-28 11:25:02', '', 0, 'http://invictusleader.com/home/?p=3960', 2, 'post', '', 0),
(3961, 1, '2013-01-23 17:52:05', '2013-01-23 17:52:05', '\r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Myth No. 1: “Creativity Comes From Creative Types”</strong></span></div>\r\n<div>\r\n The million-dollar question for employers and human resource personnel is: Are creative people born or made?</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n In the fields of psychology and management, researchers believe that traits such as <strong>ambiguity tolerance </strong>(AT) and <strong>intolerance to conformity</strong> are associated with creativity. Unfortunately, these traits are hard to pinpoint and tend to be non-transferable across situations.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Creativity is a <strong>cognitive process</strong>, and since we are born with cognition, all of us are able to produce novel, beneficial and diverse ideas, thereby adding value to the whole creative value chain in the organizational context. Stereotyping individuals into those who “look creative” and those who “don’t look creative” would do great disservice to your pool of human capital. That is why discerning leaders understand that there is no such thing as an uncreative person!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Anyone with average intelligence is capable of producing creative work, so instead of limiting creativity to a select group only, leaders should give everyone – from the junior staff to the senior ones, across all departments – equal opportunity to exercise their creativity. But why is this not happening adequately in organizations?</div>\r\n<div style="text-align: justify;">\r\n <br />\r\n In my view, one of the main reasons why organizations fail to fully tap into the creative potential of their employees is because the concept of creativity is so broad that they do not know where to begin or what to begin with.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n To help us understand creativity a little more, I find the <span data-scayt_word="4C" data-scaytid="27">4C</span> Model of Creativity by James C. Kaufman and Ron A. <span data-scayt_word="Beghetto" data-scaytid="28">Beghetto</span> to be useful. The <span data-scayt_word="4Cs" data-scaytid="29">4Cs</span> are as follows:</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (a)<strong> <em>mini-c</em></strong> ("transformative learning" which involves "personally meaningful interpretations of experiences, actions and insights"); </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (b) <strong><em>little-c</em> </strong>(everyday problem solving and creative expression); </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (c) <strong><em>Pro-C </em></strong>(demonstrated by those who are professionally or vocationally creative but not necessarily eminent); and </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (d) <strong><em>Big-C</em></strong> (creativity that is considered eminent in the related field).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n By recognizing the different forms of creativity, leaders can appreciate where the creative strengths of their people are found, and are thus better prepared to coach them accordingly.</div>\r\n<div style="text-align: justify;">\r\n <br />\r\n <span style="color:#000080;"><strong>Removing barriers</strong></span></div>\r\n<div style="text-align: justify;">\r\n From my observation, the top two barriers to creativity are rigidity (<strong>organizational element</strong>) and insecurity (<strong>human element</strong>). The first barrier refers to the rigid rules and structures that organizations consciously and unconsciously impose upon their staff, compelling employees to conform to traditional practices rather than exploring alternative possibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The second barrier consists of the hidden personal issues that people <span data-scayt_word="harbour" data-scaytid="30">harbour</span>, especially the plethora of fears that stem from their own insecurity. These include the fear of violating standards, fear of failure, fear of rejection and so on.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n To help overcome the impediments to creativity, facilitating workshops on personal leadership, creativity and innovation, supplemented by executive coaching, is critical and effective. Leaders can be coached to inspire and engage their employees, while employees can be coached to become more self-driven and to persevere in what they are passionate about. Only then will creativity flourish in organizations and lead to meaningful innovation, even in the toughest times.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <em>To be continued in Part 2 </em></div>', 'The 6 Myths of Creativity in Organizations: The 1st Myth - "Creativity Comes From Creative Types" (Part 1 of 6)', '<p>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="18">Elangkoh</span></p>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="font-size:16px;"><span style="color: rgb(128, 0, 0);"><em><strong><span style="font-family: ''comic sans ms'', cursive;">“<span style="font-size:18px;">There is no such thing as an uncreative person.”</span></span></strong></em></span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="font-size:16px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="19">Elangkoh</span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Why creativity?</strong></span></div>\r\n<div style="text-align: justify;">\r\n Very little of what is really pushing forward the frontiers of human <span data-scayt_word="endeavour" data-scaytid="20">endeavour</span> and innovation can be achieved without significant creativity, asserts Teresa <span data-scayt_word="Amabile" data-scaytid="21">Amabile</span>, a professor of business administration at Harvard Business School. That is why <span data-scayt_word="Amabile" data-scaytid="22">Amabile</span> identifies creativity as one of the main driving forces of human progress.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Creativity in the wild</strong></span></div>\r\n<div>\r\n In the <span data-scayt_word="1990s" data-scaytid="23">1990s</span>, <span data-scayt_word="Amabile" data-scaytid="24">Amabile</span>, who has over 30 years of research experience, came up with a very creative way to study creativity.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n With the support of an extensive team, she analyzed almost 12,000 daily journal entries from 238 research respondents who were working on creative projects in seven companies in consumer products, high-tech and chemical industries. The research respondents were initially not informed about the purpose of the study; they were merely asked to describe their work and work environment every day during the research period. Unknown to them, <span data-scayt_word="Amabile" data-scaytid="25">Amabile</span> was looking out for moments when people grappled with an issue or came up with a breakthrough; a process she called “creativity in the wild”.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n The findings of her study dispelled some of the common longstanding myths about creativity that had inadvertently led to untapped potential, poorly matched responsibilities and stressed-out employees. <span data-scayt_word="Amabile" data-scaytid="26">Amabile</span> inferred six myths of creativity from her study, as follows:</div>\r\n<div>\r\n </div>\r\n<div>\r\n 1. Creativity Comes From Creative Types</div>\r\n<div>\r\n 2. Money Is a Creativity Motivator</div>\r\n<div>\r\n 3. Time Pressure Fuels Creativity</div>\r\n<div>\r\n 4. Fear Forces Breakthroughs</div>\r\n<div>\r\n 5. Competition Beats Collaboration</div>\r\n<div>\r\n 6. A Streamlined Organization Is a Creative Organization</div>\r\n<div>\r\n </div>\r\n<div>\r\n This article, the first in a series of six articles, will focus on the first myth.</div>\r\n<div />\r\n ', 'trash', 'open', 'open', '', 'the-6-myths-of-creativity-in-organizations-the-1st-myth-part-1-of-6', '', '', '2013-06-28 11:25:02', '2013-06-28 11:25:02', '', 0, 'http://invictusleader.com/home/?p=3961', 4, 'post', '', 0),
(3962, 1, '2013-01-25 00:16:07', '2013-01-25 00:16:07', '<p>\r\n test</p>\r\n<p>\r\n <img alt="" src="images/stories/exabytes.jpg" /></p>', 'test', '', 'trash', 'open', 'open', '', 'test', '', '', '2013-06-28 11:25:02', '2013-06-28 11:25:02', '', 0, 'http://invictusleader.com/home/?p=3962', 2, 'post', '', 0),
(3963, 1, '2013-04-02 10:44:26', '2013-04-02 10:44:26', '\r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Myth No.2: Money is a Creativity Motivator</strong></div>\r\n<div style="text-align: justify;">\r\n The positive impact of extrinsic motivators such as money is only as good as the duration of that incentive. But why can’t an extrinsic motivator help to boost intrinsic motivation as well?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n According to <span data-scayt_word="Amabile" data-scaytid="5">Amabile</span>, material reward is a synergistic extrinsic motivator, which may enhance intrinsic motivation but may not in itself cause maximum creative effort and output. This means the impact of extrinsic motivators is at best fleeting, and at worse, demoralizing to employees when it is no longer available.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That is why Frederick <span data-scayt_word="Herzberg" data-scaytid="7">Herzberg</span> (1923-2000), a former professor of psychology and business management, made a distinction between true motivators and ‘hygiene’ factors in his famous Two-Factor Theory. Money is a classic a hygiene factor – without it, you would be unhappy, but even with more of it, you would be no happier!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Right motivation for Wright brothers’ creativity</strong></div>\r\n<div style="text-align: justify;">\r\n Though they seemed like unlikely candidates for success, the Wright brothers beat other aspiring contenders to be credited with building the world’s first piloted airplane in 1903. The brothers had no college education, no funds except for the proceeds from their humble bicycle shop, and absolutely no public support. In contrast, the brilliant Samuel Langley <span data-scayt_word="Pierpont" data-scaytid="8">Pierpont</span>, who was employed by the Smithsonian Institute, had high education, received generous funding, and could tap from all the great minds among his contemporaries, while he soaked in all the moral support and publicity he could garner through the media that followed him around. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Though <span data-scayt_word="Pierpont" data-scaytid="9">Pierpont</span> had all the resources for success at his disposal, he failed in his mission. What made the difference? It was the Wright brothers’ intrinsic motivation of strong beliefs and personal convictions that spurred their creativity to ultimately produce an innovation that would change the world forever.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n And how sure are we that it was not due to sheer bad luck that <span data-scayt_word="Pierpont" data-scaytid="11">Pierpont</span> failed? As Simon <span data-scayt_word="Sinek1" data-scaytid="13">Sinek<sup>1</sup></span>, author of <em>Start With Why</em>, pointed out, <span data-scayt_word="Pierpont" data-scaytid="14">Pierpont</span> had quit soon after the Wright brothers’ achievements went public. If <span data-scayt_word="Pierpont" data-scaytid="15">Pierpont</span> were truly intrinsically motivated, he would have continued his quest and tried to build an even better airplane than the Wrights’ early model. Instead his resignation revealed that he was more driven by external factors. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Money is merely a byproduct</strong></div>\r\n<div style="text-align: justify;">\r\n <cite>Jon R. <span data-scayt_word="Katzenbach" data-scaytid="18">Katzenbach</span> and <span data-scayt_word="Zia" data-scaytid="19">Zia</span> Khan, authors of the book, </cite><cite>Leading Outside the Lines: How to Mobilize the Informal Organization, Energize Your Team, and Get Better Results</cite>, (www.leadingoutsidethelines.com)<sup>2 </sup>observe that outstanding professional leaders such as Marvin Bower, who built <span data-scayt_word="McKinsey" data-scaytid="20">McKinsey</span> & Co., and John Whitehead, the former co-Chairman and co-Senior Partner of Goldman Sachs, are motivated by the work itself, and that the enduring respect of others greatly surpass money as a measure of accomplishment. For such top achievers, money is usually a secondary byproduct.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Motivating with money can backfire!</strong></div>\r\n<div style="text-align: justify;">\r\n <span data-scayt_word="Amabile’s" data-scaytid="21">Amabile’s</span> famous diary study (first described in Part 1 of this series) showed that the majority of participants reported that they were not motivated by rewards on a daily basis. Interestingly, the few who did report spending a lot of time mulling over their bonuses were the ones who were doing very little creative thinking! People can become so worried that a wrong move they make may affect their compensation, so they become risk averse and hamper their own creativity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n More dangerously, an overdependence on using money as a motivator can erode one’s emotional commitment towards one’s true mission, to the extent that money becomes the primary goal itself. Gradually, the primary goal turns into sheer greed, leading to a self-serving addiction that can derail one’s sense of integrity. We have seen such cases manifesting as financial scandals that strike even among the top echelons of the corporate world.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n So the next time your organization is thinking about implementing money as a motivator of desirable <span data-scayt_word="behaviour" data-scaytid="22">behaviour</span> such as creativity, think again!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>What to do instead?</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(a)</strong><strong>Leverage on emotional motivators</strong></div>\r\n<div style="text-align: justify;">\r\n Sparingly and wisely use money as a reward or motivator, and where possible, leverage on emotional sources of motivation instead. Emotional motivators are much more powerful and effective. <span data-scayt_word="Katzenbach" data-scaytid="23">Katzenbach</span> and Khan remind us that in the organizational context, emotional motivation is best conveyed informally through the respect of peers, admiration of subordinates, approval from one''s friends and community, etc.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(b)</strong><strong>Use money only for short-term <span data-scayt_word="behaviour" data-scaytid="25">behaviour</span> change </strong></div>\r\n<div style="text-align: justify;">\r\n It doesn’t mean that you totally cut out money in your reward and compensation scheme. Just be mindful that money is most effective for motivating short-term <span data-scayt_word="behaviour" data-scaytid="26">behaviour</span> change, but not so effective when it comes to enduring institutional accomplishments, advise <span data-scayt_word="Katzenbach" data-scaytid="27">Katzenbach</span> and Khan.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(c)</strong><strong> Provide a conducive environment for creativity</strong></div>\r\n<div style="text-align: justify;">\r\n This may sound obvious is much more easily said than done. As we have noted, it’s not all about money.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Although people need to feel that they are being fairly compensated, they place far greater significance on a work environment where creativity is supported, valued and recognized, as the participants in <span data-scayt_word="Amabile’s" data-scaytid="31">Amabile’s</span> study have attested.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n In reality, many organizations – especially those aligned to traditional Asian culture – are unable to “let go” of their employees. They are fearful that employees might abuse the free time allocated to them for contemplation and creative thinking. To them, abstract thinking sessions during office hours seem wasteful or unfruitful compared to time better spent in producing tangible outputs. It’s not that these organizations don’t know the value of creativity – they just want it for free and they want it fast!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(d)</strong><strong>Match employees to projects on the basis of their experience AND interests</strong></div>\r\n<div style="text-align: justify;">\r\n Employees desire the opportunity to deeply engage in their work and achieve authentic progress. That’s why <span data-scayt_word="Amabile" data-scaytid="33">Amabile</span> recommends that leaders match their people to projects that interest the latter, not merely according to work experience.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Employees are able to express optimal creativity only when they truly feel connected to their work and can prove themselves. If the assignment proves too easy or too difficult, employees will become bored or frustrated. To summarize, leaders must know how to strike the right balance when delegating assignments to their people in order for creativity to flourish.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>To be continued in Part 3</em></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n References:</div>\r\n<div style="text-align: justify;">\r\n 1 <a href="http://www.youtube.com/watch?v=qp0HIF3SfI4" target="_blank">http://www.youtube.com/watch?v=<span data-scayt_word="qp0HIF3SfI4" data-scaytid="35">qp0HIF3SfI4</span></a></div>\r\n<div style="text-align: justify;">\r\n 2 <a href="http://www.forbes.com/2010/04/06/money-motivation-pay-leadership-managing-employees.html">http://www.forbes.com/2010/04/06/money-motivation-pay-leadership-managing-employees.html</a></div>', 'The 6 Myths of Creativity in Organizations: The 2nd Myth - "Money is a Creativity Motivator" (Part 2 of 6)', '<p>\r\n <span style="text-align: justify;">by V.S. Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1" style="text-align: justify;">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n In this installment of our six-part series, we will discuss the second myth of creativity in organizations: “Money is a Creativity Motivator”, as espoused by Professor Theresa <span data-scayt_word="Amabile" data-scaytid="2">Amabile</span>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Editorial note: If you missed Part 1, which covered the first myth, please click here: “<a href="http://www.invictusleader.com/home/solutions-innovate/innovate-articles/134-the-6-myths-of-creativity-in-organizations-the-1st-myth-part-1-of-6">Creativity comes from Creative Types</a>”.]</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Since the days of scientific management or <span data-scayt_word="Taylorism" data-scaytid="3">Taylorism</span>, organizations have attempted to correlate staff rewards with staff output. However, research has shown that giving material rewards to employees in direct proportion to their productivity can yield only limited success. Such a pay-per-output approach is only feasible for outputs that are highly tangible, easily measured and unmistakably attributable to a specific person or group. So for instance, if you agree to pay me $1 for every envelope that I seal, then for 100 envelopes that I have sealed, you need to pay me $100 – no argument or ambiguity about that. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the other hand, if you were to offer me monetary incentives for my marketing performance, how would you be able to delineate my achievement clearly and fairly enough to avoid controversy, especially when the achievement involves multiple parties and many other factors?</div>\r\n<div style="text-align: justify;" />\r\n ', 'trash', 'open', 'open', '', 'the-6-myths-of-creativity-in-organizations-the-2nd-myth-part-2-of-6', '', '', '2013-06-28 11:25:02', '2013-06-28 11:25:02', '', 0, 'http://invictusleader.com/home/?p=3963', 3, 'post', '', 0),
(3964, 1, '2013-04-02 10:51:05', '2013-04-02 10:51:05', '\r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Myth #3: Time Pressure Fuels/Drives Creativity</strong></div>\r\n<div style="text-align: justify;">\r\n Some people attest to how tight deadlines have unleashed the hidden creativity they did not realize they had. Think about the times when you and your colleagues succeeded in crafting a compelling proposal to a prospective client at short notice. Recall the times when you ‘miraculously’ rose to the occasion to face a pressing challenge creatively.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Does this mean that time pressure is beneficial in drawing out your inner creativity? It depends.</div>\r\n<div style="text-align: justify;">\r\n To a certain extent, time pressure can spur you to perform your best in the shortest time possible. However, if the deadline is too tight, then no worthy creative output would arise out of it. Time pressure impairs creativity because it cuts down your level of engagement and hampers intrinsic motivation, a characteristic that led <span data-scayt_word="Amabile" data-scaytid="6">Amabile</span> to label time pressure a “non-synergistic motivator”.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n For creativity to fully blossom, you must have enough time to deeply engage your mind at the various levels of cognition required to mine the limitless resources of creativity within you. If the time given to complete a project is too short, you and your team would not have the opportunity to sow and cultivate rich ideas. Our brains need to be immersed in a challenge long enough for valuable ideas to start flowing out.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Creativity under the gun</strong></div>\r\n<div style="text-align: justify;">\r\n From her 1998 landmark study, <span data-scayt_word="Amabile" data-scaytid="8">Amabile</span> found that people often thought they were most creative when working under intense deadline pressure – a scenario she named “creativity under the gun”. But the 12,000 aggregate days chalked up by the participants, which <span data-scayt_word="Amabile" data-scaytid="9">Amabile</span> and her research team analyzed in her study, indicated that the reverse was true: People were the least creative when trying to beat the clock!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span data-scayt_word="Amabile’s" data-scaytid="12">Amabile’s</span> team also discovered some form of time-pressure “hangover” – when people were working under great pressure, their creativity plummeted not just that very day but the following two days as well.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Deadly distractions</strong></div>\r\n<div style="text-align: justify;">\r\n Sometimes it is more than just a tight deadline that is the problem. It is the distractions that deprive people of the time needed to breach their creative threshold. Leaders should therefore beware of inadvertently allowing potential distractions that cause employees to lose their focus. The lack of focus jeopardizes creativity and prevents the much-needed breakthrough the organization needs</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n What are among the distractions that can cripple creativity? One of the greatest distractions faced by employees is worrying about whether they have the wholehearted commitment of the management.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n So, leaders – openly announce your unwavering support for your people in developing their creativity. Spell out clearly the rules of engagement, and refrain from penalizing employees if they have tried their best but still make so-called errors in the creativity process.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Urgent but not pressurizing</strong></div>\r\n<div style="text-align: justify;">\r\n Although time pressure may be counterproductive to creativity, it does not mean that creativity should be deliberately made a slow process or relegated to a lower priority. Many of us think that creativity is a nice-to-have, something to be developed only if we have the time; little do we realize that creativity is urgent and critical business! Creativity is a priority, which is crucial in our competitive and unpredictable environment. How many organizations today have regretted not getting their creative breakthroughs yesterday!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify;">\r\n To summarize, give creativity enough space and time to flourish. Let us take a cue from nature – human beings require nine months of gestation before they can be born. Likewise, creativity can only be birthed with the right amount of nurturing within the right timeframe. Regardless of how smart a mother or child is, it still takes nine months – give or take, a few days or weeks – for an infant to be ready to enter a new phase of life.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>To be continued in Part 4</em></div>', 'The 6 Myths of Creativity in Organizations: The 3rd Myth - "Time Pressure Drives Creativity" (Part 3 of 6)', '<p>\r\n <span style="text-align: justify;">by V.S. Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1" style="text-align: justify;">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>“Many of us think that creativity is a nice-to-have; little do we realize that creativity is urgent and critical business!”</em></div>\r\n<div style="text-align: justify;">\r\n <em> ~ V.S. Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></em></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n We continue our series by discussing the <span data-scayt_word="3rd" data-scaytid="3">3<sup>rd</sup></span> myth of creativity, which was first propounded by Professor Theresa <span data-scayt_word="Amabile" data-scaytid="4">Amabile</span>: “Time Pressure Fuels/Drives Creativity.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Editorial note: You may be interested to refer to Part 1 – Myth #1: Creativity Comes from Creative Types and Part 2 – Myth #2: Money is a Creativity Motivator.]</div>\r\n<div style="text-align: justify;" />\r\n ', 'trash', 'open', 'open', '', 'the-6-myths-of-creativity-in-organizations-the-3rd-myth-part-3-of-6', '', '', '2013-06-28 11:25:02', '2013-06-28 11:25:02', '', 0, 'http://invictusleader.com/home/?p=3964', 2, 'post', '', 0),
(3965, 1, '2013-04-02 10:56:03', '2013-04-02 10:56:03', '\r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Myth #4: Fear Forces Breakthroughs</strong></div>\r\n<div style="text-align: justify;">\r\n “Creativity is like chasing chickens!” That was what <span data-scayt_word="Christoph" data-scaytid="6">Christoph</span> <span data-scayt_word="Niemann" data-scaytid="7">Niemann</span>, a graphic designer and author of several books including children’s books, once said.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Yes, creativity can sometimes feel like you are frantically chasing something elusive. But Maria <span data-scayt_word="Popova" data-scaytid="8">Popova</span>, author and founder of <a href="http://www.brainpickings.org/">www.brainpickings.org</a>, suggests that things could be the other way round, i.e. creativity feels like you are being chased instead, by chickens – menacing giant chickens, to be more precise! These scary birds are symbolic of the fear and anxiety that plague many an artist or anyone who is expected to produce creative works.<sup>1</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n But does that fear compel people to become more creative?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n According to working artists David <span data-scayt_word="Bayles" data-scaytid="9">Bayles</span> and Ted <span data-scayt_word="Orland" data-scaytid="10">Orland</span>, the authors of <em>Art & </em><span data-scayt_word="Fear2" data-scaytid="11"><em>Fear</em><sup>2</sup></span>, statistics reveal that most artwork is produced by non-geniuses who simply have the passion and dedication to face the daily practical and psychological challenges. The authors also highlight fear as a cornerstone of the obstacles which hinder, NOT enhance, the creative process.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Tears for Fears</strong></div>\r\n<div style="text-align: justify;">\r\n Penn State researchers have found that the ‘fear of cognitive <span data-scayt_word="dyscontrol’" data-scaytid="12">dyscontrol’</span> is a good predictor of depressive symptoms.<sup>3</sup> This implies that we could also check out whether depressed – and by logic, fearful – people are more creative than ‘normal’ people.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Arnold M. Ludwig, a former researcher at the University of Kentucky Medical Centre who is currently Adjunct Professor of Psychiatry and Human Behaviour at Brown University, conducted a 10-year study on 1,004 men and women who excelled in an array of professions including art, music, science, business, politics and sports. Ludwig found that 59% to 77% of the artists, writers and musicians suffered mental illness (especially mood disorders) compared with only 18% to 29% among the less artistic professionals.<sup>4</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n So does Ludwig’s study provide evidence for the Mad Sad Genius or the Fearful Tearful Genius?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n It is true that many related studies have shown higher rates of mood disorders among creative people, differing only in the magnitude of the results. But this does not mean that mental disorders or negative emotions cause people to become more creative. Quite the contrary – Kay Redfield Jamison, Professor of Psychiatry at Johns Hopkins University School of Medicine, shares in her book, <em>Touched With </em><em>Fire</em><sup>5</sup>, that the majority of people suffering from depression and bipolar disorder do NOT have extraordinary imaginations.<sup>6</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Happy today, creative tomorrow</strong></div>\r\n<div style="text-align: justify;">\r\n Amabile’s landmark ‘diary study’ in 1998 concurs with Jamison’s findings. After Amabile and her team had analyzed all the 12,000 journal entries by the participants, which describe their degree of fear, anxiety, sadness, anger, joy and love on a daily basis, Amabile found a positive correlation between creativity and the emotions of joy and love. At the same time, Amabile found a negative correlation between creativity and the emotions of anger, fear and anxiety. Moreover, participants were more likely to experience a creative breakthrough if they had been happy the day before. You could say that it was a virtuous cycle of creativity, and that one day’s joy predicts the following day’s creativity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify;">\r\n As a leader of integrity, never use fear to control your people. Instead, encourage your people to share their fears, and work out those fears within an open and safe environment. Listen to their fears and concerns from a non-judgmental perspective. Offer your people moral support, and execute concrete solutions where possible as soon as possible. Once you’ve helped your people to deal with their fears, they will be well on their way to turning the Fearful Tearful Non-Genius into a Fearless Happy Genius. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n References</div>\r\n<div style="text-align: justify;">\r\n 1 <a href="http://www.brainpickings.org/index.php/2011/09/12/fear-creativity/">http://www.brainpickings.org/index.php/2011/09/12/fear-creativity/</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 2 <a href="http://www.amazon.com/Art-Fear-Observations-Rewards-Artmaking/dp/0961454733">http://www.amazon.com/Art-Fear-Observations-Rewards-Artmaking/dp/0961454733</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 3 <a href="http://www.sciencedaily.com/releases/2009/12/091201084105.htm">http://www.sciencedaily.com/releases/2009/12/091201084105.htm</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 4, 6 <a href="http://www.thirdage.com/depression/creativity-and-depression-is-there-a-link-0">http://www.thirdage.com/depression/creativity-and-depression-is-there-a-link-0</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<p>\r\n </p>\r\n<div style="text-align: justify;">\r\n 5 <a href="http://www.amazon.com/Touched-Fire-Manic-Depressive-Artistic-Temperament/dp/068483183X">http://www.amazon.com/Touched-Fire-Manic-Depressive-Artistic-Temperament/dp/068483183X</a></div>', 'The 6 Myths of Creativity in Organizations: The 4th Myth - “Fear Forces Breakthroughs” (Part 4 of 6)', '<p>\r\n <span style="text-align: justify;">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1" style="text-align: justify;">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>“A happy person is a creative person.”</em></div>\r\n<div style="text-align: justify;">\r\n <em> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></em></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Is the notion of the “Mad Genius” a figment of our imagination, or is it grounded upon scientific fact?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n We shall explore the aforementioned notion in this installment of our six-part series, as we cover the <span data-scayt_word="4th" data-scaytid="4">4<sup>th</sup></span> myth of creativity that was first put forth by Professor Theresa Amabile: “Fear forces breakthroughs.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Editorial note: You may be interested to refer to Part 1 – Myth #1: Creativity Comes from Creative Types, Part 2 – Myth #2: Money is a Creativity Motivator, and Part 3 – Time Pressure Fuels/Drives Creativity.]</div>\r\n<div style="text-align: justify;" />\r\n ', 'trash', 'open', 'open', '', 'the-6-myths-of-creativity-in-organizations-the-4th-myth-fear-forces-breakthroughs-part-4-of-6', '', '', '2013-06-28 11:25:02', '2013-06-28 11:25:02', '', 0, 'http://invictusleader.com/home/?p=3965', 1, 'post', '', 0);
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(3966, 1, '2013-04-27 08:56:19', '2013-04-27 08:56:19', '<div style="text-align: justify;">\r\n <br />\r\n <span style="font-size: 16pt; font-family: Forte; color: rgb(23, 54, 93); background-position: initial initial; background-repeat: initial initial;">“I came to office with one deliberate intent – to change Britain from a dependent to a self-reliant society, from a give-it-to-me to a do-it-yourself nation.” </span></div>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n <span style="font-size: 14pt; font-family: Cambria, serif; background-position: initial initial; background-repeat: initial initial;"> ~ Margaret Thatcher </span></p>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n </p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <img src="http://ts2.mm.bing.net/th?id=H.4711829240086747&pid=15.1" style="margin-left: 10px; margin-right: 10px; float: right; width: 133px; height: 179px;" />Baroness Thatcher of Kesteven – best known to the world as Margaret Thatcher – was born Margaret Hilda Roberts but adopted her husband’s surname when she married Sir Denis Thatcher (1915-2003) in 1951. One of the most dominant leaders in the 20<sup>th</sup> century, Mrs Thatcher started off as a research chemist with a Master’s degree from Oxford University, before attending law school and qualifying as a barrister in 1954, a year after her twin children were born.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Not only was Thatcher the first female prime minister of Britain (and only one so far), she was also the longest-serving British premier in the postwar era. In office for three consecutive terms from May 1979 till she stepped down in November 1990, Thatcher was famously labelled the “Iron Lady” by the Soviet press after delivering a hard-lined speech in 1976.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The iron-willed Thatcher revealed that she loved argument and debate. Declaring in 1980 that, “I don't expect anyone just to sit there and agree with me – that's not their job,” Thatcher expected others to be tough on her too.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Who can truly blame Thatcher for being unyielding when she was the woman with the iron task of reducing high unemployment, curbing inflation and tackling the ongoing recession? It was an extremely challenging role that earned her either admiration or antipathy from supporters and critics respectively. But she stood firm, even surviving a 1984 bomb assassination attempt by the IRA, and led the country to economic recovery.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Upon her retirement from the Commons in 1992, she was given a life peerage as Baroness Thatcher of Kesteven in the County of Lincolnshire, which entitled her to sit in the House of Lords. In 1995 Thatcher became a member of the Order of the Garter, the highest order of knighthood in England.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Indeed Thatcher was a leader in many different respects but among all these, there were three major leadership roles she undertook that were the most important in her life: wife and mother; head of one of the most influential nations in the world; and philanthropist.</div>\r\n<div style="text-align: justify;">\r\n <hr id="system-readmore" />\r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>As a wife and mother</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n "Any woman who understands the problems of running a home will be nearer to understanding the problems of running a country." </div>\r\n<div style="text-align: justify;">\r\n ~ Margaret Thatcher (1979 – the year she became Prime Minister of Britain)</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That Mr and Mrs Thatcher had remained married for 52 years before the former’s death in 2003 is testament to her belief in traditional family values such as lifelong matrimony and fidelity. Though Denis Thatcher sometimes referred to his wife as “The Boss”, Mrs Thatcher admitted that she would never have been able to be Prime Minister for those 11½ years had it not been for Denis.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Besides adoring her husband and their twin children, Mark and Carol, Thatcher also shared during an interview in the late 1990s that her “greatest delight” was “when my daughter-in-law sends me photographs of the grandchildren. Apart from seeing them in the flesh, that is the greatest pleasure I have in the whole year, far exceeding everything else.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>As the head of state</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n "I am not a consensus politician. I'm a conviction politician." </div>\r\n<div style="text-align: justify;">\r\n ~ Margaret Thatcher (1975)</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Thatcher began her political career as a Conservative party member of parliament for Finchley (North London) in 1959. Undaunted by the male-dominated field, she boldly declared in 1965 that, <strong>“In politics, if you want something said, ask a man; if you want to get something done, ask a woman.”</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Despite her confidence, Thatcher never expected to become Prime Minister. Just two years before she took over as the Conservative Party leader in 1974, Thatcher had stated on the BBC, “I don't think there will be a woman prime minister in my lifetime.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n How wrong she was! At Britain’s general election on 3 May 1979, the Conservatives came to power and the next day, Thatcher created history.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Thatcher entered office at a time when Britain was facing a major recession. She knew she had to take decisive drastic measures.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n “The basic economic reality is that we cannot pay ourselves more than we earn. Here in Britain, at long last, we may have grasped the point that deficit financing cannot and will not bring about long-term prosperity,” was her steadfast assertion.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Unfortunately, the transition was excruciating. As Thatcher privatized state-owned industries and utilities, reformed trade unions, lowered taxes and slashed public spending across the board, her policies did succeed in reducing inflation but led to soaring unemployment. Her popularity plummeted – the price Thatcher had to pay for austerity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n When the opposition pressured Thatcher to back down on her harsh policies, she was unfazed. At the Conservative party congress on 10 October 1980, she calmly announced, “To those waiting with bated breath for that favourite media catchphrase, the 'U-turn,' I have only one thing to say: 'You turn if you want to. The lady's not for turning.' "</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Fate intervened when the Falklands incident in 1982 gave Thatcher the opportunity to flex Britain’s sovereignty in the world arena, while proving that she was a leader to be reckoned with. As Britain emerged victors in the <a href="http://en.wikipedia.org/wiki/Falklands_War" title="Falklands War">Falklands War</a>, there was a resurgence of support, resulting in her re-election in 1983.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the international front, Thatcher developed a longstanding personal alliance with US President Ronald Reagan and later fostered good rapport with Soviet President Mikhail Gorbachev when he came to power in 1988. These links were instrumental in halting the dreaded arms race of the 1980s.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n During Thatcher’s third term after being re-elected in 1987, her controversial policies led to her resignation on 28 November 1990. By the time Thatcher left office, the principles of “Thatcherism” – that economic freedom and individual liberty are interdependent, that personal responsibility and hard work are the only ways to national prosperity, and that free-market democracies must stand firm against aggression – had garnered many followers. As Tony Blair acknowledged in his 2010 autobiography, <em>A Journey</em>, “Britain needed the industrial and economic reforms of the Thatcher period”.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>As a philanthropist</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n “This woman is headstrong, obstinate and dangerously self-opinionated.”</div>\r\n<div style="text-align: justify;">\r\n ~ ICI personnel department assessment, rejecting a job application by the then Margaret Roberts in 1948</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n People either loathed or loved Thatcher. To her supporters, she was strong-willed for all the right reasons. Her desire to change the world for the better did not end with her withdrawal from premiership. She decided to further the kind of values she personally fought for by establishing the Margaret Thatcher Foundation in 1992.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n As a non-profit educational organization that collects funds wholly through private philanthropy, the Foundation aspires to advance the cause of political and economic freedom, especially in the newly liberated countries of Central and Eastern Europe. The Foundation has raised funds to help finance projects that promote Western business, legal and technical education in those nations.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The Internet is rife with widely divisive views about Thatcher and Thatcherism, but regardless of whether or not she was “right”, she has left a legacy that inspires leaders to be unwavering in the values they stand for. And to those who think she was hard-core tough, her speech writer Sir Ronald Millar reveals that Thatcher was much tougher on her ministers than on others, “The more humble the position, the nicer she was [to them].”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Surprised? Ironically, no!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>References</strong></div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.bbc.co.uk/history/people/margaret_thatcher">http://www.bbc.co.uk/history/people/margaret_thatcher</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.bbc.co.uk/news/uk-politics-10377842">http://www.bbc.co.uk/news/uk-politics-10377842</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.guardian.co.uk/politics/2013/apr/16/margaret-thatcher-grandchildren">http://www.guardian.co.uk/politics/2013/apr/16/margaret-thatcher-grandchildren</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.cbc.ca/news/world/story/2013/04/08/margaret-thatcher-england-dead.html">http://www.cbc.ca/news/world/story/2013/04/08/margaret-thatcher-england-dead.html</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.usnews.com/news/articles/2013/04/08/three-economic-lessons-from-margaret-thatcher">http://www.usnews.com/news/articles/2013/04/08/three-economic-lessons-from-margaret-thatcher</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.margaretthatcher.org/about/default.asp">http://www.margaretthatcher.org/about/default.asp</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.philanthropydaily.com/margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy/comment-page-1/">http://www.philanthropydaily.com/margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy/comment-page-1/</a></div>', 'The Woman with the Iron Task: Tribute to Margaret Thatcher (13 October 1925 – 8 April 2013)', '<div style="text-align: justify;">\r\n <br />\r\n <span style="font-size: 16pt; font-family: Forte; color: rgb(23, 54, 93); background-position: initial initial; background-repeat: initial initial;">“I came to office with one deliberate intent – to change Britain from a dependent to a self-reliant society, from a give-it-to-me to a do-it-yourself nation.” </span></div>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n <span style="font-size: 14pt; font-family: Cambria, serif; background-position: initial initial; background-repeat: initial initial;"> ~ Margaret Thatcher </span></p>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n </p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <img src="http://ts2.mm.bing.net/th?id=H.4711829240086747&pid=15.1" style="margin-left: 10px; margin-right: 10px; float: right; width: 133px; height: 179px;" />Baroness Thatcher of <span data-scayt_word="Kesteven" data-scaytid="1">Kesteven</span> – best known to the world as Margaret Thatcher – was born Margaret Hilda Roberts but adopted her husband’s surname when she married Sir Denis Thatcher (1915-2003) in 1951. One of the most dominant leaders in the <span data-scayt_word="20th" data-scaytid="2">20<sup>th</sup></span> century, Mrs Thatcher started off as a research chemist with a Master’s degree from Oxford University, before attending law school and qualifying as a barrister in 1954, a year after her twin children were born.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Not only was Thatcher the first female prime minister of Britain (and only one so far), she was also the longest-serving British premier in the postwar era. In office for three consecutive terms from May 1979 till she stepped down in November 1990, Thatcher was famously <span data-scayt_word="labelled" data-scaytid="5">labelled</span> the “Iron Lady” by the Soviet press after delivering a hard-lined speech in 1976.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The iron-willed Thatcher revealed that she loved argument and debate. Declaring in 1980 that, “I don''t expect anyone just to sit there and agree with me – that''s not their job,” Thatcher expected others to be tough on her too.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Who can truly blame Thatcher for being unyielding when she was the woman with the iron task of reducing high unemployment, curbing inflation and tackling the ongoing recession? It was an extremely challenging role that earned her either admiration or antipathy from supporters and critics respectively. But she stood firm, even surviving a 1984 bomb assassination attempt by the IRA, and led the country to economic recovery.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Upon her retirement from the Commons in 1992, she was given a life peerage as Baroness Thatcher of <span data-scayt_word="Kesteven" data-scaytid="6">Kesteven</span> in the County of Lincolnshire, which entitled her to sit in the House of Lords. In 1995 Thatcher became a member of the Order of the Garter, the highest order of knighthood in England.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Indeed Thatcher was a leader in many different respects but among all these, there were three major leadership roles she undertook that were the most important in her life: wife and mother; head of one of the most influential nations in the world; and philanthropist.</div>\r\n<div style="text-align: justify;" />\r\n ', 'trash', 'open', 'open', '', 'the-woman-with-the-iron-task-tribute-to-margaret-thatcher-13-october-1925-8-april-2013', '', '', '2013-06-28 11:25:02', '2013-06-28 11:25:02', '', 0, 'http://invictusleader.com/home/?p=3966', 1, 'post', '', 0),
(3967, 1, '2013-04-27 16:05:30', '2013-04-27 16:05:30', '<p>\r\n </p>\r\n<div style="text-align: justify;">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><strong><em>“Many so-called leaders seem great from afar, but are far from great when seen closer.” ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></em></strong></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Do you know any rich, famous and successful people who are captains of their trade? More importantly, do you know what they are really like, especially up close and personal? Surely, you think, these leaders get to where they are now because of their solid, enduring leadership traits such as considerateness, flexibility and generosity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>Great from afar, far from great</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n Unfortunately, many so-called leaders seem great from afar but are far from great when seen closer. Granted, no leader is perfect. A good leader might have a few vices (while a bad leader might even have a few virtues – but this is material for another article/discussion).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n However, certain virtues have a greater far-reaching positive impact than others. Conversely, certain vices have a greater far-reaching negative impact than others. For example, a chain-smoking leader who relentlessly fights against drug trafficking might not be so harshly reproached as compared to an equally capable leader who occasionally spews racial slurs.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>Trademark of a lesser leader</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n So what are among these so-called vices or trademarks of less-than-great leaders that might undo the reputation of an otherwise-perceived-to-be-good leader? One trademark that immediately springs to mind is being cold and calculating; the thought of this trademark was inspired by a real-world incident that occurred recently, as follows:</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Mr X is a leading expert in his industry, as well as an established trainer and practitioner in his specialized field. One of my associates had to meet Mr X a couple of times to discuss a one-off project. But twice had Mr X turned up late for those appointments.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Now, the lack of punctuality itself was not an issue since, understandably, the traffic flow in Malaysia can be rather erratic, mainly due to the lack of well-planned infrastructure in some areas of the <span data-scayt_word="Klang" data-scaytid="3">Klang</span> Valley. Instead, the main gripe was that Mr X had come less punctually on purpose!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Now what strategy could Mr X have in mind by turning up late? Well, it was suspected that Mr X wanted to avoid buying – or at least, avoid offering to buy – drinks for the others at the meeting. You see, the venue was a rather fancy <span data-scayt_word="café" data-scaytid="4">café</span> where you paid when you ordered your drink, and each drink could set you back by <span data-scayt_word="RM12" data-scaytid="6">RM12</span> or so. And when Mr X came in late, he didn’t even need to buy himself a drink to sit inside the comfortable <span data-scayt_word="café" data-scaytid="5">café</span>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n One could claim that my associate was paranoid. But consider this: In this scenario, Mr X was the successful multi-multimillionaire whereas my associate and the others were working-class folks who collectively earned in a few months (or perhaps even a year!) LESS than Mr X’s most recent holiday budget (yes, they knew!).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Would it do any harm for a wealthy boss to motivate the members of his few newly-formed ad hoc project team with a teatime treat even once? Just because the team members were paid for the project doesn’t mean that Mr X could not buy them a drink. Perhaps he was unaware that the team members were not compensated for their travel and parking for those meetings, not to mention the unpaid time they took off – at least one member of the team need not have to be present but did so out of courtesy. (One suspects that Mr X would not have been interested to know anyway.) But the crux of the matter is not about buying drinks per se.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n More evidence of Mr X’s suspected mindset: It was later revealed by another team member that Mr X had refused to pay a single cent extra for the project cost overrun although the project scope had expanded a little through no fault of the team members. Moreover, there was an extra item – not mentioned at the onset of the project – that Mr X requested to be included in the project but which he flatly expected to be thrown in for free as part of the package. Again, perhaps Mr X did not know that it would cost the project team a few hundred <span data-scayt_word="ringgit" data-scaytid="7">ringgit</span> in hard cash, and not in kind, to acquire the item – a very unlikely possibility since ignorance is not one of Mr X’s vices.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Now if Mr X applied the cold and calculating approach of not wanting to pay a single extra cent, why should he expect the other party to give away something that cost a few hundred <span data-scayt_word="ringgit" data-scaytid="8">ringgit</span> to him for free? You might also be interested to know that in terms of the project price, to Mr X it would be like Bill Gates buying a Ford. But in terms of the potential value that Mr X could receive from the project outcomes, it might be akin to what <em>Mission Impossible</em> did for Tom Cruise.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>Reflection</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n · What are the immediate emotions that you feel about the scenario?</div>\r\n<div style="text-align: justify;">\r\n · What are the initial thoughts that cross your mind? </div>\r\n<div style="text-align: justify;">\r\n · Was Mr X’s leadership approach justifiable?</div>\r\n<div style="text-align: justify;">\r\n · Do you think that Mr X should have adopted a less “cold and calculating” approach, and be more flexible and generous instead?</div>\r\n<div style="text-align: justify;">\r\n · Is there a Mr X-type leader in your organization?</div>\r\n<div style="text-align: justify;">\r\n · If so, how should you respond to the Mr X-type leader (a) as a follower, and (b) as a fellow leader?</div>', 'Everyday Leadership Series: The Cold, Calculating Leader', '', 'trash', 'open', 'open', '', 'everyday-leadership-series-the-cold-calculating-leader', '', '', '2013-06-28 11:25:01', '2013-06-28 11:25:01', '', 0, 'http://invictusleader.com/home/?p=3967', 1, 'post', '', 0),
(3968, 1, '2013-04-27 16:38:30', '2013-04-27 16:38:30', '<p>\r\n </p>\r\n<p>\r\n We believe that everyone has a mission in life, a specific purpose in the organization or community that he or she belongs to. And we believe that everyone has boundless leadership potential to fulfill that mission and purpose in life. This is why <span data-scayt_word="INVICTUS" data-scaytid="1">INVICTUS</span> LEADER <span data-scayt_word="endeavours" data-scaytid="2">endeavours</span> to bring out the best of your leadership capabilities.</p>\r\n<p>\r\n The <span data-scayt_word="tri-coloured" data-scaytid="4">tri-coloured</span> lines of the <span data-scayt_word="INVICTUS" data-scaytid="3">INVICTUS</span> LEADER font within the corporate logo represent the three key components of <strong>Lead</strong>, <strong>Innovate</strong> and <strong>Coach</strong>, which comprise the key responsibilities of a leader.</p>\r\n<p>\r\n <strong>Blue</strong>,the <span data-scayt_word="colour" data-scaytid="6">colour</span> of the sky, represents “<strong>Lead</strong>”. Just as the vast sky above us is all-encompassing, our ability to lead encompasses the rest of our capabilities. The degree to which we are able to lead, will determine how effectively we use our full range of skills and competencies.</p>\r\n<p>\r\n <strong>Red</strong>, the red <span data-scayt_word="colour" data-scaytid="7">colour</span> of blood, represents “<strong>Innovate</strong>”. In the same manner that new blood can reinvigorate fatigued bodies, our ability to innovate can inject new life, generate fresh possibilities, create breakthroughs and spearhead inventions, which are critical for organizational survival, sustenance and longevity.</p>\r\n<p>\r\n <strong>Green</strong>, the <span data-scayt_word="colour" data-scaytid="9">colour</span> of grass, represents “<strong>Coach</strong>”. Grass is synonymous with nature or life; likewise our ability to coach others will not only help preserve our evergreen leadership nature, but also inspire other leaders whom we mentor.</p>\r\n<p>\r\n In physics, <strong>black</strong> is a perfect absorber of light, and denotes the absence of <span data-scayt_word="colour" data-scaytid="11">colour</span>. Hence, the black silhouette of the man and woman in the logo represents <span data-scayt_word="INVICTUS" data-scaytid="13">INVICTUS</span> LEADER’s belief that everyone – regardless of creed, <span data-scayt_word="colour" data-scaytid="12">colour</span> or culture –can be nurtured to become a bona fide leader.</p>', 'INVICTUS LEADER: Our Beliefs, Our Logo', '', 'trash', 'open', 'open', '', 'invictus-leader-our-beliefs-our-logo', '', '', '2013-06-28 11:25:01', '2013-06-28 11:25:01', '', 0, 'http://invictusleader.com/home/?p=3968', 1, 'post', '', 0),
(3969, 1, '2011-04-29 10:16:11', '2011-04-29 10:16:11', '\r\n<p style="text-align: justify">\r\n Leadership is said to be everything and nothing. It is everything because it can be found everywhere in organizations, not just at the top. Leadership is everything because it is infused in all that we do; it is not sacred. You may not have a title or a team to be a leader. Each individual <span data-scayt_word="behaviour" data-scaytid="2">behaviour</span> has leadership implications. Because leadership is based on action, it emerges as a function of participation and interaction.<br />\r\n <br />\r\n Given this description, how can leadership be nothing? Leadership is nothing in the sense that it seems impossible to define completely. Decades of scientific study have yet to yield a single definition that fully captures the nature of leadership, much less articulate a definitive approach to developing it. Perhaps it is impossible to define leadership in words, but we agree that we know it when we see it.<br />\r\n <br />\r\n Colin Powell, retired Secretary of State and Chairman, Joint Chiefs of Staff, once said:<br />\r\n <br />\r\n “Leadership is the art of accomplishing more than the science of management says is possible.”<br />\r\n <br />\r\n As leaders, we need to improve our effectiveness. Effective leaders need to articulate vivid, over-arching goals and values, which we use to drive daily <span data-scayt_word="behaviours" data-scaytid="3">behaviours</span> and choices among competing alternatives. Our visions and priorities need to be lean and compelling, not cluttered and buzzword-laden. Our decisions need to be crisp and clear, not tentative and ambiguous. They need to convey an unwavering firmness and consistency in our actions, aligned with the future picture they paint. The result: clarity of purpose, credibility of leadership, and integrity in organization.<br />\r\n <br />\r\n Are you that kind of leader? For more information <a href="index.php?option=com_content&view=article&id=73&Itemid=61">click here</a>.</p>', 'Take Charge Leadership - The Mark of the Lion ', '<p style="text-align: justify;">\r\n <img alt="alt" src="images/stories/motl_article2_small.jpg" style="margin-left: 12px; margin-right: 12px; margin-top: 5px; margin-bottom: 5px; float: left; width: 121px; height: 160px; " />Leadership is like a cancer cell. It exists in all of our bodies. Thanks to the presence of Natural Killer (<span data-scayt_word="NK" data-scaytid="1">NK</span>) cells that diligently patrol our system, these cells are prevented from mutating into dangerous cancerous growth. But once the trigger or the dangerous cancer is activated through a catalyst, it just mutates as dangerous growth. It is the same with leadership. Something will ignite or trigger our senses and our leadership cells gets ignited. Leadership is within all of us. We call it <strong>Take Charge Leadership – Mark of the Lion</strong>.</p>\r\n', 'inherit', 'open', 'open', '', '3899-revision', '', '', '2011-04-29 10:16:11', '2011-04-29 10:16:11', '', 3899, 'http://invictusleader.com/home/?p=3969', 0, 'revision', '', 0),
(3970, 1, '2011-06-11 18:38:35', '2011-06-11 18:38:35', '<h2>\r\n Your Business Leadership Needs</h2>\r\n<table border="0" cellpadding="5" cellspacing="0" style="border: 1px solid #404040; border-collapse: collapse;" width="100%">\r\n <tbody>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n INDIVIDUAL LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n EMERGING LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n MID-LEVEL LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n SENIOR LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n EXECUTIVE LEADERS</td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="5" style="border:1px solid #404040; border-collapse: collapse; background-color:#ffcd2f;">\r\n Developing Leadership Relationships Through Interpersonal Skills</td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="3" style="border:1px solid #404040; border-collapse: collapse; background-color:#92d050;">\r\n <a href="index.php?option=com_content&view=article&id=72&Itemid=61">Take Charge Leadership – Mark of the Lion</a></td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="2" style="border:1px solid #404040; border-collapse: collapse; background-color:#b2a1c7;">\r\n <a href="index.php?option=com_content&view=article&id=47&Itemid=61">Big Think Transformational Leadership Strategy for Leaders</a></td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="5" style="border:1px solid #404040; border-collapse: collapse; background-color:#fabf8f;">\r\n Leadership Alignment Coaching</td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="2" style="border:1px solid #404040; border-collapse: collapse; background-color:#d99594;">\r\n <a href="index.php?option=com_content&view=article&id=49&Itemid=61">Lead like a Coach, Think like a Mentor and Influence like a Leader</a></td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="4" style="border:1px solid #404040; border-collapse: collapse; background-color:#c4bc96;">\r\n <a href="index.php?option=com_content&view=article&id=46&Itemid=61">Leadership Mastery for High Performance Leaders</a></td>\r\n </tr>\r\n <tr>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="3" style="border:1px solid #404040; border-collapse: collapse; background-color:#bfbfbf;">\r\n Management Innovation Leadership for Managers</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n </tr>\r\n </tbody>\r\n</table>\r\n<p>\r\n </p>\r\n<h3>\r\n Leadership Levels</h3>\r\n<ol>\r\n <li>\r\n <strong>Individual Leaders</strong> may not have positional authority or a formal leadership role, but these people are expected to perform, contribute and influence in a leader-like manner. </li>\r\n <li>\r\n <strong>Emerging Leaders</strong> are at an early-stage in their careers. They have been identified for their leadership potential and aspirations.</li>\r\n <li>\r\n <strong>Mid-Level Leaders</strong> are typically mid-level managers making the transition from tactical to strategic leadership. Their focus is shifting beyond functional responsibilities to the overall organizational issues.</li>\r\n <li>\r\n <strong>Senior Leaders</strong> manage divisions or business units. In addition to their operational responsibilities, they are responsible for enterprise-wide opportunities and challenges.</li>\r\n <li>\r\n <strong>Executive Leaders</strong> operate at the strategic level of the business. They are responsible for crafting and executing your organization’s business model.<br />\r\n </li>\r\n</ol>', 'Leadership', '', 'inherit', 'open', 'open', '', '3909-revision', '', '', '2011-06-11 18:38:35', '2011-06-11 18:38:35', '', 3909, 'http://invictusleader.com/home/?p=3970', 0, 'revision', '', 0),
(3971, 1, '2013-06-28 05:38:20', '2013-06-28 05:38:20', '<h2>\r\n Your Business Leadership Needs</h2>\r\n<table border="0" cellpadding="5" cellspacing="0" style="border: 1px solid #404040; border-collapse: collapse;" width="100%">\r\n <tbody>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n INDIVIDUAL LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n EMERGING LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n MID-LEVEL LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n SENIOR LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n EXECUTIVE LEADERS</td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="5" style="border:1px solid #404040; border-collapse: collapse; background-color:#ffcd2f;">\r\n Developing Leadership Relationships Through Interpersonal Skills</td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="3" style="border:1px solid #404040; border-collapse: collapse; background-color:#92d050;">\r\n <a href="http://invictusleader.com/home/?p=3899">Take Charge Leadership – Mark of the Lion</a></td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="2" style="border:1px solid #404040; border-collapse: collapse; background-color:#b2a1c7;">\r\n <a href="index.php?option=com_content&view=article&id=47&Itemid=61">Big Think Transformational Leadership Strategy for Leaders</a></td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="5" style="border:1px solid #404040; border-collapse: collapse; background-color:#fabf8f;">\r\n Leadership Alignment Coaching</td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="2" style="border:1px solid #404040; border-collapse: collapse; background-color:#d99594;">\r\n <a href="index.php?option=com_content&view=article&id=49&Itemid=61">Lead like a Coach, Think like a Mentor and Influence like a Leader</a></td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="4" style="border:1px solid #404040; border-collapse: collapse; background-color:#c4bc96;">\r\n <a href="index.php?option=com_content&view=article&id=46&Itemid=61">Leadership Mastery for High Performance Leaders</a></td>\r\n </tr>\r\n <tr>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="3" style="border:1px solid #404040; border-collapse: collapse; background-color:#bfbfbf;">\r\n Management Innovation Leadership for Managers</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n </tr>\r\n </tbody>\r\n</table>\r\n<p>\r\n </p>\r\n<h3>\r\n Leadership Levels</h3>\r\n<ol>\r\n <li>\r\n <strong>Individual Leaders</strong> may not have positional authority or a formal leadership role, but these people are expected to perform, contribute and influence in a leader-like manner. </li>\r\n <li>\r\n <strong>Emerging Leaders</strong> are at an early-stage in their careers. They have been identified for their leadership potential and aspirations.</li>\r\n <li>\r\n <strong>Mid-Level Leaders</strong> are typically mid-level managers making the transition from tactical to strategic leadership. Their focus is shifting beyond functional responsibilities to the overall organizational issues.</li>\r\n <li>\r\n <strong>Senior Leaders</strong> manage divisions or business units. In addition to their operational responsibilities, they are responsible for enterprise-wide opportunities and challenges.</li>\r\n <li>\r\n <strong>Executive Leaders</strong> operate at the strategic level of the business. They are responsible for crafting and executing your organization’s business model.<br />\r\n </li>\r\n</ol>', 'Leadership', '', 'inherit', 'open', 'open', '', '3909-revision-2', '', '', '2013-06-28 05:38:20', '2013-06-28 05:38:20', '', 3909, 'http://invictusleader.com/home/?p=3971', 0, 'revision', '', 0),
(3972, 1, '2013-06-28 05:38:20', '2013-06-28 05:38:20', '<h2>\r\n Your Business Leadership Needs</h2>\r\n<table border="0" cellpadding="5" cellspacing="0" style="border: 1px solid #404040; border-collapse: collapse;" width="100%">\r\n <tbody>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n INDIVIDUAL LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n EMERGING LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n MID-LEVEL LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n SENIOR LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n EXECUTIVE LEADERS</td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="5" style="border:1px solid #404040; border-collapse: collapse; background-color:#ffcd2f;">\r\n Developing Leadership Relationships Through Interpersonal Skills</td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="3" style="border:1px solid #404040; border-collapse: collapse; background-color:#92d050;">\r\n <a href="http://invictusleader.com/home/?p=3899">Take Charge Leadership – Mark of the Lion</a></td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="2" style="border:1px solid #404040; border-collapse: collapse; background-color:#b2a1c7;">\r\n <a href="http://invictusleader.com/home/?p=3893">Big Think Transformational Leadership Strategy for Leaders</a></td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="5" style="border:1px solid #404040; border-collapse: collapse; background-color:#fabf8f;">\r\n Leadership Alignment Coaching</td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="2" style="border:1px solid #404040; border-collapse: collapse; background-color:#d99594;">\r\n <a href="index.php?option=com_content&view=article&id=49&Itemid=61">Lead like a Coach, Think like a Mentor and Influence like a Leader</a></td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="4" style="border:1px solid #404040; border-collapse: collapse; background-color:#c4bc96;">\r\n <a href="index.php?option=com_content&view=article&id=46&Itemid=61">Leadership Mastery for High Performance Leaders</a></td>\r\n </tr>\r\n <tr>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="3" style="border:1px solid #404040; border-collapse: collapse; background-color:#bfbfbf;">\r\n Management Innovation Leadership for Managers</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n </tr>\r\n </tbody>\r\n</table>\r\n<p>\r\n </p>\r\n<h3>\r\n Leadership Levels</h3>\r\n<ol>\r\n <li>\r\n <strong>Individual Leaders</strong> may not have positional authority or a formal leadership role, but these people are expected to perform, contribute and influence in a leader-like manner. </li>\r\n <li>\r\n <strong>Emerging Leaders</strong> are at an early-stage in their careers. They have been identified for their leadership potential and aspirations.</li>\r\n <li>\r\n <strong>Mid-Level Leaders</strong> are typically mid-level managers making the transition from tactical to strategic leadership. Their focus is shifting beyond functional responsibilities to the overall organizational issues.</li>\r\n <li>\r\n <strong>Senior Leaders</strong> manage divisions or business units. In addition to their operational responsibilities, they are responsible for enterprise-wide opportunities and challenges.</li>\r\n <li>\r\n <strong>Executive Leaders</strong> operate at the strategic level of the business. They are responsible for crafting and executing your organization’s business model.<br />\r\n </li>\r\n</ol>', 'Leadership', '', 'inherit', 'open', 'open', '', '3909-revision-3', '', '', '2013-06-28 05:38:20', '2013-06-28 05:38:20', '', 3909, 'http://invictusleader.com/home/?p=3972', 0, 'revision', '', 0);
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(3973, 1, '2013-06-28 05:38:20', '2013-06-28 05:38:20', '<h2>\r\n Your Business Leadership Needs</h2>\r\n<table border="0" cellpadding="5" cellspacing="0" style="border: 1px solid #404040; border-collapse: collapse;" width="100%">\r\n <tbody>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n INDIVIDUAL LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n EMERGING LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n MID-LEVEL LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n SENIOR LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n EXECUTIVE LEADERS</td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="5" style="border:1px solid #404040; border-collapse: collapse; background-color:#ffcd2f;">\r\n Developing Leadership Relationships Through Interpersonal Skills</td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="3" style="border:1px solid #404040; border-collapse: collapse; background-color:#92d050;">\r\n <a href="http://invictusleader.com/home/?p=3899">Take Charge Leadership – Mark of the Lion</a></td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="2" style="border:1px solid #404040; border-collapse: collapse; background-color:#b2a1c7;">\r\n <a href="http://invictusleader.com/home/?p=3893">Big Think Transformational Leadership Strategy for Leaders</a></td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="5" style="border:1px solid #404040; border-collapse: collapse; background-color:#fabf8f;">\r\n Leadership Alignment Coaching</td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="2" style="border:1px solid #404040; border-collapse: collapse; background-color:#d99594;">\r\n <a href="http://invictusleader.com/home/?p=3895">Lead like a Coach, Think like a Mentor and Influence like a Leader</a></td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="4" style="border:1px solid #404040; border-collapse: collapse; background-color:#c4bc96;">\r\n <a href="index.php?option=com_content&view=article&id=46&Itemid=61">Leadership Mastery for High Performance Leaders</a></td>\r\n </tr>\r\n <tr>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="3" style="border:1px solid #404040; border-collapse: collapse; background-color:#bfbfbf;">\r\n Management Innovation Leadership for Managers</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n </tr>\r\n </tbody>\r\n</table>\r\n<p>\r\n </p>\r\n<h3>\r\n Leadership Levels</h3>\r\n<ol>\r\n <li>\r\n <strong>Individual Leaders</strong> may not have positional authority or a formal leadership role, but these people are expected to perform, contribute and influence in a leader-like manner. </li>\r\n <li>\r\n <strong>Emerging Leaders</strong> are at an early-stage in their careers. They have been identified for their leadership potential and aspirations.</li>\r\n <li>\r\n <strong>Mid-Level Leaders</strong> are typically mid-level managers making the transition from tactical to strategic leadership. Their focus is shifting beyond functional responsibilities to the overall organizational issues.</li>\r\n <li>\r\n <strong>Senior Leaders</strong> manage divisions or business units. In addition to their operational responsibilities, they are responsible for enterprise-wide opportunities and challenges.</li>\r\n <li>\r\n <strong>Executive Leaders</strong> operate at the strategic level of the business. They are responsible for crafting and executing your organization’s business model.<br />\r\n </li>\r\n</ol>', 'Leadership', '', 'inherit', 'open', 'open', '', '3909-revision-4', '', '', '2013-06-28 05:38:20', '2013-06-28 05:38:20', '', 3909, 'http://invictusleader.com/home/?p=3973', 0, 'revision', '', 0),
(3974, 1, '2013-04-27 08:56:19', '2013-04-27 08:56:19', '\r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>As a wife and mother</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n "Any woman who understands the problems of running a home will be nearer to understanding the problems of running a country." </div>\r\n<div style="text-align: justify;">\r\n ~ Margaret Thatcher (1979 – the year she became Prime Minister of Britain)</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That Mr and Mrs Thatcher had remained married for 52 years before the former’s death in 2003 is testament to her belief in traditional family values such as lifelong matrimony and fidelity. Though Denis Thatcher sometimes referred to his wife as “The Boss”, Mrs Thatcher admitted that she would never have been able to be Prime Minister for those 11½ years had it not been for Denis.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Besides adoring her husband and their twin children, Mark and Carol, Thatcher also shared during an interview in the late <span data-scayt_word="1990s" data-scaytid="12">1990s</span> that her “greatest delight” was “when my daughter-in-law sends me photographs of the grandchildren. Apart from seeing them in the flesh, that is the greatest pleasure I have in the whole year, far exceeding everything else.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>As the head of state</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n "I am not a consensus politician. I''m a conviction politician." </div>\r\n<div style="text-align: justify;">\r\n ~ Margaret Thatcher (1975)</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Thatcher began her political career as a Conservative party member of parliament for <span data-scayt_word="Finchley" data-scaytid="13">Finchley</span> (North London) in 1959. Undaunted by the male-dominated field, she boldly declared in 1965 that, <strong>“In politics, if you want something said, ask a man; if you want to get something done, ask a woman.”</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Despite her confidence, Thatcher never expected to become Prime Minister. Just two years before she took over as the Conservative Party leader in 1974, Thatcher had stated on the BBC, “I don''t think there will be a woman prime minister in my lifetime.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n How wrong she was! At Britain’s general election on 3 May 1979, the Conservatives came to power and the next day, Thatcher created history.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Thatcher entered office at a time when Britain was facing a major recession. She knew she had to take decisive drastic measures.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n “The basic economic reality is that we cannot pay ourselves more than we earn. Here in Britain, at long last, we may have grasped the point that deficit financing cannot and will not bring about long-term prosperity,” was her steadfast assertion.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Unfortunately, the transition was excruciating. As Thatcher privatized state-owned industries and utilities, reformed trade unions, lowered taxes and slashed public spending across the board, her policies did succeed in reducing inflation but led to soaring unemployment. Her popularity plummeted – the price Thatcher had to pay for austerity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n When the opposition pressured Thatcher to back down on her harsh policies, she was unfazed. At the Conservative party congress on 10 October 1980, she calmly announced, “To those waiting with bated breath for that <span data-scayt_word="favourite" data-scaytid="14">favourite</span> media catchphrase, the ''U-turn,'' I have only one thing to say: ''You turn if you want to. The lady''s not for turning.'' "</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Fate intervened when the Falklands incident in 1982 gave Thatcher the opportunity to flex Britain’s sovereignty in the world arena, while proving that she was a leader to be reckoned with. As Britain emerged victors in the <a href="http://en.wikipedia.org/wiki/Falklands_War" title="Falklands War">Falklands War</a>, there was a resurgence of support, resulting in her re-election in 1983.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the international front, Thatcher developed a longstanding personal alliance with US President Ronald Reagan and later fostered good rapport with Soviet President Mikhail Gorbachev when he came to power in 1988. These links were instrumental in halting the dreaded arms race of the <span data-scayt_word="1980s" data-scaytid="15">1980s</span>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n During Thatcher’s third term after being re-elected in 1987, her controversial policies led to her resignation on 28 November 1990. By the time Thatcher left office, the principles of <span data-scayt_word="“Thatcherism”" data-scaytid="16">“Thatcherism”</span> – that economic freedom and individual liberty are interdependent, that personal responsibility and hard work are the only ways to national prosperity, and that free-market democracies must stand firm against aggression – had garnered many followers. As Tony Blair acknowledged in his 2010 autobiography, <em>A Journey</em>, “Britain needed the industrial and economic reforms of the Thatcher period”.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>As a philanthropist</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n “This woman is headstrong, obstinate and dangerously self-opinionated.”</div>\r\n<div style="text-align: justify;">\r\n ~ <span data-scayt_word="ICI" data-scaytid="17">ICI</span> personnel department assessment, rejecting a job application by the then Margaret Roberts in 1948</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n People either loathed or loved Thatcher. To her supporters, she was strong-willed for all the right reasons. Her desire to change the world for the better did not end with her withdrawal from premiership. She decided to further the kind of values she personally fought for by establishing the Margaret Thatcher Foundation in 1992.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n As a non-profit educational organization that collects funds wholly through private philanthropy, the Foundation aspires to advance the cause of political and economic freedom, especially in the newly liberated countries of Central and Eastern Europe. The Foundation has raised funds to help finance projects that promote Western business, legal and technical education in those nations.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The Internet is rife with widely divisive views about Thatcher and <span data-scayt_word="Thatcherism" data-scaytid="18">Thatcherism</span>, but regardless of whether or not she was “right”, she has left a legacy that inspires leaders to be unwavering in the values they stand for. And to those who think she was hard-core tough, her speech writer Sir Ronald Millar reveals that Thatcher was much tougher on her ministers than on others, “The more humble the position, the nicer she was [to them].”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Surprised? Ironically, no!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>References</strong></div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.bbc.co.uk/history/people/margaret_thatcher">http://www.bbc.co.uk/history/people/<span data-scayt_word="margaret_thatcher" data-scaytid="19">margaret_thatcher</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.bbc.co.uk/news/uk-politics-10377842">http://www.bbc.co.uk/news/<span data-scayt_word="uk-politics-10377842" data-scaytid="20">uk-politics-10377842</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.guardian.co.uk/politics/2013/apr/16/margaret-thatcher-grandchildren">http://www.guardian.co.uk/politics/2013/<span data-scayt_word="apr" data-scaytid="21">apr</span>/16/<span data-scayt_word="margaret-thatcher-grandchildren" data-scaytid="22">margaret-thatcher-grandchildren</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.cbc.ca/news/world/story/2013/04/08/margaret-thatcher-england-dead.html">http://www.cbc.ca/news/world/story/2013/04/08/margaret-thatcher-england-dead.html</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.usnews.com/news/articles/2013/04/08/three-economic-lessons-from-margaret-thatcher">http://www.usnews.com/news/articles/2013/04/08/<span data-scayt_word="three-economic-lessons-from-margaret-thatcher" data-scaytid="23">three-economic-lessons-from-margaret-thatcher</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.margaretthatcher.org/about/default.asp">http://www.margaretthatcher.org/about/default.asp</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.philanthropydaily.com/margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy/comment-page-1/">http://www.philanthropydaily.com/<span data-scayt_word="margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy" data-scaytid="24">margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy</span>/comment-page-1/</a></div>', 'The Woman with the Iron Task: Tribute to Margaret Thatcher (13 October 1925 – 8 April 2013)', '<div style="text-align: justify;">\r\n <br />\r\n <span style="font-size: 16pt; font-family: Forte; color: rgb(23, 54, 93); background-position: initial initial; background-repeat: initial initial;">“I came to office with one deliberate intent – to change Britain from a dependent to a self-reliant society, from a give-it-to-me to a do-it-yourself nation.” </span></div>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n <span style="font-size: 14pt; font-family: Cambria, serif; background-position: initial initial; background-repeat: initial initial;"> ~ Margaret Thatcher </span></p>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n </p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <img src="http://ts2.mm.bing.net/th?id=H.4711829240086747&pid=15.1" style="margin-left: 10px; margin-right: 10px; float: right; width: 133px; height: 179px;" />Baroness Thatcher of <span data-scayt_word="Kesteven" data-scaytid="1">Kesteven</span> – best known to the world as Margaret Thatcher – was born Margaret Hilda Roberts but adopted her husband’s surname when she married Sir Denis Thatcher (1915-2003) in 1951. One of the most dominant leaders in the <span data-scayt_word="20th" data-scaytid="2">20<sup>th</sup></span> century, Mrs Thatcher started off as a research chemist with a Master’s degree from Oxford University, before attending law school and qualifying as a barrister in 1954, a year after her twin children were born.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Not only was Thatcher the first female prime minister of Britain (and only one so far), she was also the longest-serving British premier in the postwar era. In office for three consecutive terms from May 1979 till she stepped down in November 1990, Thatcher was famously <span data-scayt_word="labelled" data-scaytid="5">labelled</span> the “Iron Lady” by the Soviet press after delivering a hard-lined speech in 1976.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The iron-willed Thatcher revealed that she loved argument and debate. Declaring in 1980 that, “I don''t expect anyone just to sit there and agree with me – that''s not their job,” Thatcher expected others to be tough on her too.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Who can truly blame Thatcher for being unyielding when she was the woman with the iron task of reducing high unemployment, curbing inflation and tackling the ongoing recession? It was an extremely challenging role that earned her either admiration or antipathy from supporters and critics respectively. But she stood firm, even surviving a 1984 bomb assassination attempt by the IRA, and led the country to economic recovery.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Upon her retirement from the Commons in 1992, she was given a life peerage as Baroness Thatcher of <span data-scayt_word="Kesteven" data-scaytid="6">Kesteven</span> in the County of Lincolnshire, which entitled her to sit in the House of Lords. In 1995 Thatcher became a member of the Order of the Garter, the highest order of knighthood in England.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Indeed Thatcher was a leader in many different respects but among all these, there were three major leadership roles she undertook that were the most important in her life: wife and mother; head of one of the most influential nations in the world; and philanthropist.</div>\r\n<div style="text-align: justify;" />\r\n ', 'inherit', 'open', 'open', '', '3966-revision', '', '', '2013-04-27 08:56:19', '2013-04-27 08:56:19', '', 3966, 'http://invictusleader.com/home/?p=3974', 0, 'revision', '', 0),
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(4124, 1, '2011-07-24 14:06:21', '2011-07-24 14:06:21', '<p style="text-align: justify; ">\r\n What do the Kuala Lumpur Commonwealth Games, <span data-scayt_word="Petronas" data-scaytid="1">Petronas</span> Twin Tower, Kuala Lumpur City Center (<span data-scayt_word="KLCC" data-scaytid="2">KLCC</span>), <span data-scayt_word="Sepang" data-scaytid="3">Sepang</span> <span data-scayt_word="F1" data-scaytid="4">F1</span> circuit, Kuala Lumpur International Airport and many more successful projects have in common?</p>\r\n<p style="text-align: justify; ">\r\n Answer: <strong>Project Management.</strong></p>\r\n\r\n<p style="text-align: justify; ">\r\n However, it would be erroneous to associate the concept of project management with engineering and construction, as in reality the usage of project management transcends industry. For example, the United States based non-profit organization Project Management Institute (PMI) defines a project as "any <span data-scayt_word="endeavour" data-scaytid="5">endeavour</span> in which human, material and financial resources are organized, in a novel way, to undertake a unique scope of work, of a given specification, within the constraints of cost and time, so as to achieve a beneficial change defined by quantitative and qualitative objectives." Project management can be applied to most organizational activity, including human resource, costing, marketing, information technology, management, administration, communication and leadership.</p>\r\n<p style="text-align: justify; ">\r\n This being so, it is not hard to see how the success of an organization can easily be affected by poor project management. Projects run into problems for a number of reasons: a lack of clear objectives, poor organizational design, informal communication methods, and inadequate structured planning and control methods. For example, a project manager often seldom has the authority to command resources as required and must negotiate with functional managers for their cooperation. Due to the importance of project management of the overall success of a project, it is imperative that companies only engage the most competent project managers to run their projects.</p>\r\n<h3 style="text-align: justify; ">\r\n The Malaysian Scenario</h3>\r\n<p style="text-align: justify; ">\r\n Project management is not new to Malaysia, however its advanced application to broader organizational activity is not prevalent.</p>\r\n<p style="text-align: justify; ">\r\n A small number of organizations have attempted to assimilate project management in their business processes. The majority are either unaware of contemporary project management techniques or are unable to adopt them because of a lack of expertise or resources. This situation needs immediate remedial action, if Malaysia is to achieve the goals laid out in Vision 2020.</p>\r\n<p style="text-align: justify; ">\r\n In Malaysia today, there is no shortage of projects. There is however a chronic shortage project managers trained to internationally recognized levels of certification. The demand for computer literate, professional project managers is so great that companies are busily poaching these professionals from each other to cope with their own demand. But this approach does little to solve the current shortage of project management skills.</p>\r\n<hr class="system-pagebreak" title="How do we overcome this vacuum?" />\r\n<h3 style="text-align: justify; ">\r\n How do we overcome this vacuum?</h3>\r\n<p style="text-align: justify; ">\r\n The adoption of broad training <span data-scayt_word="programmes" data-scaytid="6">programmes</span> designed to develop competencies, knowledge and skills to international levels is a starting point. These training programs need to be aligned to an internationally recognized standard and lead to international certification for those who seek to make project management their pathway to advancement.</p>\r\n<p style="text-align: justify; ">\r\n Many global organizations have adopted the Project Management Institute’s (PMI) project management body of knowledge (<span data-scayt_word="PMBOK" data-scaytid="8">PMBOK</span>®) as their recognized standard of “best practice” in project management. The PMI undertake the professional certification of project managers (<span data-scayt_word="PMP" data-scaytid="9">PMP</span>®). Malaysian organizations need to take a lead from these international organizations and embrace the <span data-scayt_word="PMP" data-scaytid="10">PMP</span>® certification as a marque of excellence in project management. More importantly, Malaysian organizations need to recognize that excellence in project management is a key strategy in achieving competitiveness and sustainability in the global economy.</p>\r\n<h3 style="text-align: justify; ">\r\n Training Project Managers is only part of the answer</h3>\r\n<p style="text-align: justify; ">\r\n Organizations that have achieved this excellence in project management have adopted a broader solution than the training of an elite few. Their training <span data-scayt_word="programmes" data-scaytid="7">programmes</span> address all roles associated with project management, from project team members to senior managers and in so doing have been able to permanently change the culture within the organization and have adopted a “management by projects” approach.</p>\r\n<p style="text-align: justify; ">\r\n These successful organizations have introduced organization wide standards and procedures, based upon the PMI’s <span data-scayt_word="PMBOK" data-scaytid="12">PMBOK</span> that are applied across all projects. The training programs they have adopted support the uptake of these new ways of operation. They have also introduced technology across the organization to support the application of these new processes. In short, their leaders have created an environment for successful projects and in doing so, have established themselves as leaders in their fields.</p>\r\n<h3 style="text-align: justify; ">\r\n Getting Started</h3>\r\n<p style="text-align: justify; ">\r\n The change from a functionally orientated organization to one with more project orientation is not an overnight event, it may take several years, but along the way there are many incremental gains that will sustain the continued investment in this strategy. No organization is without some competency in project management. A good starting point therefore is to baseline the current level of project management maturity within your organization. This assessment will enable the development of a series of measurable integrated steps for improving project performance and advancement towards the goal of excellence in project management.</p>', 'Project Management in Malaysia', '', 'trash', 'open', 'open', '', 'project-management-in-malaysia-2', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=4124', 0, 'post', '', 0),
(4125, 1, '2011-07-24 16:56:33', '2011-07-24 16:56:33', '<p>\r\n <em>AI – artificial intelligence – may be the way of the future, but <span data-scayt_word="EI" data-scaytid="1">EI</span> – executive intelligence – is what your organization needs now.</em></p>\r\n<p>\r\n </p>\r\n\r\n<p>\r\n <span style="text-align: justify; ">Read any article on leadership and talent, and one of the recurrent themes is that there are many varied forms of these available to the discerning organization. From leaders who lead to those who ‘nudge’, it takes all kinds to make an organization complete. At the end of the day, management tends to look at personality traits, grooming styles and success ratios of the leader or</span><span style="text-align: justify; "> talent in question in order to asses how well they fit into their specific workplace cultures.</span></p>\r\n<p style="text-align: justify; ">\r\n Rarely, very rarely, is executive intelligence ever considered, let alone required, in the selection criteria of leaders. What exactly is executive intelligence and how can it affect your organization’s continuous efforts to successfully garner market share?</p>\r\n<p style="text-align: justify; ">\r\n Executive intelligence, for the uninitiated, can be likened to osmosis – you take in the information, digest it, and spew out action-orientated results. Sounds easy enough? Well, consider the fact that the amount of information needed to be ingested is huge and diversified. You need an enhanced maven-like ability to do so. It really requires the ability to multitask and organize your thought processes, sorting them out, classifying and storing away information in little filling cabinets in your brain. Neat, orderly, and available at a moment’s notice.</p>\r\n<p style="text-align: justify; ">\r\n The next step requires the ability of instinctively being able to connect the information with the situation at hand – be it people, projects or business plans. This requires superior planning abilities, an agile thought process capability with razor sharp acumen, and the ability to emulate these thoughts into workable action-oriented results. Its all starting to sound a bit more complicated now, isn’t it?</p>\r\n<p style="text-align: justify; ">\r\n Finally, there is the actual result of this process of osmosis – the end product designed to produce the envisaged success story. It takes a person with <span data-scayt_word="calibre" data-scaytid="3">calibre</span> and dynamism to actually execute these ideas in action-oriented results. Most importantly, is the need to get others in the organization to actually buy into the whole idea. Without the buy-in, without belief in the virtual success of the plan, without conviction of the person selling the ideas, internal collapse is inevitable. It takes a really dynamic personality to actually ensure buy-in, belief and conviction, simultaneously. Well, what a super executive this person has to be!</p>\r\n<p style="text-align: justify; ">\r\n Collectively, our super executive has <span data-scayt_word="EQ" data-scaytid="4">EQ</span>, IQ, leadership talent, personality, unquestionable values and immense experience. Our super executive is actually imbued with what is known as executive intelligence. In fact, you can always spot the leadership talent who is imbued with executive intelligence - it ‘shines’ through their very thoughts, actions and presence. They tend to leave an impression upon any who encounter them. They are ‘personalities’ that stand out in any sphere that they are thrown into and tend to dominate, be it aggressively or subtly, radiating confidence and intelligence.</p>\r\n<p style="text-align: justify; ">\r\n Now that we have identified executive intelligence, how do we go about measuring it? This where the grey area or lacuna exists as there is no definite way to measure executive intelligence. This would explain why it is easier for organizations to simply ignore its existence all together when considering a particular leadership talent, usually taking it for granted that it comes along with the package.</p>\r\n<p style="text-align: justify; ">\r\n There is always the very real problem of mistaking executive instincts with executive intelligence as one is quite similar to the other. The difference lies in the fact that executive intelligence must come first; i.e. it must exist in order for the leadership talent to have honed his instincts upon. The leadership talent would have applied his intelligence in situations as they arise, building up a case history where it soon becomes second nature or instinct to apply executive intelligence. In a real time scenario, it is possible to capitulate it as an analytical journey whose steps are dictated by a systematic and conceptual perspective.</p>\r\n<p style="text-align: justify; ">\r\n It is really a very unique blend of leadership skills, the ability to think about conceptual matters and the capacity to act upon it. They thrive upon challenges especially in unfamiliar grounds, employing unprecedented methodologies to arrive at a plausible solution. Indeed, this is acknowledge as one of the best ways in developing a keen-edged intelligence that can make the critical difference between mere success and taking success onto another level.</p>\r\n<p style="text-align: justify; ">\r\n Despite the obvious advantageous edge that organizations employing talents with executive intelligence will have, it also has the hidden advantage of subtly influencing workplace mores and customs. Leadership needs followers; otherwise there is nothing to lead. Leaders need to engage followers to accomplish projects, ideas and business plans. Having the right attitude and mindset is essential in making shifting the balance.</p>\r\n<p style="text-align: justify; ">\r\n A leader with executive intelligence tends to inspire his team with that self-same intelligence. He imparts his expertise and knowledge to them and some essence of that precious executive knowledge will seep through to even the most laid back team member. At the end of the day, you find that executive intelligence can actually be quite catching. The organization will find that its star talents now have a better grasp and understanding of work mechanics and are able to cope better with challenging workplace environments. They are more focused on work and have an all-round enthusiasm that does wonders for morale, and subsequently, workplace success.</p>\r\n<p style="text-align: justify; ">\r\n The next time the talent pool opens it doors to you, you might want to go the extra mile and cast your line a bit more carefully, so that you actually snare something worth the whole effort. The truth is, having a whole battalion of leadership talents with a string of success stories behind them will not ensure that that particular organization is destined for success. The ability of good and successful leaders includes putting the right people in the right place at the right time to do the right thing in the right manner. And that, quite simply calls for executive intelligence.</p>\r\n<p style="text-align: justify; ">\r\n <em>The author is the Regional Vice President of Management Concepts Asia Pacific.He</em><em> enjoys balancing the need to develop business skills with the interpersonal and personal development areas for individuals. He has a strong belief that everyone can continue to learn and grow? Even if they do not think so! One problem that many people have in the workplace is that they continue to seek new ideas and the latest knowledge, without learning to apply what they already know. He enjoys awakening this in people and helping them exceed their own expectations in a practical way. He has been involved in Leadership Management Learning and Business Advisory Development since 1986. In his role, he has worked for clients in a variety of sectors in the public and private sector as well as in education, both in the Malaysia and overseas. After graduating he began his working life in teaching and business advisory, before moving into running a business in learning and business advisory development. He has successfully contributed to a wide variety of businesses and levels within them. </em></p>', 'The Search For Executive Intelligence', '', 'trash', 'open', 'open', '', 'the-search-for-executive-intelligence-2', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=4125', 0, 'post', '', 0),
(4126, 1, '2011-07-24 16:59:15', '2011-07-24 16:59:15', '<p>\r\n <em>Feeling ‘dead-ended’ at your workplace may just be a blessing in disguise – here’s how you can capitalize on a negative emotion and come out tops!</em></p>\r\n\r\n<p style="text-align: justify; ">\r\n Ever get the feeling that it just isn’t worth it to go in to work today? Has your get up and go ‘got up and gone’ never to return? Do the doldrums hit you senseless the moment you cross the threshold of your office and not even caffeine can snap you out of it? Well, the good news is that you are not alone as a majority of the workforce out there share your emotional frustration and dilemma. In fact, in most business environments it happens quite often to professionals who have challenging careers.</p>\r\n<p style="text-align: justify; ">\r\n The even better news is that it may just be the best thing that could have happened to you! Experts tend to view it as ‘character building’ and just what a flagging or stagnating career needs. It may not be as exciting as striking the lottery perhaps, but it really does have a silver lining.</p>\r\n<p style="text-align: justify; ">\r\n Finding that hard to believe? Well look at it this way – life is a continuous cyclic measure of time and change; by analogy, this applies to the workplace as well. We are in a continuous process of learning and perpetually applying our knowledge to our surroundings and our life. A child learns to walk; a teenager learns to drive; an adult learns to work. Sometimes the learning is apt for application; but more oft than not, it is lacking in some manner. Education may be insufficient or the person may lack skills and is unable to acquire it. In the words of Joseph Heller, “Something Happens!” and what was once an interesting workplace, an interesting life, is now a ‘real drag’. Crisis is starting to peep around the corner.</p>\r\n<p style="text-align: justify; ">\r\n When this happens, feelings of frustration naturally appear, coupled with some pretty strong beliefs that one is unappreciated. Needless to say this, this eventually leads to job dissatisfaction. You feel that you are not performing up to mark; that management is coming down unduly hard upon you; that the job itself has no real attraction and there is no empathy with the workplace. That’s a whole lot or negative energy for one individual to cope with and it just keeps getting worse.</p>\r\n<p style="text-align: justify; ">\r\n At this point it is necessary, however, to make a distinction between day- to-day irritants and actually being in a dead-end. Day-to-day irritants are easily distinguished as they tend to happen in the ‘now’ of the moment, and can generally be solved almost immediately. They can, however, contribute to a more serious problem, that of dead-ending. Dead-ending in your workplace tends to happen gradually, there is a build-up that occurs over the weeks and finally culminates in a very strong feeling of being stuck where you are and seriously lacking in motivation. You tend to ask yourself, “What am I doing here, anyway?” Crisis is gathering over the horizon.</p>\r\n<p style="text-align: justify; ">\r\n Lacking an answer may lead to depression which in turn will allow job dissatisfaction to take over. Lethargy, laziness, even paranoia may be some of the ugly Gorgon heads that make its presence felt in the workplace. Surprisingly, all this negative energy can be turned into a positive action simply by altering one’s mindset.</p>\r\n<p style="text-align: justify; ">\r\n By accepting that dead-ending and all its resident evils are a necessary part of life and not just the workplace, it is possible to actually accomplish something quite pro-active in your career as well as the way you live. Crisis tends to lead to change, which in turn facilitates personal growth; the trick is to make it a positive one. By accepting that change is the norm of life and certainly the workplace, we accept that we need to change too in order to keep up with the ever-evolving pace of life.</p>\r\n<p style="text-align: justify; ">\r\n When dead-ending occurs, it is actually the body’s biological way of letting the mind know that the time for change has arrived. It is time to move on to the next phase of life and how the mind handles it is what makes the difference in the outcome. By embracing the problem, adapting the way we handle and understand it, we affect a change in the outcome as well. By looking at dead-ending as a life and workplace improving event, it is possible for us to actually take that all important next step known as progress.</p>\r\n<p style="text-align: justify; ">\r\n Thinking that it is possible to sit-out or rough it out through a dead-ending is never the correct attitude to take. Ignoring a problem does not make it go away, nor does a shoddy, half-hearted attempt at fixing it. What is essential is that you realize what is happening, or rather not happening. Your dead end means your workplace or business model is not working as well as it should or could be. The old ways are no longer any good and you need some new ones to replace it.</p>\r\n<p style="text-align: justify; ">\r\n At this point, you need to step back, look at the situation at hand and analyze what exactly is the problem. Then, institute a solution that will change dead-ending into an upward step towards a better environment. By doing so, we actually capitalize on an opportunity to institute a better understanding of ourselves, and what works best for us as well as our environment. The Irish poet, Oscar Wilde sums it up best when he says, “A man who is master of himself can end a sorrow as easily as he can invent a pleasure. I do not want to be at the mercy of my emotions; I wish to use them, to enjoy them, and to dominate them”.</p>', 'The Importance of Going Nowhere', '', 'trash', 'open', 'open', '', 'the-importance-of-going-nowhere-2', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=4126', 0, 'post', '', 0);
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(4127, 1, '2011-07-25 03:34:03', '2011-07-25 03:34:03', '<p style="text-align: justify; ">\r\n <strong><em>Employees are not necessary evils; with the right ideas, they can be nurtured into valuable and productive </em></strong><strong><em>assets.</em></strong></p>\r\n<p style="text-align: justify; ">\r\n Corporate crisis tends to rear its ugly head now and then; a hydra of old, it has many visages that can cause untold misfortune and misery in the workplace. One such ‘head’ that has manifested appears to be a shortage of efficient people in managerial levels who can effectively and conclusively manage teams and troubleshoot problems as they arise.</p>\r\n<p style="text-align: justify; ">\r\n Let’s face it - if you have a good manager, chances are very high that somebody else will be willing to ‘steal’ him or her away from you at all costs. Hiring someone else may be an obstacle simply because there is no one else of that capacity to hire.</p>\r\n\r\n<p style="text-align: justify; ">\r\n Naturally, a variety of solutions exist but one idea has been making concrete waves in the workplace pool. It has been termed revolutionary; in fact the sheer novelty of the idea itself has made it a buzzword. Self-management, be it of teams or individual employees, is a solution that may to counter the very real shortage of people of managerial capacity and capability. Whatever else it may be, it is certainly the highest form of empowerment that exists in today’s workplace arena. Needless to say, there is a lot of <span data-scayt_word="scepticism" data-scaytid="1">scepticism</span> revolving around the very idea of self-management itself and it has certainly been very slow to catch on, not in the least due to a general reluctant malaise from management itself.</p>\r\n<p style="text-align: justify; ">\r\n The more enthusiastic proponents, on the other hand, tend to label self-management as a win-win strategy. After all, its very nature is to get employees fully involved and enthusiastic in their jobs – from the most basic of customer relationship to more complex task specific needs. It allows and encourages improvement in their jobs especially where effectiveness is concerned.</p>\r\n<p style="text-align: justify; ">\r\n Of course, it is important to distinguish between self-management and leadership as both ideas are concurrent yet quite distinct. They both involve some form of original action or idea from the concerned party, but when it comes to self-management, it is more initiative-based as opposed to actual leading. You take the initiative to do things and better yourself and your job aspects; you create varied and efficient paths towards betterment. With leadership, you tend to trail blaze in an expert manner and expect others to follow along the very path that you have carved.</p>\r\n<p style="text-align: justify; ">\r\n Self-management in itself is not a new concept; in fact it has been around for centuries. Look at the agriculturist, the fisherman and the young entrepreneur - they incorporate the discipline of self-management in their line of work as no other alternative exists for them. If they do not follow the strictest tenet of self-management, then they will most certainly experience failure.</p>\r\n<p style="text-align: justify; ">\r\n As technology and innovation experiences rapid cyclic evolution, self-management is starting to make its presence felt in vocations of a different nature. The corporate world, however, has shown resistance, with the major obstacle in its implementation coming from management itself. Indeed, the very development and installation of these ideas and tenets would require the need for new management information and data, but there is no guarantee that all are willing to or are able to bite into this radical pie.</p>\r\n<p style="text-align: justify; ">\r\n Convincing the top management, especially managers, is essential in experimenting and nurturing self-management ideologies; getting their commitment is what would really make this a ‘win-win situation.” Management has long been viewed as ‘command and control <span data-scayt_word="centres’" data-scaytid="2">centres’</span>, used to telling, supervising, leading and setting down rules. To revolutionize and instill change in this anachronistic part of the corporate world would require readiness and unconditional acceptance from all parties concerned.</p>\r\n<p style="text-align: justify; ">\r\n Self-management is a great idea that has many things going for it, provided the correct guidelines are followed. Employee satisfaction and loyalty, motivated and highly energized work attitudes, and high ratings of success are the benefits of a self-management ideology that has been implemented in the correct manner.</p>\r\n<p style="text-align: justify; ">\r\n What does it take to make self-management work? Proponents tend to advocate small team sizes and appropriate entry-level employees. Selecting the right kind of people who can work together in the given environment s what really makes the difference between success and failure. Of course, you don’t always manage to secure the right kind of ‘people’; in such cases, intensive and extensive training would need to be given. Then again, training is for the acquisition of skills and knowledge and any corporation that views training as anathema is not the kind of place you may want to build your future upon.</p>\r\n<p style="text-align: justify; ">\r\n Getting the right kind of people, and training them in the right manner, will also limit personality conflicts ensuring a smooth transition of between start-up to the delivery of the end results. Self-management would also need good SOPs and work structures, to ensure that the team does not collapse upon itself or that an individual does not lose track of what essential responsibility needs to be observed. An efficient self-management initiative would be to provide essential training so that the employee is empowered to use their newly acquired knowledge and ancillary technology to expand the theme of self-management itself.</p>\r\n<p style="text-align: justify; ">\r\n Process is of paramount importance; understanding and nurturing human development is essential to the success criteria of any organization. Self-managed teams can use their self-management disciplines to achieve success in their projects or recruit others who will be able to also employ self-management tenets and achieve success. What you get at the end of the day are work teams that actually work and are buzzing with new ideas.</p>\r\n<p style="text-align: justify; ">\r\n The final step would be to ensure that there are enough incentives to make self-management worthwhile to the prospective employee. Rapid-success <span data-scayt_word="programmes" data-scaytid="3">programmes</span> along the corporate ladder, target-specific bonuses, performance incentives, fringe benefits, are all enticements that can be used to procure the right person who can make the difference between success and failure.</p>\r\n<p style="text-align: justify; ">\r\n Self-management has the ability to change workplace views of employees as mere drones; it has the capacity to instill values in employees that management can and should recognize; it makes the workplace itself a place where recognition and interest work hand in hand to lay the foundations of success. Self-management is a herald of the new era of workplace mantra, and the management that does not chant this song may just not have anything to sing about before long.</p>', 'Man, Manage Thyself!', '', 'trash', 'open', 'open', '', 'man-manage-thyself-2', '', '', '2013-06-28 11:25:40', '2013-06-28 11:25:40', '', 0, 'http://invictusleader.com/home/?p=4127', 0, 'post', '', 0),
(4128, 1, '2012-01-19 16:24:16', '2012-01-19 16:24:16', '<div style="text-align: justify; ">\r\n <span style="font-size:14px;"><em><strong>Why do we endorse systems of authority even when we know that those systems are inept, unjust or corrupt?</strong></em></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/ChangeClock.jpg" style="margin-left: 14px; margin-right: 14px; float: left; width: 155px; height: 116px; " />When a system obviously “sucks”, people <span data-scayt_word="clamour" data-scaytid="2">clamour</span> for change, right? Amazingly, no.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Instead people prefer to preserve the status quo. They may whine and groan, but at the same time, they stick up for the very system they are frustrated about – be it an organization, or a government, or even a relationship.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is a strange but real phenomenon.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But why do people not pursue change, even if it is for their own good? What is going on here?</div>\r\n\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The phenomenon is related to what researchers call “<strong>system justification</strong>”. According to Aaron C. Kay, a psychologist at Department of Psychology & Neuroscience of the Fuqua School of Business, Duke University, system justification motivates us to defend the status quo.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>What is system justification?</strong></div>\r\n<div style="text-align: justify; ">\r\n When feeling threatened under crisis, we tend to defend ourselves and want to believe that the system that we have relied upon all this while, does work after all – even though they have serious loopholes.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To support the assertion, Kay and fellow researcher Justin <span data-scayt_word="Friesen" data-scaytid="3">Friesen</span>, a graduate student from the University of Waterloo, provide examples such as the 9/11 event in 2001 and Hurricane Katrina in 2005. Despite their national system’s failure to prevent those tragic outcomes, the general public still supported the system of the day – their approval rating for President Bush increased (surprise!) after 9/11 and where Hurricane Katrina was concerned, the public blamed the victims themselves for their predicament. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The phenomenon was further highlighted in an experiment on university students. Students who felt reliant on their university defended their school funding policy, but yet they disapproved of the very same policy if it came from the government. On the other hand, students who felt reliant on the government liked the policy when it originated from the government, but did not like that same policy when it originated from the university!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Nevertheless, system justification is not the same as acquiescence. Unlike acquiescence which implies compliance or silence without objection, <strong>system justification is proactive</strong>, explains Kay. This is because “…when someone comes to justify the status quo, they also come to see it as what it should be.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Why does system justification happen?</strong></div>\r\n<div style="text-align: justify; ">\r\n Humans adapt. When we feel we cannot escape a system, we find ways to <strong>cope and adapt</strong>. Somehow we manage to persuade ourselves that the things which we would have otherwise deemed undesirable are alright.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Here’s another study by Kay and <span data-scayt_word="Friesen" data-scaytid="4">Friesen</span> to illustrate the point: Participants were informed that men''s salaries in their country were 20 percent higher than that of the women. Participants who perceived that they could not emigrate attributed the wage discrepancy to innate gender differences instead of implicating an unjust system.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In short, <strong>the more stuck people are in their situation, the likelier they are to justify its shortcomings</strong>. From Kay and <span data-scayt_word="Friesen’s" data-scaytid="6">Friesen’s</span> review of many laboratory and cross-national studies, there are four scenarios that foster system justification: (i) system threat, (ii) system dependence, (iii) system <span data-scayt_word="inescapability" data-scaytid="7">inescapability</span>, and (iv) low personal control.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>How does the study on system justification help us?</strong></div>\r\n<div style="text-align: justify; ">\r\n Very often, leaders who desire social or organizational change are frustrated when people fail to stand up for what is clearly good for themselves. But instead of feeling frustrated, leaders must first understand the conditions that make people resist change, for example:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>threatened</strong> by the system? (System threat)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>dependent</strong> on the system? (System dependence)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>trapped</strong> within the system? (System <span data-scayt_word="inescapability" data-scaytid="8">inescapability</span>)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel he has <strong>no control</strong> over his life/decision making? (Low personal control)</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Implications</strong></div>\r\n<div style="text-align: justify; ">\r\n If the answers to the above questions are “yes”, then the likelihood of system justification is high. However, by understanding and addressing those specific conditions, we can find ways to effectively inspire and convince people of the necessity for real change. Through training development and coaching, we can help people overcome the self-limiting beliefs they have accumulated over the years, and empower them to take bold charge of their lives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=659">Salvatore <span data-scayt_word="Vuono" data-scaytid="12">Vuono</span></a></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>R<span style="font-size:11px;">eference</span></strong></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;">A. C. Kay and J. <span data-scayt_word="Friesen" data-scaytid="10">Friesen</span>. 2011, “On Social Stability and Social Change: Understanding when System Justification Does and Does Not Occur”, <em>Current Directions in Psychological Science</em>, 20(6).</span></div>', 'The Mystery of Our Inability to Change', '', 'trash', 'open', 'open', '', 'the-mystery-of-our-inability-to-change-2', '', '', '2013-06-28 11:25:32', '2013-06-28 11:25:32', '', 0, 'http://invictusleader.com/home/?p=4128', 0, 'post', '', 0),
(4129, 1, '2012-02-02 03:26:43', '2012-02-02 03:26:43', '<div>\r\n <span style="font-size:14px;"><em><strong>Achieving sustainable optimal energy</strong></em><span style="font-size:16px;"><strong>@</strong></span><em><strong>work</strong></em></span></div>\r\n<div>\r\n <br clear="all" />\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/clock.jpg" style="margin-left: 14px; margin-right: 14px; float: left; width: 168px; height: 125px; " />In “Four Destructive Myths Most Companies Still Live By”, Tony Schwartz reminds us to be wary of mistaken beliefs that plague and cripple many corporations. However, the most destructive myth out of the four, Schwartz warns, is this: “The best way to get more work done is to work longer hours”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, many bosses you and I know still cling on to that myth. They may not be so <span data-scayt_word="naïve" data-scaytid="2">naïve</span> as to declare it explicitly, but their body language screams it out loud even if they do so unconsciously.</div>\r\n<div />\r\n \r\n <p style="text-align: justify; ">\r\n For instance, the boss calls you in for a “brief” meeting just before you are supposed to be off work at 5 pm. The so-called brief meeting easily turns into one or two hours of discussion – you miss dinner with your spouse and kids, and have to cancel that bicycle ride with them in the park.</p>\r\n</div>\r\n<div style="text-align: justify; ">\r\n Don’t get me wrong – I’m not saying there is never any place for emergency or urgent meetings now and then or during a really challenging period. But if such expectations from your boss arise on a regular basis, then the boss is either inefficient or ineffective, if not plain ignorant.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n An article in <em>The Star</em> newspaper on 5 January 2012 highlighted Malaysia as one of the top ten countries in the world with the most public holidays. Being a multiethnic society, Malaysia observes public holidays for a number of diverse festivals, which allow Malaysians to travel back to their hometowns to celebrate with their families.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n At the same time, the article reported how employers lamented about the loss in productivity in their respective industries whenever many employees took prolonged breaks from work at the same time. The following day, the same newspaper quoted a psychologist who defended the need for employees to take such breaks for their well-being. After all, a global survey by <span data-scayt_word="Regus" data-scaytid="3">Regus</span> across 85 countries had found Malaysians to be “too hardworking”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The results of the survey, which was conducted on 12,000 business people and published in <em>The Star</em> on 9 November 2011, revealed that 15 percent of Malaysians regularly chalked up 11 hours of work a day, compared to 10 percent globally. In addition, 32 percent of Malaysians worked between nine and 11 hours daily. About 47 percent of Malaysians take their work home more than three times per week, compared to 43 percent globally.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Intense focus + Intermittent renewal = Sustainable optimized energy<span style="font-size:14px;">@</span>work</strong></div>\r\n<div style="text-align: justify; ">\r\n Unlike computers, we cannot operate at high speeds, continuously, for long periods of time without suffering dire consequences. And yet even machines need to be serviced and batteries recharged – think about your car, laptop or mobile phone – how much more important it is for humans to be renewed!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To borrow Schwartz’s words, we are designed to “pulse intermittently” between expending and renewing energy. Great achievers as well as enlightened leaders know that <strong>it is not the number of hours of work that determines the value people create, but rather</strong> <strong>the energy they bring into whatever hours they work</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n For many of us, our reservoir of energy systematically diminishes as the day progresses. However, <strong>intermittent renewal</strong> makes it possible to maintain our energy throughout the day. Schwartz recommends that we alternate periods of intense focus with <strong>periods of renewal every 90 minutes</strong>. In this way, we can get more done in less time and in a more <strong>sustainable</strong> manner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Give yourself a boost in productivity today!</strong></div>\r\n<div style="text-align: justify; ">\r\n Don’t believe that renewal time can really boost productivity? Schwartz challenges you to try out the following:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n (1) Select the most challenging task you have on your agenda <strong>before going to bed</strong> every night over the coming week.</div>\r\n<div style="text-align: justify; ">\r\n (2) Set aside <strong>60 to 90 minutes at the start of the following day</strong> to focus on the selected activity.</div>\r\n<div style="text-align: justify; ">\r\n (3) Choose a <strong>fixed start and stop time</strong>, with <strong>no interruptions</strong> wherever possible.</div>\r\n<div style="text-align: justify; ">\r\n (4) Once you’re able to set the above in motion, it will almost certainly turn out to be your most productive period of the day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, if you wish to be more effective, start encouraging intermittent renewal periods for yourself and your people.</div>', 'Get More Done in Less Time', '', 'trash', 'open', 'open', '', 'get-more-done-in-less-time-2', '', '', '2013-06-28 11:25:32', '2013-06-28 11:25:32', '', 0, 'http://invictusleader.com/home/?p=4129', 0, 'post', '', 0),
(4130, 1, '2012-02-03 06:37:07', '2012-02-03 06:37:07', '<div>\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <em> “To do two things at once is to do neither.” </em></div>\r\n<div>\r\n ~ <span data-scayt_word="Publilius" data-scaytid="2">Publilius</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/bigstock_Multitasking_Business_Woman_28745030.jpg" style="width: 198px; height: 132px; margin-left: 6px; margin-right: 6px; float: right; " /></div>\r\n<div style="text-align: justify; ">\r\n There was a time in corporate history that bosses expected their staff to multitask. Multitasking was thought to be a desirable managerial competency. It was even a popular buzzword. After all, our human brains are superior to computers; so if computers can multitask, why can’t we?</div>\r\n<div />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The truth is, we can’t. Bosses in today’s knowledge era should not embarrass themselves by trying to compel their staff to multitask because the latest scientific evidence against multitasking is freely accessible online. Tony Schwartz, who doesn’t believe in multitasking, says that one of the worst things a boss can do is to ask his staff to constantly look out for emails from him, even while they’re working on other things. [The irony is that some bosses detest us checking our phones while they speak during a meeting, but they do the same – in the name of multitasking – when others are speaking.]</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n Psychiatrist Dr Edward M. <span data-scayt_word="Hallowell" data-scaytid="3">Hallowell</span> describes multitasking as a “mythical activity in which people believe they can perform two or more tasks simultaneously as effectively as one.” Using our PCs as an analogy, <span data-scayt_word="neuro-psychologist" data-scaytid="4">neuro-psychologist</span> William <span data-scayt_word="Stixrud" data-scaytid="5">Stixrud</span>, PhD, points out that although you may have several screens open on your desktop, you are able to think about only one at a time. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Even without the scientific data at your disposal, deep down you must have sensed that multitasking was ineffective. Try reading and replying emails when listening to an audio presentation by Steven Covey. At best, you find yourself missing a few nuggets from Covey while completing your email message without event. At worst, you find that while you were immersed in Covey’s gems, you committed a cringe-worthy error in your email that will now be immortalized in cyberspace till Armageddon strikes.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Switches and bottlenecks</strong></div>\r\n<div style="text-align: justify; ">\r\n But what about the employee who happily listens to music while writing his report? Well, you can be sure that at any one specific time, his mind is either focused on the music or on the report, but not both. Though it may seem like he’s able to focus on both at once, in reality his brain merely switches back and forth between the two tasks. This "switching time" happens so quickly and unconsciously that most people don’t realize it happening. Nevertheless switching time, no matter how brief, still adds up. Researcher David Meyer, PhD, estimates that <strong>switching time could increase the duration taken to complete your primary task by an average of 25 percent.</strong></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Not only does it take longer to complete your tasks, the quality of at least one of the tasks will suffer. Meyer attests that <strong>more mistakes are made</strong> and the time taken therefore increases further – often even doubling – compared to if the tasks were done sequentially. The extra time is due to the brain’s natural compulsion to restart and refocus.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In addition, psychologist <span data-scayt_word="René" data-scaytid="6">René</span> <span data-scayt_word="Marois" data-scaytid="7">Marois</span>, PhD, has discovered that the brain exhibits what he calls a “<strong>response selection bottleneck</strong>” when performing several tasks at a time. Since the brain must decide which activity is most important, it takes up extra time.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In the field of learning and education, Richard E. Mayer, PhD, and Roxana Moreno, PhD, who have extensively studied the phenomenon of cognitive load in multimedia learning, concluded that it is difficult and <strong>most likely impossible to learn new information while multitasking.</strong> Furthermore, <span data-scayt_word="Reynol" data-scaytid="8">Reynol</span> Junco, D.Ed, and Shelia R. Cotton, PhD, who examined the effect of multitasking on academic success, found that <strong>students who multitasked more often reported more problems with their academic work</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Of course, there are scientists who believe that we can train our brains to multitask. However, the evidence for this is not conclusive. No doubt we can train people to perform simultaneous tasks more efficiently, but that’s because those people were totally unfamiliar with the tasks in the first place, hence significant improvement could easily be gained after training.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Further reading</strong></div>\r\n<div style="text-align: justify; ">\r\n If you wish to delve into the technicalities of multitasking, you might be interested to <span data-scayt_word="readThe" data-scaytid="9">read<em>The</em></span><em> Multitasking Mind </em>(Oxford University Press, 2010). The authors, Associate Professor Dario D. <span data-scayt_word="Salvucci" data-scaytid="10">Salvucci</span> and Professor <span data-scayt_word="Niels" data-scaytid="11">Niels</span> A. <span data-scayt_word="Taatgen" data-scaytid="12">Taatgen</span>, explain the meaning of <strong>concurrent multitasking</strong>(doing multiple tasks at once), <strong>sequential multitasking</strong> (interrupting and resuming tasks), and <strong>multitask skill acquisition</strong> (learning and <span data-scayt_word="practising" data-scaytid="18">practising</span> multiple tasks). The authors propose the <strong>Theory of Threaded Cognition</strong>, in which they posit that all tasks can operate in parallel, but that they have to share cognitive resources, which may be perceptual, motor or central. By combining the Theory of Threaded Cognition with ACT-R (Adaptive Control of Thought – Rational, a cognitive architecture developed by John Robert Anderson et al., 2004), <span data-scayt_word="Salvucci" data-scaytid="13">Salvucci</span> and <span data-scayt_word="Taatgen" data-scaytid="14">Taatgen</span> are able to predict whether there will be interference when two tasks are done together, or whether the two tasks can be combined without the need for extra coordination.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, do yourselves and your people a <span data-scayt_word="favour" data-scaytid="17">favour</span>: Unmask multitasking for its overrated claims, and don’t even use the word in the office unless you’re referring to the computer.</div>', 'The Myth of Multitasking', '', 'trash', 'open', 'open', '', 'the-myth-of-multitasking-2', '', '', '2013-06-28 11:25:31', '2013-06-28 11:25:31', '', 0, 'http://invictusleader.com/home/?p=4130', 0, 'post', '', 0),
(4131, 1, '2012-03-19 14:48:26', '2012-03-19 14:48:26', '<div>\r\n </div>\r\n<h3>\r\n <strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/featured/2_SLIDE2a-Led.jpg" style="margin-top: 16px; margin-bottom: 16px; width: 419px; height: 147px; " /></div>\r\n<div style="text-align: justify; ">\r\n Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h3>\r\n <strong>Do you have INTEL inside?</strong></h3>\r\n<div style="text-align: justify; ">\r\n Computers have man-made Intel processors, but humans have their God-given <span data-scayt_word="INTelligence" data-scaytid="1"><strong>INT</strong>elligence</span> and <strong>E</strong>motional <strong>L</strong><span data-scayt_word="eadership" data-scaytid="2">eadership</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Make that resolution today because your leadership journey begins within yourself. But <span data-scayt_word="INVICTUS" data-scaytid="3">INVICTUS</span> LEADER will walk with you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h3>\r\n <strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3>\r\n <strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="INVICTUS" data-scaytid="4">INVICTUS</span> LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em> leadership <em>solutions</em>, not just a collection of events or training sessions. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="INVICTUS" data-scaytid="6">INVICTUS</span> LEADER’s <span style="color:#ff0000;"><strong>Mark of a Lion Leadership Solution-based <span data-scayt_word="LearningTM" data-scaytid="8">Learning<sup>TM</sup></span> </strong></span>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us. </div>\r\n<div>\r\n </div>\r\n<h4 style="text-align: center; ">\r\n <img alt="alt" src="images/stories/Mark_of_the_Lion_structure.png" style="width: 660px; height: 486px; border-width: 0px; border-style: solid; " /></h4>\r\n<h3>\r\n Overview of each module:</h3>\r\n<p>\r\n (A) <strong>LEARNING TO LEAD</strong></p>\r\n<p>\r\n <strong>Bringing Out the Leader in You</strong></p>\r\n<p style="text-align: justify; ">\r\n The journey begins with your own decision to step out and step up. This module introduces you to what true leadership is all about and what is expected of you. Whatever level you are at right now, there is limitless scope for further development.</p>\r\n<p style="text-align: justify; ">\r\n </p>\r\n<p style="text-align: justify; ">\r\n (B) <strong>FUTURE LEADERS</strong></p>\r\n<p style="text-align: justify; ">\r\n <strong>Leadership Innovation Rewired: A Leader’s Edge</strong></p>\r\n<p style="text-align: justify; ">\r\n Leaders need to have the right knowledge, skills and attitude to succeed. Most of our knowledge is gained through formal education, whereas our skills are honed through constant daily practice. However, the third element – attitude – is the “secret ingredient” of your personal leadership development.</p>\r\n<p style="text-align: justify; ">\r\n Your attitude impacts the way you think and feel; it governs how you eventually behave and act. Achieving self-mastery requires mastering your attitude first.</p>\r\n<p style="text-align: justify; ">\r\n This module for young emerging leaders (junior level to mid-level managers) enables you to take an honest look at yourself in order to align your attitude with the right core values of exemplary leadership, and to achieve the self-mastery that will enable you to remain stoic even amidst the most turbulent times of your lifelong leadership journey.</p>\r\n<p style="text-align: justify; ">\r\n But the journey does not stop here. To remain relevant in an era where change is a constant, leaders must learn to embrace innovation. “Leadership Innovation Rewired” will show you the keys to unlocking your <span data-scayt_word="innovativeness" data-scaytid="9">innovativeness</span>: how to remove the filters that block you, how to look beyond your self-limiting expectations, and how to envision boundless possibilities.</p>\r\n<p>\r\n [Note: This module was previously titled, “Leadership Self-Mastery.”]</p>\r\n<p>\r\n </p>\r\n<p>\r\n (C) <strong>LEADING PEOPLE</strong></p>\r\n<p>\r\n <strong>Take Charge Leadership</strong></p>\r\n<p>\r\n Every one of us is wired with some degree of creativity, but can we harness enough creativity to produce something tangible – an innovation? Leaders today are expected to move beyond the phase of creativity (thinking) and deliver tangible results through innovation (doing).</p>\r\n<p style="text-align: justify; ">\r\n This module for mid-level managers and heads of sections/departments will show you how to tap into your inner creativity and innovative spirit, by developing the right mindset, creating the right environment, and using the right tools and techniques.</p>\r\n<p>\r\n </p>\r\n<p>\r\n (D) <strong>LEADING ORGANIZATIONS</strong></p>\r\n<p>\r\n <strong>Mark of a Leader</strong></p>\r\n<p>\r\n At this stage of your journey, you are primed to be in a senior management/leadership position. You are expected to accomplish significant milestones for your organization.</p>\r\n<p style="text-align: justify; ">\r\n The self-mastery and inner discipline that you have begun enhancing during “Leadership Innovation Rewired: A Leader’s Edge” and through “Take Charge Leadership” will be further refined here in “Mark of a Leader”.</p>\r\n<p style="text-align: justify; ">\r\n This hands-on leadership module empowers you to think, behave and act in ways that are worthy of excellent leadership – from the way you perceive people and situations, to the way you carry yourself and treat others. The sessions are strategically scheduled at predetermined intervals that are optimally paced to enable real and sustainable development. </p>\r\n<p style="text-align: justify; ">\r\n The course offers participants a supportive learning environment in which you can examine and discuss both the challenges and successes you face daily. After the sessions are completed, <span data-scayt_word="Invictus" data-scaytid="10">Invictus</span> Leader will continue to offer support through its e-Forum and e-Coaching platform, where participants are placed in various groups and can interact with their group members and the group moderator/coach. The forum provides an avenue for participants to develop themselves, not alone in a vacuum, but in an open environment of honest interaction among trusted colleagues where they can cultivate their personal values and collectively shape their desired corporate culture.</p>\r\n<p style="text-align: justify; ">\r\n [Note: This level of the training/coaching module was formerly known as “Take Charge Leadership – Think, Behave, Act”, and has been further enhanced to create even greater value for our participants.]</p>\r\n<p style="text-align: justify; ">\r\n </p>\r\n<p style="text-align: justify; ">\r\n (E) <strong>LEADING FOR RESULTS</strong></p>\r\n<p style="text-align: justify; ">\r\n <strong>Strategic Leadership Acumen</strong></p>\r\n<p style="text-align: justify; ">\r\n Participants who have completed “Mark of a Leader” need to go through a “Leadership 360” transformation process through one-on-one coaching before entering this level of “Strategic Leadership Acumen”. </p>\r\n<p style="text-align: justify; ">\r\n To ensure that you are fully prepared for this degree of exacting leadership accountability, the one-on-one coaching sessions will <span data-scayt_word="helpto" data-scaytid="11">helpto</span> raise your leadership quotient to a level that puts you among the ranks of top-notched leaders.</p>\r\n<p style="text-align: justify; ">\r\n This module will cover business acumen, business <span data-scayt_word="modelling" data-scaytid="12">modelling</span>, and your 100 days’ strategy. At this highest level of leadership, we advocate that the job of a leader is not to motivate their staff, but to <em>keep</em> them motivated.</p>\r\n<p style="text-align: justify; ">\r\n [Note: This level of the training/coaching module was formerly known as “Lead like a Coach, Think like a Mentor & Influence like a Leader”.]</p>', 'INVICTUS LEADER', '', 'trash', 'open', 'open', '', 'invictus-leader-2', '', '', '2013-06-28 11:25:31', '2013-06-28 11:25:31', '', 0, 'http://invictusleader.com/home/?p=4131', 0, 'post', '', 0),
(4132, 1, '2012-05-10 06:04:16', '2012-05-10 06:04:16', '<p>\r\n <span style="text-align: justify; ">by Dr Barbara </span><span data-scayt_word="Tey" data-scaytid="1">Tey</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em><img alt="alt" src="images/stories/Castillo - indifferent woman showing her palm.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 188px; height: 125px; " />“He has a right to criticize, who has a heart to help.” ~ Abraham Lincoln</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The day will come when even the nicest and most tolerant among us will criticize and be criticized. As a leader, manager, colleague, parent, teacher or friend, we need to learn how to not only give but also take criticism; otherwise, we risk ruining relationships, which in turn, upsets the working or living environment. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n While criticism is not uncommon, there is something particularly delicate about this form of communication – or “corrective feedback” as it is <span data-scayt_word="labelled" data-scaytid="2">labelled</span> in some organizations – simply because it pinpoints people’s shortcomings, which may wound their ego or threaten their comfort zone. The problem is exacerbated because many of us are thin-skinned and bristle when criticism is <span data-scayt_word="levelled" data-scaytid="3">levelled</span> at us.</div>\r\n<div style="text-align: justify; " />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n Even the strongest among us have some sort of personal reaction towards criticism. Although the criticism may be sincere, valid and constructive, we cannot help experiencing an immediate involuntary emotional reaction – thanks to our physiology – before our rational side takes over to normalize our emotions. Just like the injection your doctor gives you – it may be beneficial, but no one can deny feeling that first uncomfortable prick which punctures the skin.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Sometimes, we are taken aback by criticism (because we were unconscious of our blind spots), or we feel a little disappointed (“I didn’t do well enough!”) at our own inadequacies. And if we don’t have a close relationship with the criticizer, it is easy to feel resentful because we think the criticizer has no right to pass judgment on us, whether or not the criticism is justifiable.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Nevertheless, no one can play Mr/Ms Nice Person all the while – no matter how sparing we are with our criticism, there are occasions when we simply have no choice but to deliver it. Fortunately, there are specific positive approaches that experts recommend to minimize any hard or hurt feelings.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Request for specific future change</strong></div>\r\n<div style="text-align: justify; ">\r\n Psychologist Clifford N. Lazarus, PhD, advises us to frame criticism in the form of a request for a specific positive change in the future, as opposed to condescending statements that describe the current negative situation. For instance, instead of saying, “You’re such a laggard! Don’t you know how long you’ve kept us all waiting?” a far better way to put it would be, “In the future, please be punctual for meetings.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Sandwich method</strong></div>\r\n<div style="text-align: justify; ">\r\n Just as a sandwich has three layers, this popular technique consists of three steps. First, praise is given; then the criticism or corrective feedback follows, concluding with more praise. For example, “John, you did very well with our customers last week. But this week the training session seemed a little less lively. I am confident that with a bit more interaction during the presentation, the customers will be so eager to participate.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, many bosses use this technique so often that employees already expect the routine. Once the boss starts praising an employee, the latter will automatically anticipate the criticism that must surely follow.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To deter such unproductive conditioned thinking, bosses should show genuine appreciation to their employees at other times, too, and not just as a platform to deliver criticism. Criticism coming from a caring, appreciative boss is definitely more effective than criticism from one who praises with hidden motives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>“I-statements” versus “You-statements”</strong></div>\r\n<div style="text-align: justify; ">\r\n Spewing statements such as, “You always wait for others to do the job!” or “You never take the initiative to improve!” will only make the other person defensive and cause him or her to retaliate. When imparting criticism, statements that are filled with many “You’s” tend to be more accusatory in nature.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Instead, <span data-scayt_word="practise" data-scaytid="4">practise</span> using more “I-statements” to skillfully deliver constructive criticism. For instance, we could say to a colleague who tends to keep to himself, “I am really at a disadvantage without my co-workers’ input. I would really appreciate it if you could share with me your views to help make this project a greater success.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, the way you criticize tells others a lot about you. If you care for your people, you will respect them enough to protect their sensitivities while guiding them to become better, more confident employees.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Criticism requires both heart and art. When the heart is right, the art will follow naturally.</div>', 'The HeART of Constructive Criticism', '', 'trash', 'open', 'open', '', 'the-heart-of-constructive-criticism-2', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://invictusleader.com/home/?p=4132', 0, 'post', '', 0);
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(4133, 1, '2012-07-17 10:40:23', '2012-07-17 10:40:23', '<p>\r\n <em>"Remember, to learn and not to do is really not to learn.</em></p>\r\n<div>\r\n <em>To know and not to do is really not to know." </em></div>\r\n<div>\r\n <em> ~ Stephen R. Covey</em></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Stephen_R_Covey.jpg" style="width: 186px; height: 280px; float: right; margin: 5px 16px; " />We shall always remember <strong>Stephen R. Covey (24 October 1932–16 July 2012)</strong> as the man who brought us the “7 Habits” genre of value-centric personal development and leadership excellence. Covey’s bestseller, <em><strong>The 7 Habits of Highly Effective People</strong>, </em>which was first published in 1989, has sold over 25 million copies in 38 languages, including a <span data-scayt_word="15th" data-scaytid="1">15<sup>th</sup></span> anniversary edition released in 2004. In August 2011, <em>Time</em> magazine listed <em>The 7 Habits</em> as one of "The 25 Most Influential Business Management Books".</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Arguably, no other non-fiction book has generated so many title spin-offs and parodies – from 7 habits in various aspects of one’s lifestyle to 7 habits in areas of self-help – than Covey’s original <em>The 7 Habits</em> book. But beyond the adage that “Imitation is the best form of flattery”, the real measure of success is how powerfully Covey’s work has impacted others. It would not be far-fetched to say that the priceless essence of Covey’s “7 Habits” now inhabits the minds and hearts of millions around the world.</div>\r\n<div />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Other well-known books that Covey authored include <em>First Things First</em>, <em>Principle-Centered Leadership </em>and <em>The Seven Habits of Highly Effective Families</em>. In 2004, Covey released <em>The <span data-scayt_word="8th" data-scaytid="5">8<sup>th</sup></span> Habit</em> while in 2008, he released <em>The Leader In Me – How Schools and Parents Around the World Are Inspiring Greatness, One Child at a Time</em>. At the crux of Covey’s teaching is the firm belief in core values and principles, which reflects his own high standards of integrity.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Even as he advocated continuous learning through knowledge attainment in concord with practical action, Covey himself was a perennial learner both in life and in academia. He earned a B.Sc. in Business Administration from the University of Utah, an MBA from Harvard University, and the Doctor of Religious Education (<span data-scayt_word="DRE" data-scaytid="6">DRE</span>) from Brigham Young University. In recognition of his extensive work contribution, Covey was awarded ten honorary doctorates. Covey also served as a professor at the Jon M. Huntsman School of Business at Utah State University.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What better acknowledgement can we give Covey than a recap of his “7 Habits” here? It was the “7 Habits” that propelled him to global fame, not for fame’s sake itself, but because those principles struck a chord deep within us and resonated with the truth we know.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<ul>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 1: Be Proactive</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 2: Begin with the End in Mind</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 3: Put First Things First</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 4: Think Win-Win</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 5: Seek First to Understand, Then to be Understood</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 6: <span data-scayt_word="Synergize" data-scaytid="7">Synergize</span></strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 7: Sharpen the Saw</strong></li>\r\n</ul>\r\n<div style="text-align: justify; ">\r\n Though Covey has left us, his works will endure for generations to come. Thank you, Covey, for showing us how we can develop a healthy habitude for effective living, learning and leading.</div>', 'Tribute to Stephen R. Covey', '', 'trash', 'open', 'open', '', 'tribute-to-stephen-r-covey-2', '', '', '2013-06-28 11:25:24', '2013-06-28 11:25:24', '', 0, 'http://invictusleader.com/home/?p=4133', 0, 'post', '', 0),
(4134, 1, '2012-10-24 05:31:17', '2012-10-24 05:31:17', '<h4>\r\n <strong>Tribute to Neil Alden Armstrong (1930-2012)</strong></h4>\r\n<div style="text-align: justify; ">\r\n <em>“Fate has ordained that the men who went to the moon to explore in peace will stay on the moon to rest in peace. . . In ancient days, men looked at the stars and saw their heroes in the constellations. In modern times, we do much the same, but our heroes are epic men of flesh and blood.”</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img src="http://www.themoralliberal.com/wp-content/uploads/2012/08/Neil-Armstrong-1969-Public-Domain-photo-235x300.jpg" style="float: right; height: 156px; width: 122px; margin-left: 10px; margin-right: 10px; " />The stakes were extremely high – human lives, top government dollars, and national reputation. Even a moving eulogy (as depicted in the excerpt above) was prepared in advance for President Richard Nixon to deliver, just in case the USA’s maiden mission to the moon failed.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n On the contrary, half a billion people who were glued to their black-and-white televisions that fateful 20 July 1969, witnessed Neil Armstrong planting his left foot on the moon''s surface and uttering his most famous quote, "That''s one small step for (a) man, one giant leap for mankind."</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n As we reflect on Armstrong’s life, we want to focus on his leadership attributes. There are many we can think of, but we shall use a befitting acronym, SPACE, to distill five selected attributes.</div>\r\n<div />\r\n \r\n</div>\r\n<div>\r\n </div>\r\n<h4>\r\n <strong>S – Service: Armstrong served a cause greater than himself.</strong></h4>\r\n<div style="text-align: justify; ">\r\n It would be inconceivable for any book on the history of the world to omit Armstrong’s stellar feat. Even before he was roped into the rigorous space and lunar programmes, Armstrong had already proven his mettle in the Korean War.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n His family described him as “a reluctant hero who always believed he was just doing his job.” In other words, he served a greater cause beyond himself. <em><strong>Fame was merely the price to pay, not the prize to play.</strong></em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Looking at the industry we work in, do we find many leaders today whom we can truly describe as serving a greater cause than their own selves?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>P – Passion: Armstrong had passion for what he did.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong’s passion for flying was evident from young. By the time he was 15, he could fly – even before he got his driver’s licence.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “He remained an advocate of aviation and exploration throughout his life and never lost his boyhood wonder of these pursuits,” Armstrong’s family stated in an official statement released upon his death.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n While Armstrong was pursuing engineering at Purdue University on a Navy scholarship, the Korean War erupted and interrupted his studies. Called to serve as a Navy fighter pilot, Armstrong flew a total of 78 combat missions, including one from which he was forced to eject. The hazards of flying did not quench his passion for soaring high.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n After his Navy stint, Armstrong returned to Purdue to immerse himself more earnestly in his passion for aeronautical engineering. His passion, coupled with dedication and hard work, earned him impressive grades that led to an illustrious career.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>What is the passion you have, which consumes you so much that you would dedicate your life to fulfilling it?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4 style="text-align: justify; ">\r\n <strong>A – Adventurous: Armstrong was adventurous, eager to learn and try out new things.</strong></h4>\r\n<div style="text-align: justify; ">\r\n The adventurous Armstrong yearned to be someone who contributed to making history. In an interview with his biographer, James R. Hansen, Armstrong revealed that when he was a freshman, he felt disappointed that Charles Yeager had already broken the sound barrier in flight, simply because he thought he had been born a generation "too late".</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But little did Armstrong know then that he himself was poised to make greater history! Armstrong not only became the first man to walk on the moon, but also had the distinction of being the first American civilian astronaut to fly in space when he commandeered Gemini 8 with his co-pilot, David R. Scott, in 1966.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>How many of us would dare to venture out beyond our comfort zone? How many of us are prepared for personal and organizational breakthroughs?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>C – Competent: Armstrong was competent in his field of expertise.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong’s contemporaries acknowledged that his engineering skills were outstanding. Fellow test pilot Milt Thompson hailed Armstrong as “the most technically capable of the early X-15 pilots.” Another colleague, Bill Dana, attested to Armstrong’s superior learning capabilities and photographic memory.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When faced with imminent danger, Armstrong was able to stay in control. His first journey into space in 1966 nearly ended in disaster, but Armstrong kept his cool and successfully steered the spacecraft home safely despite a malfunctioning thruster rocket that had spun out of control.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Do your colleagues and associates think you are competent? Are you competent enough to execute your responsibilities and to inspire others? </strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>E – Ethical: Armstrong had strong work ethics.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong demonstrated strong work ethics. After leaving the space programme, he was cautious not to do anything that might tarnish or undermine the monumental achievement he was linked to.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Despite having many opportunities to exploit his fame, Armstrong chose to stay in the background. He was not publicity hungry and rarely granted interviews. Instead, he remained gracious and humble, even feeling guilty that he had received all the acclaim for an effort that involved “…400,000 people to send him to the moon; thousands of the world’s best engineers, scientists, researchers, support staff, and even seamstresses who carefully stitched together the space suits required to withstand extreme temperatures,” a heartfelt sentiment of Armstrong that was reported by <a href="http://www.forbes.com/sites/carminegallo/2012/08/26/my-dinner-with-neil-armstrong/">Carmine Gallo at Forbes</a>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Do you practise good work ethics? Have you been the victim of poor work ethics? For example, how often has your idea or work been hijacked by a colleague who conveyed it the boss as his or her own, without giving you credit for your contribution?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding thoughts</strong></div>\r\n<div style="text-align: justify; ">\r\n How many leaders do you personally know who can stand up to the SPACE criteria? Though our leadership space may not span the heights that Armstrong scaled, the way we conduct ourselves in our space at the workplace and in society, is just as important. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n As our bashful SPACE man rests in peace in a different dimension, his lunar legacy will live on in our imagination, and constantly be re-lived through documentaries, encyclopaedias and countless publications. Farewell, Armstrong! Not even death can eclipse your achievements in life.</div>', 'Lessons from the SPACE man', '', 'trash', 'open', 'open', '', 'lessons-from-the-space-man-2', '', '', '2013-06-28 11:25:03', '2013-06-28 11:25:03', '', 0, 'http://invictusleader.com/home/?p=4134', 0, 'post', '', 0),
(4135, 1, '2013-01-23 17:42:19', '2013-01-23 17:42:19', '<div>\r\n <br />\r\n <img src="http://t3.gstatic.com/images?q=tbn:ANd9GcSLrrdpakg3yXF4BO0kDNgnhrGhYCOIzq1-o9Xr9WsPGNNTE8i-MUSnuPESgQ" style="float: right; width: 100px; height: 150px; margin-left: 8px; margin-right: 8px;" /></div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim <span data-scayt_word="Keng" data-scaytid="1">Keng</span> <span data-scayt_word="Yaik’s" data-scaytid="2">Yaik’s</span> 40 years of public service began in 1968 after he received his medical qualification from Queen’s University Belfast in Northern Ireland and <span data-scayt_word="practised" data-scaytid="3">practised</span> medicine for a brief period. He was the Minister of Primary Industries from 1986 to 2004, and the Minister of Energy, Water & Communications from 2004 till his retirement from politics in 2008.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Most Malaysians know Tun Dr Lim best as the inimitable, long-serving President of <span data-scayt_word="Parti" data-scaytid="4">Parti</span> <span data-scayt_word="Gerakan" data-scaytid="5">Gerakan</span> <span data-scayt_word="Rakyat" data-scaytid="6">Rakyat</span> Malaysia, the third largest component party of the ruling coalition, from 1980 to 2007. In 2011, Tun Dr Lim was appointed the second Chancellor of <span data-scayt_word="Wawasan" data-scaytid="7">Wawasan</span> Open University. He also held the distinction of being among the handful of Chinese Malaysians who had been conferred the title “Tun” – arguably, the nation’s most prestigious award – by the Yang <span data-scayt_word="DiPertuan" data-scaytid="8">DiPertuan</span> <span data-scayt_word="Agong" data-scaytid="9">Agong</span> (King of Malaysia).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim will always be known for his trademark blend of bold <span data-scayt_word="candour" data-scaytid="10">candour</span>, ardent <span data-scayt_word="fervour" data-scaytid="11">fervour</span> and strong character. While many Malaysian leaders choose the common road of compliance and conventionality, Tun Dr Lim opted for the road less <span data-scayt_word="travelled" data-scaytid="12">travelled</span>.</div>\r\n<div />\r\n \r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong><span data-scayt_word="Candour" data-scaytid="14">Candour</span></strong></div>\r\n<div style="text-align: justify;">\r\n Though some might have considered Tun Dr Lim to be brash, others appreciated his forthrightness. His <span data-scayt_word="candour" data-scaytid="13">candour</span> was demonstrated in different forms – as down-to-earth <span data-scayt_word="humour" data-scaytid="16">humour</span> to connect with the ordinary folk, as a cutting-edge source of information to journalists, and as razor-sharp wit to slice through any bureaucratic hogwash. He spoke off-the-cuff from the heart, with no censorship or curry <span data-scayt_word="favouring" data-scaytid="17">favouring</span>. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n In Malaysian politics, it is not uncommon for members of the Opposition to be outspoken, while members of the ruling party quietly toe the line. That is why Tun Dr Lim will always be remembered for being one of the rare voices within the ruling party who dared to speak up against Government policies if he felt that they were detrimental to the people’s well-being. This was especially true during the tenure of former Prime Minister Tun Dr <span data-scayt_word="Mahathir" data-scaytid="21">Mahathir</span> <span data-scayt_word="Mohamad" data-scaytid="22">Mohamad</span> whose Cabinet ministers were perceived to be “docile and submissive”<sup>1</sup>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Even leaders from the other side of the political divide concede that Tun Dr Lim was a man of bold <span data-scayt_word="candour" data-scaytid="18">candour</span>. Nicknamed <em>saw <span data-scayt_word="chai" data-scaytid="23">chai</span> <span data-scayt_word="yee" data-scaytid="24">yee</span> <span data-scayt_word="sheng" data-scaytid="25">sheng</span></em> (a Cantonese term meaning “comical doctor”) by his friends for his hilarious remarks and gestures, Tun Dr Lim was naturally adept at weaving <span data-scayt_word="humour" data-scaytid="20">humour</span> into the most serious of issues. Deep down he was more than just a jovial personality; he was a shrewd leader who was very comfortable the way he was.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong><span data-scayt_word="Fervour" data-scaytid="27">Fervour</span></strong></div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim was fervent in his work, which was evident from his in-depth knowledge of the country’s commodities, plantations and utilities. He knew his facts and figures like the back of his hand. No question from any colleague, counterpart or journalist was too daunting for him. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n As the Minister in charge of the country’s plantation industries and commodities for almost 20 years, the astute negotiator was instrumental in not only looking after the welfare of local <span data-scayt_word="smallholders" data-scaytid="29">smallholders</span>, but also in propping up global rubber prices during the market crash in 1999 and popularizing palm oil throughout the world. His contribution towards Malaysia’s transition from an agro-based nation to an industrialized one was significant.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Overseeing the energy, water and communications ministry in the years before his retirement, Tun Dr Lim had helped to restructure the fragmented water industry, and was even so resolute as to warn the telecommunications industry captains to shape up.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n When it came to work ethic, Tun Dr Lim was exacting. The fiery orator would not hesitate to reprimand slacking officials for their sub-par performance whenever the need arose, even if it meant doing so in the presence of others.<sup>2</sup> His conviction for maintaining standards was reflective of his own commitment to the same standards that he held others accountable for.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Character</strong></div>\r\n<div style="text-align: justify;">\r\n Beneath Tun Dr Lim’s so-called forceful <span data-scayt_word="demeanour" data-scaytid="30">demeanour</span> was a character that was conscientious and concerned about the people he was serving. What had shaped his character was in no small part due to his experience living in a boarding school since he was seven years of age. Leaving home at such a young age, Tun Dr Lim experienced tremendous character building. He learnt how to be independent, to socialize, to forge meaningful ties with others, to live harmoniously in a multiracial community, and to consider the needs of others instead of being <span data-scayt_word="self-centred" data-scaytid="31">self-centred</span>. This growth and development process would have a significant positive impact on his political perspective later on in life.<sup>3</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Though departed, the courageous and humorous voice of Tun Dr Lim will always remain in our memories. May his lively example of leadership continue to live on in the leaders after him; may the way he wielded his oratorical skills to deliver his core message inspire us to be unwavering in the worthy cause we stand for.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div>\r\n <strong>References</strong></div>\r\n<div>\r\n 1. <a href="http://www.themalaysianinsider.com/litee/malaysia/article/keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour">http://www.themalaysianinsider.com/<span data-scayt_word="litee" data-scaytid="32">litee</span>/<span data-scayt_word="malaysia" data-scaytid="33">malaysia</span>/article/<span data-scayt_word="keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour" data-scaytid="34">keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour</span></a></div>\r\n<div>\r\n </div>\r\n<div>\r\n 2. <a href="http://www.nst.com.my/opinion/editorial/a-razor-wit-who-cared-1.190323">http://www.nst.com.my/opinion/editorial/a-razor-wit-who-cared-1.190323</a></div>\r\n<div>\r\n </div>\r\n<div>\r\n 3. <a href="http://www.thenutgraph.com/lim-keng-yaik-a-malaysia-of-floating-dichotomies">http://www.thenutgraph.com/<span data-scayt_word="lim-keng-yaik-a-malaysia-of-floating-dichotomies" data-scaytid="35">lim-keng-yaik-a-malaysia-of-floating-dichotomies</span></a></div>', 'Taking the Road Less Travelled: A Tribute to Tun Dr Lim Keng Yaik (8 April 1939–22 December 2012), Leader with Candour, Fervour and Character', '', 'trash', 'open', 'open', '', 'taking-the-road-less-travelled-a-tribute-to-tun-dr-lim-keng-yaik-8-april-1939-22-december-2012-leader-with-candour-fervour-and-character', '', '', '2013-06-28 11:25:02', '2013-06-28 11:25:02', '', 0, 'http://invictusleader.com/home/?p=4135', 0, 'post', '', 0),
(4136, 1, '2013-04-27 08:56:19', '2013-04-27 08:56:19', '<div style="text-align: justify;">\r\n <br />\r\n <span style="font-size: 16pt; font-family: Forte; color: rgb(23, 54, 93); background-position: initial initial; background-repeat: initial initial;">“I came to office with one deliberate intent – to change Britain from a dependent to a self-reliant society, from a give-it-to-me to a do-it-yourself nation.” </span></div>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n <span style="font-size: 14pt; font-family: Cambria, serif; background-position: initial initial; background-repeat: initial initial;"> ~ Margaret Thatcher </span></p>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n </p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <img src="http://ts2.mm.bing.net/th?id=H.4711829240086747&pid=15.1" style="margin-left: 10px; margin-right: 10px; float: right; width: 133px; height: 179px;" />Baroness Thatcher of <span data-scayt_word="Kesteven" data-scaytid="1">Kesteven</span> – best known to the world as Margaret Thatcher – was born Margaret Hilda Roberts but adopted her husband’s surname when she married Sir Denis Thatcher (1915-2003) in 1951. One of the most dominant leaders in the <span data-scayt_word="20th" data-scaytid="2">20<sup>th</sup></span> century, Mrs Thatcher started off as a research chemist with a Master’s degree from Oxford University, before attending law school and qualifying as a barrister in 1954, a year after her twin children were born.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Not only was Thatcher the first female prime minister of Britain (and only one so far), she was also the longest-serving British premier in the postwar era. In office for three consecutive terms from May 1979 till she stepped down in November 1990, Thatcher was famously <span data-scayt_word="labelled" data-scaytid="5">labelled</span> the “Iron Lady” by the Soviet press after delivering a hard-lined speech in 1976.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The iron-willed Thatcher revealed that she loved argument and debate. Declaring in 1980 that, “I don''t expect anyone just to sit there and agree with me – that''s not their job,” Thatcher expected others to be tough on her too.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Who can truly blame Thatcher for being unyielding when she was the woman with the iron task of reducing high unemployment, curbing inflation and tackling the ongoing recession? It was an extremely challenging role that earned her either admiration or antipathy from supporters and critics respectively. But she stood firm, even surviving a 1984 bomb assassination attempt by the IRA, and led the country to economic recovery.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Upon her retirement from the Commons in 1992, she was given a life peerage as Baroness Thatcher of <span data-scayt_word="Kesteven" data-scaytid="6">Kesteven</span> in the County of Lincolnshire, which entitled her to sit in the House of Lords. In 1995 Thatcher became a member of the Order of the Garter, the highest order of knighthood in England.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Indeed Thatcher was a leader in many different respects but among all these, there were three major leadership roles she undertook that were the most important in her life: wife and mother; head of one of the most influential nations in the world; and philanthropist.</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>As a wife and mother</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n "Any woman who understands the problems of running a home will be nearer to understanding the problems of running a country." </div>\r\n<div style="text-align: justify;">\r\n ~ Margaret Thatcher (1979 – the year she became Prime Minister of Britain)</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That Mr and Mrs Thatcher had remained married for 52 years before the former’s death in 2003 is testament to her belief in traditional family values such as lifelong matrimony and fidelity. Though Denis Thatcher sometimes referred to his wife as “The Boss”, Mrs Thatcher admitted that she would never have been able to be Prime Minister for those 11½ years had it not been for Denis.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Besides adoring her husband and their twin children, Mark and Carol, Thatcher also shared during an interview in the late <span data-scayt_word="1990s" data-scaytid="12">1990s</span> that her “greatest delight” was “when my daughter-in-law sends me photographs of the grandchildren. Apart from seeing them in the flesh, that is the greatest pleasure I have in the whole year, far exceeding everything else.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>As the head of state</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n "I am not a consensus politician. I''m a conviction politician." </div>\r\n<div style="text-align: justify;">\r\n ~ Margaret Thatcher (1975)</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Thatcher began her political career as a Conservative party member of parliament for <span data-scayt_word="Finchley" data-scaytid="13">Finchley</span> (North London) in 1959. Undaunted by the male-dominated field, she boldly declared in 1965 that, <strong>“In politics, if you want something said, ask a man; if you want to get something done, ask a woman.”</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Despite her confidence, Thatcher never expected to become Prime Minister. Just two years before she took over as the Conservative Party leader in 1974, Thatcher had stated on the BBC, “I don''t think there will be a woman prime minister in my lifetime.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n How wrong she was! At Britain’s general election on 3 May 1979, the Conservatives came to power and the next day, Thatcher created history.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Thatcher entered office at a time when Britain was facing a major recession. She knew she had to take decisive drastic measures.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n “The basic economic reality is that we cannot pay ourselves more than we earn. Here in Britain, at long last, we may have grasped the point that deficit financing cannot and will not bring about long-term prosperity,” was her steadfast assertion.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Unfortunately, the transition was excruciating. As Thatcher privatized state-owned industries and utilities, reformed trade unions, lowered taxes and slashed public spending across the board, her policies did succeed in reducing inflation but led to soaring unemployment. Her popularity plummeted – the price Thatcher had to pay for austerity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n When the opposition pressured Thatcher to back down on her harsh policies, she was unfazed. At the Conservative party congress on 10 October 1980, she calmly announced, “To those waiting with bated breath for that <span data-scayt_word="favourite" data-scaytid="14">favourite</span> media catchphrase, the ''U-turn,'' I have only one thing to say: ''You turn if you want to. The lady''s not for turning.'' "</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Fate intervened when the Falklands incident in 1982 gave Thatcher the opportunity to flex Britain’s sovereignty in the world arena, while proving that she was a leader to be reckoned with. As Britain emerged victors in the <a href="http://en.wikipedia.org/wiki/Falklands_War" title="Falklands War">Falklands War</a>, there was a resurgence of support, resulting in her re-election in 1983.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the international front, Thatcher developed a longstanding personal alliance with US President Ronald Reagan and later fostered good rapport with Soviet President Mikhail Gorbachev when he came to power in 1988. These links were instrumental in halting the dreaded arms race of the <span data-scayt_word="1980s" data-scaytid="15">1980s</span>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n During Thatcher’s third term after being re-elected in 1987, her controversial policies led to her resignation on 28 November 1990. By the time Thatcher left office, the principles of <span data-scayt_word="“Thatcherism”" data-scaytid="16">“Thatcherism”</span> – that economic freedom and individual liberty are interdependent, that personal responsibility and hard work are the only ways to national prosperity, and that free-market democracies must stand firm against aggression – had garnered many followers. As Tony Blair acknowledged in his 2010 autobiography, <em>A Journey</em>, “Britain needed the industrial and economic reforms of the Thatcher period”.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>As a philanthropist</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n “This woman is headstrong, obstinate and dangerously self-opinionated.”</div>\r\n<div style="text-align: justify;">\r\n ~ <span data-scayt_word="ICI" data-scaytid="17">ICI</span> personnel department assessment, rejecting a job application by the then Margaret Roberts in 1948</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n People either loathed or loved Thatcher. To her supporters, she was strong-willed for all the right reasons. Her desire to change the world for the better did not end with her withdrawal from premiership. She decided to further the kind of values she personally fought for by establishing the Margaret Thatcher Foundation in 1992.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n As a non-profit educational organization that collects funds wholly through private philanthropy, the Foundation aspires to advance the cause of political and economic freedom, especially in the newly liberated countries of Central and Eastern Europe. The Foundation has raised funds to help finance projects that promote Western business, legal and technical education in those nations.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The Internet is rife with widely divisive views about Thatcher and <span data-scayt_word="Thatcherism" data-scaytid="18">Thatcherism</span>, but regardless of whether or not she was “right”, she has left a legacy that inspires leaders to be unwavering in the values they stand for. And to those who think she was hard-core tough, her speech writer Sir Ronald Millar reveals that Thatcher was much tougher on her ministers than on others, “The more humble the position, the nicer she was [to them].”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Surprised? Ironically, no!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>References</strong></div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.bbc.co.uk/history/people/margaret_thatcher">http://www.bbc.co.uk/history/people/<span data-scayt_word="margaret_thatcher" data-scaytid="19">margaret_thatcher</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.bbc.co.uk/news/uk-politics-10377842">http://www.bbc.co.uk/news/<span data-scayt_word="uk-politics-10377842" data-scaytid="20">uk-politics-10377842</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.guardian.co.uk/politics/2013/apr/16/margaret-thatcher-grandchildren">http://www.guardian.co.uk/politics/2013/<span data-scayt_word="apr" data-scaytid="21">apr</span>/16/<span data-scayt_word="margaret-thatcher-grandchildren" data-scaytid="22">margaret-thatcher-grandchildren</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.cbc.ca/news/world/story/2013/04/08/margaret-thatcher-england-dead.html">http://www.cbc.ca/news/world/story/2013/04/08/margaret-thatcher-england-dead.html</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.usnews.com/news/articles/2013/04/08/three-economic-lessons-from-margaret-thatcher">http://www.usnews.com/news/articles/2013/04/08/<span data-scayt_word="three-economic-lessons-from-margaret-thatcher" data-scaytid="23">three-economic-lessons-from-margaret-thatcher</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.margaretthatcher.org/about/default.asp">http://www.margaretthatcher.org/about/default.asp</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.philanthropydaily.com/margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy/comment-page-1/">http://www.philanthropydaily.com/<span data-scayt_word="margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy" data-scaytid="24">margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy</span>/comment-page-1/</a></div>', 'The Woman with the Iron Task: Tribute to Margaret Thatcher (13 October 1925 – 8 April 2013)', '', 'trash', 'open', 'open', '', 'the-woman-with-the-iron-task-tribute-to-margaret-thatcher-13-october-1925-8-april-2013-2', '', '', '2013-06-28 11:25:02', '2013-06-28 11:25:02', '', 0, 'http://invictusleader.com/home/?p=4136', 0, 'post', '', 0),
(4137, 1, '2013-04-27 16:38:30', '2013-04-27 16:38:30', '<p>\r\n </p>\r\n<p>\r\n We believe that everyone has a mission in life, a specific purpose in the organization or community that he or she belongs to. And we believe that everyone has boundless leadership potential to fulfill that mission and purpose in life. This is why <span data-scayt_word="INVICTUS" data-scaytid="1">INVICTUS</span> LEADER <span data-scayt_word="endeavours" data-scaytid="2">endeavours</span> to bring out the best of your leadership capabilities.</p>\r\n<p>\r\n The <span data-scayt_word="tri-coloured" data-scaytid="4">tri-coloured</span> lines of the <span data-scayt_word="INVICTUS" data-scaytid="3">INVICTUS</span> LEADER font within the corporate logo represent the three key components of <strong>Lead</strong>, <strong>Innovate</strong> and <strong>Coach</strong>, which comprise the key responsibilities of a leader.</p>\r\n<p>\r\n <strong>Blue</strong>,the <span data-scayt_word="colour" data-scaytid="6">colour</span> of the sky, represents “<strong>Lead</strong>”. Just as the vast sky above us is all-encompassing, our ability to lead encompasses the rest of our capabilities. The degree to which we are able to lead, will determine how effectively we use our full range of skills and competencies.</p>\r\n<p>\r\n <strong>Red</strong>, the red <span data-scayt_word="colour" data-scaytid="7">colour</span> of blood, represents “<strong>Innovate</strong>”. In the same manner that new blood can reinvigorate fatigued bodies, our ability to innovate can inject new life, generate fresh possibilities, create breakthroughs and spearhead inventions, which are critical for organizational survival, sustenance and longevity.</p>\r\n<p>\r\n <strong>Green</strong>, the <span data-scayt_word="colour" data-scaytid="9">colour</span> of grass, represents “<strong>Coach</strong>”. Grass is synonymous with nature or life; likewise our ability to coach others will not only help preserve our evergreen leadership nature, but also inspire other leaders whom we mentor.</p>\r\n<p>\r\n In physics, <strong>black</strong> is a perfect absorber of light, and denotes the absence of <span data-scayt_word="colour" data-scaytid="11">colour</span>. Hence, the black silhouette of the man and woman in the logo represents <span data-scayt_word="INVICTUS" data-scaytid="13">INVICTUS</span> LEADER’s belief that everyone – regardless of creed, <span data-scayt_word="colour" data-scaytid="12">colour</span> or culture –can be nurtured to become a bona fide leader.</p>', 'INVICTUS LEADER: Our Beliefs, Our Logo', '', 'inherit', 'open', 'open', '', '3968-revision', '', '', '2013-04-27 16:38:30', '2013-04-27 16:38:30', '', 3968, 'http://invictusleader.com/home/?p=4137', 0, 'revision', '', 0);
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(4138, 1, '2013-04-27 16:05:30', '2013-04-27 16:05:30', '<p>\r\n </p>\r\n<div style="text-align: justify;">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><strong><em>“Many so-called leaders seem great from afar, but are far from great when seen closer.” ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></em></strong></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Do you know any rich, famous and successful people who are captains of their trade? More importantly, do you know what they are really like, especially up close and personal? Surely, you think, these leaders get to where they are now because of their solid, enduring leadership traits such as considerateness, flexibility and generosity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>Great from afar, far from great</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n Unfortunately, many so-called leaders seem great from afar but are far from great when seen closer. Granted, no leader is perfect. A good leader might have a few vices (while a bad leader might even have a few virtues – but this is material for another article/discussion).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n However, certain virtues have a greater far-reaching positive impact than others. Conversely, certain vices have a greater far-reaching negative impact than others. For example, a chain-smoking leader who relentlessly fights against drug trafficking might not be so harshly reproached as compared to an equally capable leader who occasionally spews racial slurs.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>Trademark of a lesser leader</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n So what are among these so-called vices or trademarks of less-than-great leaders that might undo the reputation of an otherwise-perceived-to-be-good leader? One trademark that immediately springs to mind is being cold and calculating; the thought of this trademark was inspired by a real-world incident that occurred recently, as follows:</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Mr X is a leading expert in his industry, as well as an established trainer and practitioner in his specialized field. One of my associates had to meet Mr X a couple of times to discuss a one-off project. But twice had Mr X turned up late for those appointments.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Now, the lack of punctuality itself was not an issue since, understandably, the traffic flow in Malaysia can be rather erratic, mainly due to the lack of well-planned infrastructure in some areas of the <span data-scayt_word="Klang" data-scaytid="3">Klang</span> Valley. Instead, the main gripe was that Mr X had come less punctually on purpose!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Now what strategy could Mr X have in mind by turning up late? Well, it was suspected that Mr X wanted to avoid buying – or at least, avoid offering to buy – drinks for the others at the meeting. You see, the venue was a rather fancy <span data-scayt_word="café" data-scaytid="4">café</span> where you paid when you ordered your drink, and each drink could set you back by <span data-scayt_word="RM12" data-scaytid="6">RM12</span> or so. And when Mr X came in late, he didn’t even need to buy himself a drink to sit inside the comfortable <span data-scayt_word="café" data-scaytid="5">café</span>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n One could claim that my associate was paranoid. But consider this: In this scenario, Mr X was the successful multi-multimillionaire whereas my associate and the others were working-class folks who collectively earned in a few months (or perhaps even a year!) LESS than Mr X’s most recent holiday budget (yes, they knew!).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Would it do any harm for a wealthy boss to motivate the members of his few newly-formed ad hoc project team with a teatime treat even once? Just because the team members were paid for the project doesn’t mean that Mr X could not buy them a drink. Perhaps he was unaware that the team members were not compensated for their travel and parking for those meetings, not to mention the unpaid time they took off – at least one member of the team need not have to be present but did so out of courtesy. (One suspects that Mr X would not have been interested to know anyway.) But the crux of the matter is not about buying drinks per se.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n More evidence of Mr X’s suspected mindset: It was later revealed by another team member that Mr X had refused to pay a single cent extra for the project cost overrun although the project scope had expanded a little through no fault of the team members. Moreover, there was an extra item – not mentioned at the onset of the project – that Mr X requested to be included in the project but which he flatly expected to be thrown in for free as part of the package. Again, perhaps Mr X did not know that it would cost the project team a few hundred <span data-scayt_word="ringgit" data-scaytid="7">ringgit</span> in hard cash, and not in kind, to acquire the item – a very unlikely possibility since ignorance is not one of Mr X’s vices.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Now if Mr X applied the cold and calculating approach of not wanting to pay a single extra cent, why should he expect the other party to give away something that cost a few hundred <span data-scayt_word="ringgit" data-scaytid="8">ringgit</span> to him for free? You might also be interested to know that in terms of the project price, to Mr X it would be like Bill Gates buying a Ford. But in terms of the potential value that Mr X could receive from the project outcomes, it might be akin to what <em>Mission Impossible</em> did for Tom Cruise.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>Reflection</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n · What are the immediate emotions that you feel about the scenario?</div>\r\n<div style="text-align: justify;">\r\n · What are the initial thoughts that cross your mind? </div>\r\n<div style="text-align: justify;">\r\n · Was Mr X’s leadership approach justifiable?</div>\r\n<div style="text-align: justify;">\r\n · Do you think that Mr X should have adopted a less “cold and calculating” approach, and be more flexible and generous instead?</div>\r\n<div style="text-align: justify;">\r\n · Is there a Mr X-type leader in your organization?</div>\r\n<div style="text-align: justify;">\r\n · If so, how should you respond to the Mr X-type leader (a) as a follower, and (b) as a fellow leader?</div>', 'Everyday Leadership Series: The Cold, Calculating Leader', '', 'inherit', 'open', 'open', '', '3967-revision', '', '', '2013-04-27 16:05:30', '2013-04-27 16:05:30', '', 3967, 'http://invictusleader.com/home/?p=4138', 0, 'revision', '', 0),
(4139, 1, '2013-04-27 08:56:19', '2013-04-27 08:56:19', '<div style="text-align: justify;">\r\n <br />\r\n <span style="font-size: 16pt; font-family: Forte; color: rgb(23, 54, 93); background-position: initial initial; background-repeat: initial initial;">“I came to office with one deliberate intent – to change Britain from a dependent to a self-reliant society, from a give-it-to-me to a do-it-yourself nation.” </span></div>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n <span style="font-size: 14pt; font-family: Cambria, serif; background-position: initial initial; background-repeat: initial initial;"> ~ Margaret Thatcher </span></p>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n </p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <img src="http://ts2.mm.bing.net/th?id=H.4711829240086747&pid=15.1" style="margin-left: 10px; margin-right: 10px; float: right; width: 133px; height: 179px;" />Baroness Thatcher of <span data-scayt_word="Kesteven" data-scaytid="1">Kesteven</span> – best known to the world as Margaret Thatcher – was born Margaret Hilda Roberts but adopted her husband’s surname when she married Sir Denis Thatcher (1915-2003) in 1951. One of the most dominant leaders in the <span data-scayt_word="20th" data-scaytid="2">20<sup>th</sup></span> century, Mrs Thatcher started off as a research chemist with a Master’s degree from Oxford University, before attending law school and qualifying as a barrister in 1954, a year after her twin children were born.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Not only was Thatcher the first female prime minister of Britain (and only one so far), she was also the longest-serving British premier in the postwar era. In office for three consecutive terms from May 1979 till she stepped down in November 1990, Thatcher was famously <span data-scayt_word="labelled" data-scaytid="5">labelled</span> the “Iron Lady” by the Soviet press after delivering a hard-lined speech in 1976.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The iron-willed Thatcher revealed that she loved argument and debate. Declaring in 1980 that, “I don''t expect anyone just to sit there and agree with me – that''s not their job,” Thatcher expected others to be tough on her too.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Who can truly blame Thatcher for being unyielding when she was the woman with the iron task of reducing high unemployment, curbing inflation and tackling the ongoing recession? It was an extremely challenging role that earned her either admiration or antipathy from supporters and critics respectively. But she stood firm, even surviving a 1984 bomb assassination attempt by the IRA, and led the country to economic recovery.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Upon her retirement from the Commons in 1992, she was given a life peerage as Baroness Thatcher of <span data-scayt_word="Kesteven" data-scaytid="6">Kesteven</span> in the County of Lincolnshire, which entitled her to sit in the House of Lords. In 1995 Thatcher became a member of the Order of the Garter, the highest order of knighthood in England.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Indeed Thatcher was a leader in many different respects but among all these, there were three major leadership roles she undertook that were the most important in her life: wife and mother; head of one of the most influential nations in the world; and philanthropist.</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>As a wife and mother</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n "Any woman who understands the problems of running a home will be nearer to understanding the problems of running a country." </div>\r\n<div style="text-align: justify;">\r\n ~ Margaret Thatcher (1979 – the year she became Prime Minister of Britain)</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That Mr and Mrs Thatcher had remained married for 52 years before the former’s death in 2003 is testament to her belief in traditional family values such as lifelong matrimony and fidelity. Though Denis Thatcher sometimes referred to his wife as “The Boss”, Mrs Thatcher admitted that she would never have been able to be Prime Minister for those 11½ years had it not been for Denis.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Besides adoring her husband and their twin children, Mark and Carol, Thatcher also shared during an interview in the late <span data-scayt_word="1990s" data-scaytid="12">1990s</span> that her “greatest delight” was “when my daughter-in-law sends me photographs of the grandchildren. Apart from seeing them in the flesh, that is the greatest pleasure I have in the whole year, far exceeding everything else.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>As the head of state</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n "I am not a consensus politician. I''m a conviction politician." </div>\r\n<div style="text-align: justify;">\r\n ~ Margaret Thatcher (1975)</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Thatcher began her political career as a Conservative party member of parliament for <span data-scayt_word="Finchley" data-scaytid="13">Finchley</span> (North London) in 1959. Undaunted by the male-dominated field, she boldly declared in 1965 that, <strong>“In politics, if you want something said, ask a man; if you want to get something done, ask a woman.”</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Despite her confidence, Thatcher never expected to become Prime Minister. Just two years before she took over as the Conservative Party leader in 1974, Thatcher had stated on the BBC, “I don''t think there will be a woman prime minister in my lifetime.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n How wrong she was! At Britain’s general election on 3 May 1979, the Conservatives came to power and the next day, Thatcher created history.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Thatcher entered office at a time when Britain was facing a major recession. She knew she had to take decisive drastic measures.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n “The basic economic reality is that we cannot pay ourselves more than we earn. Here in Britain, at long last, we may have grasped the point that deficit financing cannot and will not bring about long-term prosperity,” was her steadfast assertion.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Unfortunately, the transition was excruciating. As Thatcher privatized state-owned industries and utilities, reformed trade unions, lowered taxes and slashed public spending across the board, her policies did succeed in reducing inflation but led to soaring unemployment. Her popularity plummeted – the price Thatcher had to pay for austerity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n When the opposition pressured Thatcher to back down on her harsh policies, she was unfazed. At the Conservative party congress on 10 October 1980, she calmly announced, “To those waiting with bated breath for that <span data-scayt_word="favourite" data-scaytid="14">favourite</span> media catchphrase, the ''U-turn,'' I have only one thing to say: ''You turn if you want to. The lady''s not for turning.'' "</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Fate intervened when the Falklands incident in 1982 gave Thatcher the opportunity to flex Britain’s sovereignty in the world arena, while proving that she was a leader to be reckoned with. As Britain emerged victors in the <a href="http://en.wikipedia.org/wiki/Falklands_War" title="Falklands War">Falklands War</a>, there was a resurgence of support, resulting in her re-election in 1983.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the international front, Thatcher developed a longstanding personal alliance with US President Ronald Reagan and later fostered good rapport with Soviet President Mikhail Gorbachev when he came to power in 1988. These links were instrumental in halting the dreaded arms race of the <span data-scayt_word="1980s" data-scaytid="15">1980s</span>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n During Thatcher’s third term after being re-elected in 1987, her controversial policies led to her resignation on 28 November 1990. By the time Thatcher left office, the principles of <span data-scayt_word="“Thatcherism”" data-scaytid="16">“Thatcherism”</span> – that economic freedom and individual liberty are interdependent, that personal responsibility and hard work are the only ways to national prosperity, and that free-market democracies must stand firm against aggression – had garnered many followers. As Tony Blair acknowledged in his 2010 autobiography, <em>A Journey</em>, “Britain needed the industrial and economic reforms of the Thatcher period”.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>As a philanthropist</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n “This woman is headstrong, obstinate and dangerously self-opinionated.”</div>\r\n<div style="text-align: justify;">\r\n ~ <span data-scayt_word="ICI" data-scaytid="17">ICI</span> personnel department assessment, rejecting a job application by the then Margaret Roberts in 1948</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n People either loathed or loved Thatcher. To her supporters, she was strong-willed for all the right reasons. Her desire to change the world for the better did not end with her withdrawal from premiership. She decided to further the kind of values she personally fought for by establishing the Margaret Thatcher Foundation in 1992.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n As a non-profit educational organization that collects funds wholly through private philanthropy, the Foundation aspires to advance the cause of political and economic freedom, especially in the newly liberated countries of Central and Eastern Europe. The Foundation has raised funds to help finance projects that promote Western business, legal and technical education in those nations.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The Internet is rife with widely divisive views about Thatcher and <span data-scayt_word="Thatcherism" data-scaytid="18">Thatcherism</span>, but regardless of whether or not she was “right”, she has left a legacy that inspires leaders to be unwavering in the values they stand for. And to those who think she was hard-core tough, her speech writer Sir Ronald Millar reveals that Thatcher was much tougher on her ministers than on others, “The more humble the position, the nicer she was [to them].”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Surprised? Ironically, no!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>References</strong></div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.bbc.co.uk/history/people/margaret_thatcher">http://www.bbc.co.uk/history/people/<span data-scayt_word="margaret_thatcher" data-scaytid="19">margaret_thatcher</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.bbc.co.uk/news/uk-politics-10377842">http://www.bbc.co.uk/news/<span data-scayt_word="uk-politics-10377842" data-scaytid="20">uk-politics-10377842</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.guardian.co.uk/politics/2013/apr/16/margaret-thatcher-grandchildren">http://www.guardian.co.uk/politics/2013/<span data-scayt_word="apr" data-scaytid="21">apr</span>/16/<span data-scayt_word="margaret-thatcher-grandchildren" data-scaytid="22">margaret-thatcher-grandchildren</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.cbc.ca/news/world/story/2013/04/08/margaret-thatcher-england-dead.html">http://www.cbc.ca/news/world/story/2013/04/08/margaret-thatcher-england-dead.html</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.usnews.com/news/articles/2013/04/08/three-economic-lessons-from-margaret-thatcher">http://www.usnews.com/news/articles/2013/04/08/<span data-scayt_word="three-economic-lessons-from-margaret-thatcher" data-scaytid="23">three-economic-lessons-from-margaret-thatcher</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.margaretthatcher.org/about/default.asp">http://www.margaretthatcher.org/about/default.asp</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.philanthropydaily.com/margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy/comment-page-1/">http://www.philanthropydaily.com/<span data-scayt_word="margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy" data-scaytid="24">margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy</span>/comment-page-1/</a></div>', 'The Woman with the Iron Task: Tribute to Margaret Thatcher (13 October 1925 – 8 April 2013)', '', 'inherit', 'open', 'open', '', '4136-revision', '', '', '2013-04-27 08:56:19', '2013-04-27 08:56:19', '', 4136, 'http://invictusleader.com/home/?p=4139', 0, 'revision', '', 0),
(4140, 1, '2013-06-28 05:41:54', '2013-06-28 05:41:54', '<div style="text-align: justify;">\r\n <br />\r\n <span style="font-size: 16pt; font-family: Forte; color: rgb(23, 54, 93); background-position: initial initial; background-repeat: initial initial;">“I came to office with one deliberate intent – to change Britain from a dependent to a self-reliant society, from a give-it-to-me to a do-it-yourself nation.” </span></div>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n <span style="font-size: 14pt; font-family: Cambria, serif; background-position: initial initial; background-repeat: initial initial;"> ~ Margaret Thatcher </span></p>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n </p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <img src="http://ts2.mm.bing.net/th?id=H.4711829240086747&pid=15.1" style="margin-left: 10px; margin-right: 10px; float: right; width: 133px; height: 179px;" />Baroness Thatcher of Kesteven – best known to the world as Margaret Thatcher – was born Margaret Hilda Roberts but adopted her husband’s surname when she married Sir Denis Thatcher (1915-2003) in 1951. One of the most dominant leaders in the 20<sup>th</sup> century, Mrs Thatcher started off as a research chemist with a Master’s degree from Oxford University, before attending law school and qualifying as a barrister in 1954, a year after her twin children were born.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Not only was Thatcher the first female prime minister of Britain (and only one so far), she was also the longest-serving British premier in the postwar era. In office for three consecutive terms from May 1979 till she stepped down in November 1990, Thatcher was famously labelled the “Iron Lady” by the Soviet press after delivering a hard-lined speech in 1976.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The iron-willed Thatcher revealed that she loved argument and debate. Declaring in 1980 that, “I don't expect anyone just to sit there and agree with me – that's not their job,” Thatcher expected others to be tough on her too.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Who can truly blame Thatcher for being unyielding when she was the woman with the iron task of reducing high unemployment, curbing inflation and tackling the ongoing recession? It was an extremely challenging role that earned her either admiration or antipathy from supporters and critics respectively. But she stood firm, even surviving a 1984 bomb assassination attempt by the IRA, and led the country to economic recovery.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Upon her retirement from the Commons in 1992, she was given a life peerage as Baroness Thatcher of Kesteven in the County of Lincolnshire, which entitled her to sit in the House of Lords. In 1995 Thatcher became a member of the Order of the Garter, the highest order of knighthood in England.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Indeed Thatcher was a leader in many different respects but among all these, there were three major leadership roles she undertook that were the most important in her life: wife and mother; head of one of the most influential nations in the world; and philanthropist.</div>\r\n<div style="text-align: justify;">\r\n <hr id="system-readmore" />\r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>As a wife and mother</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n "Any woman who understands the problems of running a home will be nearer to understanding the problems of running a country." </div>\r\n<div style="text-align: justify;">\r\n ~ Margaret Thatcher (1979 – the year she became Prime Minister of Britain)</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That Mr and Mrs Thatcher had remained married for 52 years before the former’s death in 2003 is testament to her belief in traditional family values such as lifelong matrimony and fidelity. Though Denis Thatcher sometimes referred to his wife as “The Boss”, Mrs Thatcher admitted that she would never have been able to be Prime Minister for those 11½ years had it not been for Denis.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Besides adoring her husband and their twin children, Mark and Carol, Thatcher also shared during an interview in the late 1990s that her “greatest delight” was “when my daughter-in-law sends me photographs of the grandchildren. Apart from seeing them in the flesh, that is the greatest pleasure I have in the whole year, far exceeding everything else.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>As the head of state</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n "I am not a consensus politician. I'm a conviction politician." </div>\r\n<div style="text-align: justify;">\r\n ~ Margaret Thatcher (1975)</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Thatcher began her political career as a Conservative party member of parliament for Finchley (North London) in 1959. Undaunted by the male-dominated field, she boldly declared in 1965 that, <strong>“In politics, if you want something said, ask a man; if you want to get something done, ask a woman.”</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Despite her confidence, Thatcher never expected to become Prime Minister. Just two years before she took over as the Conservative Party leader in 1974, Thatcher had stated on the BBC, “I don't think there will be a woman prime minister in my lifetime.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n How wrong she was! At Britain’s general election on 3 May 1979, the Conservatives came to power and the next day, Thatcher created history.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Thatcher entered office at a time when Britain was facing a major recession. She knew she had to take decisive drastic measures.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n “The basic economic reality is that we cannot pay ourselves more than we earn. Here in Britain, at long last, we may have grasped the point that deficit financing cannot and will not bring about long-term prosperity,” was her steadfast assertion.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Unfortunately, the transition was excruciating. As Thatcher privatized state-owned industries and utilities, reformed trade unions, lowered taxes and slashed public spending across the board, her policies did succeed in reducing inflation but led to soaring unemployment. Her popularity plummeted – the price Thatcher had to pay for austerity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n When the opposition pressured Thatcher to back down on her harsh policies, she was unfazed. At the Conservative party congress on 10 October 1980, she calmly announced, “To those waiting with bated breath for that favourite media catchphrase, the 'U-turn,' I have only one thing to say: 'You turn if you want to. The lady's not for turning.' "</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Fate intervened when the Falklands incident in 1982 gave Thatcher the opportunity to flex Britain’s sovereignty in the world arena, while proving that she was a leader to be reckoned with. As Britain emerged victors in the <a href="http://en.wikipedia.org/wiki/Falklands_War" title="Falklands War">Falklands War</a>, there was a resurgence of support, resulting in her re-election in 1983.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the international front, Thatcher developed a longstanding personal alliance with US President Ronald Reagan and later fostered good rapport with Soviet President Mikhail Gorbachev when he came to power in 1988. These links were instrumental in halting the dreaded arms race of the 1980s.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n During Thatcher’s third term after being re-elected in 1987, her controversial policies led to her resignation on 28 November 1990. By the time Thatcher left office, the principles of “Thatcherism” – that economic freedom and individual liberty are interdependent, that personal responsibility and hard work are the only ways to national prosperity, and that free-market democracies must stand firm against aggression – had garnered many followers. As Tony Blair acknowledged in his 2010 autobiography, <em>A Journey</em>, “Britain needed the industrial and economic reforms of the Thatcher period”.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>As a philanthropist</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n “This woman is headstrong, obstinate and dangerously self-opinionated.”</div>\r\n<div style="text-align: justify;">\r\n ~ ICI personnel department assessment, rejecting a job application by the then Margaret Roberts in 1948</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n People either loathed or loved Thatcher. To her supporters, she was strong-willed for all the right reasons. Her desire to change the world for the better did not end with her withdrawal from premiership. She decided to further the kind of values she personally fought for by establishing the Margaret Thatcher Foundation in 1992.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n As a non-profit educational organization that collects funds wholly through private philanthropy, the Foundation aspires to advance the cause of political and economic freedom, especially in the newly liberated countries of Central and Eastern Europe. The Foundation has raised funds to help finance projects that promote Western business, legal and technical education in those nations.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The Internet is rife with widely divisive views about Thatcher and Thatcherism, but regardless of whether or not she was “right”, she has left a legacy that inspires leaders to be unwavering in the values they stand for. And to those who think she was hard-core tough, her speech writer Sir Ronald Millar reveals that Thatcher was much tougher on her ministers than on others, “The more humble the position, the nicer she was [to them].”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Surprised? Ironically, no!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>References</strong></div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.bbc.co.uk/history/people/margaret_thatcher">http://www.bbc.co.uk/history/people/margaret_thatcher</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.bbc.co.uk/news/uk-politics-10377842">http://www.bbc.co.uk/news/uk-politics-10377842</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.guardian.co.uk/politics/2013/apr/16/margaret-thatcher-grandchildren">http://www.guardian.co.uk/politics/2013/apr/16/margaret-thatcher-grandchildren</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.cbc.ca/news/world/story/2013/04/08/margaret-thatcher-england-dead.html">http://www.cbc.ca/news/world/story/2013/04/08/margaret-thatcher-england-dead.html</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.usnews.com/news/articles/2013/04/08/three-economic-lessons-from-margaret-thatcher">http://www.usnews.com/news/articles/2013/04/08/three-economic-lessons-from-margaret-thatcher</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.margaretthatcher.org/about/default.asp">http://www.margaretthatcher.org/about/default.asp</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.philanthropydaily.com/margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy/comment-page-1/">http://www.philanthropydaily.com/margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy/comment-page-1/</a></div>', 'The Woman with the Iron Task: Tribute to Margaret Thatcher (13 October 1925 – 8 April 2013)', '<div style="text-align: justify;">\r\n <br />\r\n <span style="font-size: 16pt; font-family: Forte; color: rgb(23, 54, 93); background-position: initial initial; background-repeat: initial initial;">“I came to office with one deliberate intent – to change Britain from a dependent to a self-reliant society, from a give-it-to-me to a do-it-yourself nation.” </span></div>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n <span style="font-size: 14pt; font-family: Cambria, serif; background-position: initial initial; background-repeat: initial initial;"> ~ Margaret Thatcher </span></p>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n </p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <img src="http://ts2.mm.bing.net/th?id=H.4711829240086747&pid=15.1" style="margin-left: 10px; margin-right: 10px; float: right; width: 133px; height: 179px;" />Baroness Thatcher of <span data-scayt_word="Kesteven" data-scaytid="1">Kesteven</span> – best known to the world as Margaret Thatcher – was born Margaret Hilda Roberts but adopted her husband’s surname when she married Sir Denis Thatcher (1915-2003) in 1951. One of the most dominant leaders in the <span data-scayt_word="20th" data-scaytid="2">20<sup>th</sup></span> century, Mrs Thatcher started off as a research chemist with a Master’s degree from Oxford University, before attending law school and qualifying as a barrister in 1954, a year after her twin children were born.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Not only was Thatcher the first female prime minister of Britain (and only one so far), she was also the longest-serving British premier in the postwar era. In office for three consecutive terms from May 1979 till she stepped down in November 1990, Thatcher was famously <span data-scayt_word="labelled" data-scaytid="5">labelled</span> the “Iron Lady” by the Soviet press after delivering a hard-lined speech in 1976.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The iron-willed Thatcher revealed that she loved argument and debate. Declaring in 1980 that, “I don''t expect anyone just to sit there and agree with me – that''s not their job,” Thatcher expected others to be tough on her too.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Who can truly blame Thatcher for being unyielding when she was the woman with the iron task of reducing high unemployment, curbing inflation and tackling the ongoing recession? It was an extremely challenging role that earned her either admiration or antipathy from supporters and critics respectively. But she stood firm, even surviving a 1984 bomb assassination attempt by the IRA, and led the country to economic recovery.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Upon her retirement from the Commons in 1992, she was given a life peerage as Baroness Thatcher of <span data-scayt_word="Kesteven" data-scaytid="6">Kesteven</span> in the County of Lincolnshire, which entitled her to sit in the House of Lords. In 1995 Thatcher became a member of the Order of the Garter, the highest order of knighthood in England.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Indeed Thatcher was a leader in many different respects but among all these, there were three major leadership roles she undertook that were the most important in her life: wife and mother; head of one of the most influential nations in the world; and philanthropist.</div>\r\n<div style="text-align: justify;" />\r\n ', 'inherit', 'open', 'open', '', '3966-revision-2', '', '', '2013-06-28 05:41:54', '2013-06-28 05:41:54', '', 3966, 'http://invictusleader.com/home/?p=4140', 0, 'revision', '', 0);
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(4141, 1, '2013-04-02 10:56:03', '2013-04-02 10:56:03', '\r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Myth #4: Fear Forces Breakthroughs</strong></div>\r\n<div style="text-align: justify;">\r\n “Creativity is like chasing chickens!” That was what <span data-scayt_word="Christoph" data-scaytid="6">Christoph</span> <span data-scayt_word="Niemann" data-scaytid="7">Niemann</span>, a graphic designer and author of several books including children’s books, once said.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Yes, creativity can sometimes feel like you are frantically chasing something elusive. But Maria <span data-scayt_word="Popova" data-scaytid="8">Popova</span>, author and founder of <a href="http://www.brainpickings.org/">www.brainpickings.org</a>, suggests that things could be the other way round, i.e. creativity feels like you are being chased instead, by chickens – menacing giant chickens, to be more precise! These scary birds are symbolic of the fear and anxiety that plague many an artist or anyone who is expected to produce creative works.<sup>1</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n But does that fear compel people to become more creative?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n According to working artists David <span data-scayt_word="Bayles" data-scaytid="9">Bayles</span> and Ted <span data-scayt_word="Orland" data-scaytid="10">Orland</span>, the authors of <em>Art & </em><span data-scayt_word="Fear2" data-scaytid="11"><em>Fear</em><sup>2</sup></span>, statistics reveal that most artwork is produced by non-geniuses who simply have the passion and dedication to face the daily practical and psychological challenges. The authors also highlight fear as a cornerstone of the obstacles which hinder, NOT enhance, the creative process.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Tears for Fears</strong></div>\r\n<div style="text-align: justify;">\r\n Penn State researchers have found that the ‘fear of cognitive <span data-scayt_word="dyscontrol’" data-scaytid="12">dyscontrol’</span> is a good predictor of depressive symptoms.<sup>3</sup> This implies that we could also check out whether depressed – and by logic, fearful – people are more creative than ‘normal’ people.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Arnold M. Ludwig, a former researcher at the University of Kentucky Medical Centre who is currently Adjunct Professor of Psychiatry and Human Behaviour at Brown University, conducted a 10-year study on 1,004 men and women who excelled in an array of professions including art, music, science, business, politics and sports. Ludwig found that 59% to 77% of the artists, writers and musicians suffered mental illness (especially mood disorders) compared with only 18% to 29% among the less artistic professionals.<sup>4</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n So does Ludwig’s study provide evidence for the Mad Sad Genius or the Fearful Tearful Genius?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n It is true that many related studies have shown higher rates of mood disorders among creative people, differing only in the magnitude of the results. But this does not mean that mental disorders or negative emotions cause people to become more creative. Quite the contrary – Kay Redfield Jamison, Professor of Psychiatry at Johns Hopkins University School of Medicine, shares in her book, <em>Touched With </em><em>Fire</em><sup>5</sup>, that the majority of people suffering from depression and bipolar disorder do NOT have extraordinary imaginations.<sup>6</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Happy today, creative tomorrow</strong></div>\r\n<div style="text-align: justify;">\r\n Amabile’s landmark ‘diary study’ in 1998 concurs with Jamison’s findings. After Amabile and her team had analyzed all the 12,000 journal entries by the participants, which describe their degree of fear, anxiety, sadness, anger, joy and love on a daily basis, Amabile found a positive correlation between creativity and the emotions of joy and love. At the same time, Amabile found a negative correlation between creativity and the emotions of anger, fear and anxiety. Moreover, participants were more likely to experience a creative breakthrough if they had been happy the day before. You could say that it was a virtuous cycle of creativity, and that one day’s joy predicts the following day’s creativity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify;">\r\n As a leader of integrity, never use fear to control your people. Instead, encourage your people to share their fears, and work out those fears within an open and safe environment. Listen to their fears and concerns from a non-judgmental perspective. Offer your people moral support, and execute concrete solutions where possible as soon as possible. Once you’ve helped your people to deal with their fears, they will be well on their way to turning the Fearful Tearful Non-Genius into a Fearless Happy Genius. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n References</div>\r\n<div style="text-align: justify;">\r\n 1 <a href="http://www.brainpickings.org/index.php/2011/09/12/fear-creativity/">http://www.brainpickings.org/index.php/2011/09/12/fear-creativity/</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 2 <a href="http://www.amazon.com/Art-Fear-Observations-Rewards-Artmaking/dp/0961454733">http://www.amazon.com/Art-Fear-Observations-Rewards-Artmaking/dp/0961454733</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 3 <a href="http://www.sciencedaily.com/releases/2009/12/091201084105.htm">http://www.sciencedaily.com/releases/2009/12/091201084105.htm</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 4, 6 <a href="http://www.thirdage.com/depression/creativity-and-depression-is-there-a-link-0">http://www.thirdage.com/depression/creativity-and-depression-is-there-a-link-0</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<p>\r\n </p>\r\n<div style="text-align: justify;">\r\n 5 <a href="http://www.amazon.com/Touched-Fire-Manic-Depressive-Artistic-Temperament/dp/068483183X">http://www.amazon.com/Touched-Fire-Manic-Depressive-Artistic-Temperament/dp/068483183X</a></div>', 'The 6 Myths of Creativity in Organizations: The 4th Myth - “Fear Forces Breakthroughs” (Part 4 of 6)', '<p>\r\n <span style="text-align: justify;">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1" style="text-align: justify;">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>“A happy person is a creative person.”</em></div>\r\n<div style="text-align: justify;">\r\n <em> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></em></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Is the notion of the “Mad Genius” a figment of our imagination, or is it grounded upon scientific fact?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n We shall explore the aforementioned notion in this installment of our six-part series, as we cover the <span data-scayt_word="4th" data-scaytid="4">4<sup>th</sup></span> myth of creativity that was first put forth by Professor Theresa Amabile: “Fear forces breakthroughs.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Editorial note: You may be interested to refer to Part 1 – Myth #1: Creativity Comes from Creative Types, Part 2 – Myth #2: Money is a Creativity Motivator, and Part 3 – Time Pressure Fuels/Drives Creativity.]</div>\r\n<div style="text-align: justify;" />\r\n ', 'inherit', 'open', 'open', '', '3965-revision', '', '', '2013-04-02 10:56:03', '2013-04-02 10:56:03', '', 3965, 'http://invictusleader.com/home/?p=4141', 0, 'revision', '', 0),
(4142, 1, '2013-04-02 10:51:05', '2013-04-02 10:51:05', '\r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Myth #3: Time Pressure Fuels/Drives Creativity</strong></div>\r\n<div style="text-align: justify;">\r\n Some people attest to how tight deadlines have unleashed the hidden creativity they did not realize they had. Think about the times when you and your colleagues succeeded in crafting a compelling proposal to a prospective client at short notice. Recall the times when you ‘miraculously’ rose to the occasion to face a pressing challenge creatively.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Does this mean that time pressure is beneficial in drawing out your inner creativity? It depends.</div>\r\n<div style="text-align: justify;">\r\n To a certain extent, time pressure can spur you to perform your best in the shortest time possible. However, if the deadline is too tight, then no worthy creative output would arise out of it. Time pressure impairs creativity because it cuts down your level of engagement and hampers intrinsic motivation, a characteristic that led <span data-scayt_word="Amabile" data-scaytid="6">Amabile</span> to label time pressure a “non-synergistic motivator”.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n For creativity to fully blossom, you must have enough time to deeply engage your mind at the various levels of cognition required to mine the limitless resources of creativity within you. If the time given to complete a project is too short, you and your team would not have the opportunity to sow and cultivate rich ideas. Our brains need to be immersed in a challenge long enough for valuable ideas to start flowing out.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Creativity under the gun</strong></div>\r\n<div style="text-align: justify;">\r\n From her 1998 landmark study, <span data-scayt_word="Amabile" data-scaytid="8">Amabile</span> found that people often thought they were most creative when working under intense deadline pressure – a scenario she named “creativity under the gun”. But the 12,000 aggregate days chalked up by the participants, which <span data-scayt_word="Amabile" data-scaytid="9">Amabile</span> and her research team analyzed in her study, indicated that the reverse was true: People were the least creative when trying to beat the clock!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span data-scayt_word="Amabile’s" data-scaytid="12">Amabile’s</span> team also discovered some form of time-pressure “hangover” – when people were working under great pressure, their creativity plummeted not just that very day but the following two days as well.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Deadly distractions</strong></div>\r\n<div style="text-align: justify;">\r\n Sometimes it is more than just a tight deadline that is the problem. It is the distractions that deprive people of the time needed to breach their creative threshold. Leaders should therefore beware of inadvertently allowing potential distractions that cause employees to lose their focus. The lack of focus jeopardizes creativity and prevents the much-needed breakthrough the organization needs</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n What are among the distractions that can cripple creativity? One of the greatest distractions faced by employees is worrying about whether they have the wholehearted commitment of the management.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n So, leaders – openly announce your unwavering support for your people in developing their creativity. Spell out clearly the rules of engagement, and refrain from penalizing employees if they have tried their best but still make so-called errors in the creativity process.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Urgent but not pressurizing</strong></div>\r\n<div style="text-align: justify;">\r\n Although time pressure may be counterproductive to creativity, it does not mean that creativity should be deliberately made a slow process or relegated to a lower priority. Many of us think that creativity is a nice-to-have, something to be developed only if we have the time; little do we realize that creativity is urgent and critical business! Creativity is a priority, which is crucial in our competitive and unpredictable environment. How many organizations today have regretted not getting their creative breakthroughs yesterday!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify;">\r\n To summarize, give creativity enough space and time to flourish. Let us take a cue from nature – human beings require nine months of gestation before they can be born. Likewise, creativity can only be birthed with the right amount of nurturing within the right timeframe. Regardless of how smart a mother or child is, it still takes nine months – give or take, a few days or weeks – for an infant to be ready to enter a new phase of life.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>To be continued in Part 4</em></div>', 'The 6 Myths of Creativity in Organizations: The 3rd Myth - "Time Pressure Drives Creativity" (Part 3 of 6)', '<p>\r\n <span style="text-align: justify;">by V.S. Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1" style="text-align: justify;">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>“Many of us think that creativity is a nice-to-have; little do we realize that creativity is urgent and critical business!”</em></div>\r\n<div style="text-align: justify;">\r\n <em> ~ V.S. Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></em></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n We continue our series by discussing the <span data-scayt_word="3rd" data-scaytid="3">3<sup>rd</sup></span> myth of creativity, which was first propounded by Professor Theresa <span data-scayt_word="Amabile" data-scaytid="4">Amabile</span>: “Time Pressure Fuels/Drives Creativity.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Editorial note: You may be interested to refer to Part 1 – Myth #1: Creativity Comes from Creative Types and Part 2 – Myth #2: Money is a Creativity Motivator.]</div>\r\n<div style="text-align: justify;" />\r\n ', 'inherit', 'open', 'open', '', '3964-revision', '', '', '2013-04-02 10:51:05', '2013-04-02 10:51:05', '', 3964, 'http://invictusleader.com/home/?p=4142', 0, 'revision', '', 0),
(4143, 1, '2013-04-02 10:44:26', '2013-04-02 10:44:26', '\r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Myth No.2: Money is a Creativity Motivator</strong></div>\r\n<div style="text-align: justify;">\r\n The positive impact of extrinsic motivators such as money is only as good as the duration of that incentive. But why can’t an extrinsic motivator help to boost intrinsic motivation as well?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n According to <span data-scayt_word="Amabile" data-scaytid="5">Amabile</span>, material reward is a synergistic extrinsic motivator, which may enhance intrinsic motivation but may not in itself cause maximum creative effort and output. This means the impact of extrinsic motivators is at best fleeting, and at worse, demoralizing to employees when it is no longer available.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That is why Frederick <span data-scayt_word="Herzberg" data-scaytid="7">Herzberg</span> (1923-2000), a former professor of psychology and business management, made a distinction between true motivators and ‘hygiene’ factors in his famous Two-Factor Theory. Money is a classic a hygiene factor – without it, you would be unhappy, but even with more of it, you would be no happier!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Right motivation for Wright brothers’ creativity</strong></div>\r\n<div style="text-align: justify;">\r\n Though they seemed like unlikely candidates for success, the Wright brothers beat other aspiring contenders to be credited with building the world’s first piloted airplane in 1903. The brothers had no college education, no funds except for the proceeds from their humble bicycle shop, and absolutely no public support. In contrast, the brilliant Samuel Langley <span data-scayt_word="Pierpont" data-scaytid="8">Pierpont</span>, who was employed by the Smithsonian Institute, had high education, received generous funding, and could tap from all the great minds among his contemporaries, while he soaked in all the moral support and publicity he could garner through the media that followed him around. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Though <span data-scayt_word="Pierpont" data-scaytid="9">Pierpont</span> had all the resources for success at his disposal, he failed in his mission. What made the difference? It was the Wright brothers’ intrinsic motivation of strong beliefs and personal convictions that spurred their creativity to ultimately produce an innovation that would change the world forever.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n And how sure are we that it was not due to sheer bad luck that <span data-scayt_word="Pierpont" data-scaytid="11">Pierpont</span> failed? As Simon <span data-scayt_word="Sinek1" data-scaytid="13">Sinek<sup>1</sup></span>, author of <em>Start With Why</em>, pointed out, <span data-scayt_word="Pierpont" data-scaytid="14">Pierpont</span> had quit soon after the Wright brothers’ achievements went public. If <span data-scayt_word="Pierpont" data-scaytid="15">Pierpont</span> were truly intrinsically motivated, he would have continued his quest and tried to build an even better airplane than the Wrights’ early model. Instead his resignation revealed that he was more driven by external factors. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Money is merely a byproduct</strong></div>\r\n<div style="text-align: justify;">\r\n <cite>Jon R. <span data-scayt_word="Katzenbach" data-scaytid="18">Katzenbach</span> and <span data-scayt_word="Zia" data-scaytid="19">Zia</span> Khan, authors of the book, </cite><cite>Leading Outside the Lines: How to Mobilize the Informal Organization, Energize Your Team, and Get Better Results</cite>, (www.leadingoutsidethelines.com)<sup>2 </sup>observe that outstanding professional leaders such as Marvin Bower, who built <span data-scayt_word="McKinsey" data-scaytid="20">McKinsey</span> & Co., and John Whitehead, the former co-Chairman and co-Senior Partner of Goldman Sachs, are motivated by the work itself, and that the enduring respect of others greatly surpass money as a measure of accomplishment. For such top achievers, money is usually a secondary byproduct.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Motivating with money can backfire!</strong></div>\r\n<div style="text-align: justify;">\r\n <span data-scayt_word="Amabile’s" data-scaytid="21">Amabile’s</span> famous diary study (first described in Part 1 of this series) showed that the majority of participants reported that they were not motivated by rewards on a daily basis. Interestingly, the few who did report spending a lot of time mulling over their bonuses were the ones who were doing very little creative thinking! People can become so worried that a wrong move they make may affect their compensation, so they become risk averse and hamper their own creativity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n More dangerously, an overdependence on using money as a motivator can erode one’s emotional commitment towards one’s true mission, to the extent that money becomes the primary goal itself. Gradually, the primary goal turns into sheer greed, leading to a self-serving addiction that can derail one’s sense of integrity. We have seen such cases manifesting as financial scandals that strike even among the top echelons of the corporate world.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n So the next time your organization is thinking about implementing money as a motivator of desirable <span data-scayt_word="behaviour" data-scaytid="22">behaviour</span> such as creativity, think again!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>What to do instead?</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(a)</strong><strong>Leverage on emotional motivators</strong></div>\r\n<div style="text-align: justify;">\r\n Sparingly and wisely use money as a reward or motivator, and where possible, leverage on emotional sources of motivation instead. Emotional motivators are much more powerful and effective. <span data-scayt_word="Katzenbach" data-scaytid="23">Katzenbach</span> and Khan remind us that in the organizational context, emotional motivation is best conveyed informally through the respect of peers, admiration of subordinates, approval from one''s friends and community, etc.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(b)</strong><strong>Use money only for short-term <span data-scayt_word="behaviour" data-scaytid="25">behaviour</span> change </strong></div>\r\n<div style="text-align: justify;">\r\n It doesn’t mean that you totally cut out money in your reward and compensation scheme. Just be mindful that money is most effective for motivating short-term <span data-scayt_word="behaviour" data-scaytid="26">behaviour</span> change, but not so effective when it comes to enduring institutional accomplishments, advise <span data-scayt_word="Katzenbach" data-scaytid="27">Katzenbach</span> and Khan.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(c)</strong><strong> Provide a conducive environment for creativity</strong></div>\r\n<div style="text-align: justify;">\r\n This may sound obvious is much more easily said than done. As we have noted, it’s not all about money.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Although people need to feel that they are being fairly compensated, they place far greater significance on a work environment where creativity is supported, valued and recognized, as the participants in <span data-scayt_word="Amabile’s" data-scaytid="31">Amabile’s</span> study have attested.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n In reality, many organizations – especially those aligned to traditional Asian culture – are unable to “let go” of their employees. They are fearful that employees might abuse the free time allocated to them for contemplation and creative thinking. To them, abstract thinking sessions during office hours seem wasteful or unfruitful compared to time better spent in producing tangible outputs. It’s not that these organizations don’t know the value of creativity – they just want it for free and they want it fast!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(d)</strong><strong>Match employees to projects on the basis of their experience AND interests</strong></div>\r\n<div style="text-align: justify;">\r\n Employees desire the opportunity to deeply engage in their work and achieve authentic progress. That’s why <span data-scayt_word="Amabile" data-scaytid="33">Amabile</span> recommends that leaders match their people to projects that interest the latter, not merely according to work experience.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Employees are able to express optimal creativity only when they truly feel connected to their work and can prove themselves. If the assignment proves too easy or too difficult, employees will become bored or frustrated. To summarize, leaders must know how to strike the right balance when delegating assignments to their people in order for creativity to flourish.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>To be continued in Part 3</em></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n References:</div>\r\n<div style="text-align: justify;">\r\n 1 <a href="http://www.youtube.com/watch?v=qp0HIF3SfI4" target="_blank">http://www.youtube.com/watch?v=<span data-scayt_word="qp0HIF3SfI4" data-scaytid="35">qp0HIF3SfI4</span></a></div>\r\n<div style="text-align: justify;">\r\n 2 <a href="http://www.forbes.com/2010/04/06/money-motivation-pay-leadership-managing-employees.html">http://www.forbes.com/2010/04/06/money-motivation-pay-leadership-managing-employees.html</a></div>', 'The 6 Myths of Creativity in Organizations: The 2nd Myth - "Money is a Creativity Motivator" (Part 2 of 6)', '<p>\r\n <span style="text-align: justify;">by V.S. Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1" style="text-align: justify;">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n In this installment of our six-part series, we will discuss the second myth of creativity in organizations: “Money is a Creativity Motivator”, as espoused by Professor Theresa <span data-scayt_word="Amabile" data-scaytid="2">Amabile</span>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Editorial note: If you missed Part 1, which covered the first myth, please click here: “<a href="http://www.invictusleader.com/home/solutions-innovate/innovate-articles/134-the-6-myths-of-creativity-in-organizations-the-1st-myth-part-1-of-6">Creativity comes from Creative Types</a>”.]</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Since the days of scientific management or <span data-scayt_word="Taylorism" data-scaytid="3">Taylorism</span>, organizations have attempted to correlate staff rewards with staff output. However, research has shown that giving material rewards to employees in direct proportion to their productivity can yield only limited success. Such a pay-per-output approach is only feasible for outputs that are highly tangible, easily measured and unmistakably attributable to a specific person or group. So for instance, if you agree to pay me $1 for every envelope that I seal, then for 100 envelopes that I have sealed, you need to pay me $100 – no argument or ambiguity about that. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the other hand, if you were to offer me monetary incentives for my marketing performance, how would you be able to delineate my achievement clearly and fairly enough to avoid controversy, especially when the achievement involves multiple parties and many other factors?</div>\r\n<div style="text-align: justify;" />\r\n ', 'inherit', 'open', 'open', '', '3963-revision', '', '', '2013-04-02 10:44:26', '2013-04-02 10:44:26', '', 3963, 'http://invictusleader.com/home/?p=4143', 0, 'revision', '', 0),
(4144, 1, '2013-01-30 00:00:00', '2013-01-30 00:00:00', '\r\n</div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 4: Enable others to act</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 7:</div>\r\n<div style="text-align: justify;">\r\n Foster collaboration by promoting cooperative goals and building trust.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 8:</div>\r\n<div style="text-align: justify;">\r\n Strengthen others by sharing power and discretion.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n It takes a team to make your unit/department/organization a success. Thus exemplary leaders are those who are able to marshal their people’s capabilities into effective action. Leaders achieve this by getting their team’s cooperation, which is gained through two-way trust.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n I say “two-way trust” because it is not just a matter of them trusting you to be their leader. It is also a matter of you trusting them to do their jobs well and entrusting them with greater responsibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Your willingness to assign your people greater responsibilities and power shows them that you trust and value their judgment and sense of discretion. As your people exercise their new-found boundaries of power and discretion, and get to flex their leadership muscles regularly, they develop greater leadership prowess, thus increasing your organization’s overall bench strength.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 5: Encourage the heart</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 9:</div>\r\n<div style="text-align: justify;">\r\n Recognize contributions by showing appreciation for individual excellence.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 10:</div>\r\n<div style="text-align: justify;">\r\n Celebrate the values and victories by creating a spirit of community.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n One of the greatest failures of poor leaders is to deprive their people of credit when credit is due. Not only is it already discouraging for employees to be ignored when they have done well, it is even more demoralizing when someone else steals the credit, and especially so if it is the boss who is the one that unfairly takes the credit when he of all people should have known better. There is no faster way to disable your team from acting and getting results than to crush their morale like this!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Instead, show true appreciation for your people’s efforts and achievements, not through mere lip service but through genuine affirmative actions. True appreciation is not limited to awarding staff accolades during annual company dinners or having a celebration at the end of a project’s completion – that’s the easy part! But beyond that, true appreciation also means having the political will to remove existing obstacles that impede employees’ success by making the right policy changes or organizational reforms. Doing so will show that the organization seriously cares and wants their people to succeed.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n People become more passionate when they are touched on an emotional level; hence, their enthusiasm, commitment and performance at work will naturally stay at optimal levels. In this way, you keep your staff motivated, and that’s half the battle won!</div>', 'The 10 Commitments of Exemplary Leadership (Part 3 of 3)', '<p>\r\n <span style="text-align: justify;">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n <img alt="Power Of Love" src="http://www.publicdomainpictures.net/pictures/30000/nahled/power-of-love.jpg" style="float: right; margin-left: 12px; margin-right: 12px; height: 93px; width: 133px;" /></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n We conclude the third part of our series on “The 10 Commitments of Exemplary Leadership”, as presented by world-renowned leadership researchers James M. <span data-scayt_word="Kouzes" data-scaytid="2">Kouzes</span> and Barry Z. Posner in their bestselling book, <em>The Leadership Challenge</em>. In the previous two parts, we learnt how the first six commitments can help leaders to model the way, inspire a shared vision, and challenge the process. In Part 3 here, let us consider how the final four commitments can enable others to act, and encourage the heart.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Note: You may like to read or re-read <a href="http://invictusleader.com/home/solutions-lead/lead-articles/130-the-10-commitments-of-exemplary-leadership-part-1-of-3"><em>Part 1</em></a> and/or <a href="http://www.invictusleader.com/home/solutions-lead/lead-articles/131-the-10-commitments-of-exemplary-leadership-part-2-of-3"><em>Part 2</em></a>.]</div>\r\n<div style="text-align: justify;" />\r\n ', 'inherit', 'open', 'open', '', '3959-revision', '', '', '2013-01-30 00:00:00', '2013-01-30 00:00:00', '', 3959, 'http://invictusleader.com/home/?p=4144', 0, 'revision', '', 0),
(4145, 1, '2013-01-25 00:16:07', '2013-01-25 00:16:07', '<p>\r\n test</p>\r\n<p>\r\n <img alt="" src="images/stories/exabytes.jpg" /></p>', 'test', '', 'inherit', 'open', 'open', '', '3962-revision', '', '', '2013-01-25 00:16:07', '2013-01-25 00:16:07', '', 3962, 'http://invictusleader.com/home/?p=4145', 0, 'revision', '', 0),
(4146, 1, '2013-01-23 17:52:05', '2013-01-23 17:52:05', '\r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Myth No. 1: “Creativity Comes From Creative Types”</strong></span></div>\r\n<div>\r\n The million-dollar question for employers and human resource personnel is: Are creative people born or made?</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n In the fields of psychology and management, researchers believe that traits such as <strong>ambiguity tolerance </strong>(AT) and <strong>intolerance to conformity</strong> are associated with creativity. Unfortunately, these traits are hard to pinpoint and tend to be non-transferable across situations.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Creativity is a <strong>cognitive process</strong>, and since we are born with cognition, all of us are able to produce novel, beneficial and diverse ideas, thereby adding value to the whole creative value chain in the organizational context. Stereotyping individuals into those who “look creative” and those who “don’t look creative” would do great disservice to your pool of human capital. That is why discerning leaders understand that there is no such thing as an uncreative person!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Anyone with average intelligence is capable of producing creative work, so instead of limiting creativity to a select group only, leaders should give everyone – from the junior staff to the senior ones, across all departments – equal opportunity to exercise their creativity. But why is this not happening adequately in organizations?</div>\r\n<div style="text-align: justify;">\r\n <br />\r\n In my view, one of the main reasons why organizations fail to fully tap into the creative potential of their employees is because the concept of creativity is so broad that they do not know where to begin or what to begin with.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n To help us understand creativity a little more, I find the <span data-scayt_word="4C" data-scaytid="27">4C</span> Model of Creativity by James C. Kaufman and Ron A. <span data-scayt_word="Beghetto" data-scaytid="28">Beghetto</span> to be useful. The <span data-scayt_word="4Cs" data-scaytid="29">4Cs</span> are as follows:</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (a)<strong> <em>mini-c</em></strong> ("transformative learning" which involves "personally meaningful interpretations of experiences, actions and insights"); </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (b) <strong><em>little-c</em> </strong>(everyday problem solving and creative expression); </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (c) <strong><em>Pro-C </em></strong>(demonstrated by those who are professionally or vocationally creative but not necessarily eminent); and </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (d) <strong><em>Big-C</em></strong> (creativity that is considered eminent in the related field).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n By recognizing the different forms of creativity, leaders can appreciate where the creative strengths of their people are found, and are thus better prepared to coach them accordingly.</div>\r\n<div style="text-align: justify;">\r\n <br />\r\n <span style="color:#000080;"><strong>Removing barriers</strong></span></div>\r\n<div style="text-align: justify;">\r\n From my observation, the top two barriers to creativity are rigidity (<strong>organizational element</strong>) and insecurity (<strong>human element</strong>). The first barrier refers to the rigid rules and structures that organizations consciously and unconsciously impose upon their staff, compelling employees to conform to traditional practices rather than exploring alternative possibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The second barrier consists of the hidden personal issues that people <span data-scayt_word="harbour" data-scaytid="30">harbour</span>, especially the plethora of fears that stem from their own insecurity. These include the fear of violating standards, fear of failure, fear of rejection and so on.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n To help overcome the impediments to creativity, facilitating workshops on personal leadership, creativity and innovation, supplemented by executive coaching, is critical and effective. Leaders can be coached to inspire and engage their employees, while employees can be coached to become more self-driven and to persevere in what they are passionate about. Only then will creativity flourish in organizations and lead to meaningful innovation, even in the toughest times.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <em>To be continued in Part 2 </em></div>', 'The 6 Myths of Creativity in Organizations: The 1st Myth - "Creativity Comes From Creative Types" (Part 1 of 6)', '<p>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="18">Elangkoh</span></p>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="font-size:16px;"><span style="color: rgb(128, 0, 0);"><em><strong><span style="font-family: ''comic sans ms'', cursive;">“<span style="font-size:18px;">There is no such thing as an uncreative person.”</span></span></strong></em></span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="font-size:16px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="19">Elangkoh</span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Why creativity?</strong></span></div>\r\n<div style="text-align: justify;">\r\n Very little of what is really pushing forward the frontiers of human <span data-scayt_word="endeavour" data-scaytid="20">endeavour</span> and innovation can be achieved without significant creativity, asserts Teresa <span data-scayt_word="Amabile" data-scaytid="21">Amabile</span>, a professor of business administration at Harvard Business School. That is why <span data-scayt_word="Amabile" data-scaytid="22">Amabile</span> identifies creativity as one of the main driving forces of human progress.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Creativity in the wild</strong></span></div>\r\n<div>\r\n In the <span data-scayt_word="1990s" data-scaytid="23">1990s</span>, <span data-scayt_word="Amabile" data-scaytid="24">Amabile</span>, who has over 30 years of research experience, came up with a very creative way to study creativity.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n With the support of an extensive team, she analyzed almost 12,000 daily journal entries from 238 research respondents who were working on creative projects in seven companies in consumer products, high-tech and chemical industries. The research respondents were initially not informed about the purpose of the study; they were merely asked to describe their work and work environment every day during the research period. Unknown to them, <span data-scayt_word="Amabile" data-scaytid="25">Amabile</span> was looking out for moments when people grappled with an issue or came up with a breakthrough; a process she called “creativity in the wild”.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n The findings of her study dispelled some of the common longstanding myths about creativity that had inadvertently led to untapped potential, poorly matched responsibilities and stressed-out employees. <span data-scayt_word="Amabile" data-scaytid="26">Amabile</span> inferred six myths of creativity from her study, as follows:</div>\r\n<div>\r\n </div>\r\n<div>\r\n 1. Creativity Comes From Creative Types</div>\r\n<div>\r\n 2. Money Is a Creativity Motivator</div>\r\n<div>\r\n 3. Time Pressure Fuels Creativity</div>\r\n<div>\r\n 4. Fear Forces Breakthroughs</div>\r\n<div>\r\n 5. Competition Beats Collaboration</div>\r\n<div>\r\n 6. A Streamlined Organization Is a Creative Organization</div>\r\n<div>\r\n </div>\r\n<div>\r\n This article, the first in a series of six articles, will focus on the first myth.</div>\r\n<div />\r\n ', 'inherit', 'open', 'open', '', '3961-revision', '', '', '2013-01-23 17:52:05', '2013-01-23 17:52:05', '', 3961, 'http://invictusleader.com/home/?p=4146', 0, 'revision', '', 0);
INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(4147, 1, '2013-01-23 17:42:19', '2013-01-23 17:42:19', '<div>\r\n <br />\r\n <img src="http://t3.gstatic.com/images?q=tbn:ANd9GcSLrrdpakg3yXF4BO0kDNgnhrGhYCOIzq1-o9Xr9WsPGNNTE8i-MUSnuPESgQ" style="float: right; width: 100px; height: 150px; margin-left: 8px; margin-right: 8px;" /></div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim <span data-scayt_word="Keng" data-scaytid="1">Keng</span> <span data-scayt_word="Yaik’s" data-scaytid="2">Yaik’s</span> 40 years of public service began in 1968 after he received his medical qualification from Queen’s University Belfast in Northern Ireland and <span data-scayt_word="practised" data-scaytid="3">practised</span> medicine for a brief period. He was the Minister of Primary Industries from 1986 to 2004, and the Minister of Energy, Water & Communications from 2004 till his retirement from politics in 2008.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Most Malaysians know Tun Dr Lim best as the inimitable, long-serving President of <span data-scayt_word="Parti" data-scaytid="4">Parti</span> <span data-scayt_word="Gerakan" data-scaytid="5">Gerakan</span> <span data-scayt_word="Rakyat" data-scaytid="6">Rakyat</span> Malaysia, the third largest component party of the ruling coalition, from 1980 to 2007. In 2011, Tun Dr Lim was appointed the second Chancellor of <span data-scayt_word="Wawasan" data-scaytid="7">Wawasan</span> Open University. He also held the distinction of being among the handful of Chinese Malaysians who had been conferred the title “Tun” – arguably, the nation’s most prestigious award – by the Yang <span data-scayt_word="DiPertuan" data-scaytid="8">DiPertuan</span> <span data-scayt_word="Agong" data-scaytid="9">Agong</span> (King of Malaysia).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim will always be known for his trademark blend of bold <span data-scayt_word="candour" data-scaytid="10">candour</span>, ardent <span data-scayt_word="fervour" data-scaytid="11">fervour</span> and strong character. While many Malaysian leaders choose the common road of compliance and conventionality, Tun Dr Lim opted for the road less <span data-scayt_word="travelled" data-scaytid="12">travelled</span>.</div>\r\n<div />\r\n \r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong><span data-scayt_word="Candour" data-scaytid="14">Candour</span></strong></div>\r\n<div style="text-align: justify;">\r\n Though some might have considered Tun Dr Lim to be brash, others appreciated his forthrightness. His <span data-scayt_word="candour" data-scaytid="13">candour</span> was demonstrated in different forms – as down-to-earth <span data-scayt_word="humour" data-scaytid="16">humour</span> to connect with the ordinary folk, as a cutting-edge source of information to journalists, and as razor-sharp wit to slice through any bureaucratic hogwash. He spoke off-the-cuff from the heart, with no censorship or curry <span data-scayt_word="favouring" data-scaytid="17">favouring</span>. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n In Malaysian politics, it is not uncommon for members of the Opposition to be outspoken, while members of the ruling party quietly toe the line. That is why Tun Dr Lim will always be remembered for being one of the rare voices within the ruling party who dared to speak up against Government policies if he felt that they were detrimental to the people’s well-being. This was especially true during the tenure of former Prime Minister Tun Dr <span data-scayt_word="Mahathir" data-scaytid="21">Mahathir</span> <span data-scayt_word="Mohamad" data-scaytid="22">Mohamad</span> whose Cabinet ministers were perceived to be “docile and submissive”<sup>1</sup>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Even leaders from the other side of the political divide concede that Tun Dr Lim was a man of bold <span data-scayt_word="candour" data-scaytid="18">candour</span>. Nicknamed <em>saw <span data-scayt_word="chai" data-scaytid="23">chai</span> <span data-scayt_word="yee" data-scaytid="24">yee</span> <span data-scayt_word="sheng" data-scaytid="25">sheng</span></em> (a Cantonese term meaning “comical doctor”) by his friends for his hilarious remarks and gestures, Tun Dr Lim was naturally adept at weaving <span data-scayt_word="humour" data-scaytid="20">humour</span> into the most serious of issues. Deep down he was more than just a jovial personality; he was a shrewd leader who was very comfortable the way he was.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong><span data-scayt_word="Fervour" data-scaytid="27">Fervour</span></strong></div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim was fervent in his work, which was evident from his in-depth knowledge of the country’s commodities, plantations and utilities. He knew his facts and figures like the back of his hand. No question from any colleague, counterpart or journalist was too daunting for him. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n As the Minister in charge of the country’s plantation industries and commodities for almost 20 years, the astute negotiator was instrumental in not only looking after the welfare of local <span data-scayt_word="smallholders" data-scaytid="29">smallholders</span>, but also in propping up global rubber prices during the market crash in 1999 and popularizing palm oil throughout the world. His contribution towards Malaysia’s transition from an agro-based nation to an industrialized one was significant.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Overseeing the energy, water and communications ministry in the years before his retirement, Tun Dr Lim had helped to restructure the fragmented water industry, and was even so resolute as to warn the telecommunications industry captains to shape up.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n When it came to work ethic, Tun Dr Lim was exacting. The fiery orator would not hesitate to reprimand slacking officials for their sub-par performance whenever the need arose, even if it meant doing so in the presence of others.<sup>2</sup> His conviction for maintaining standards was reflective of his own commitment to the same standards that he held others accountable for.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Character</strong></div>\r\n<div style="text-align: justify;">\r\n Beneath Tun Dr Lim’s so-called forceful <span data-scayt_word="demeanour" data-scaytid="30">demeanour</span> was a character that was conscientious and concerned about the people he was serving. What had shaped his character was in no small part due to his experience living in a boarding school since he was seven years of age. Leaving home at such a young age, Tun Dr Lim experienced tremendous character building. He learnt how to be independent, to socialize, to forge meaningful ties with others, to live harmoniously in a multiracial community, and to consider the needs of others instead of being <span data-scayt_word="self-centred" data-scaytid="31">self-centred</span>. This growth and development process would have a significant positive impact on his political perspective later on in life.<sup>3</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Though departed, the courageous and humorous voice of Tun Dr Lim will always remain in our memories. May his lively example of leadership continue to live on in the leaders after him; may the way he wielded his oratorical skills to deliver his core message inspire us to be unwavering in the worthy cause we stand for.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div>\r\n <strong>References</strong></div>\r\n<div>\r\n 1. <a href="http://www.themalaysianinsider.com/litee/malaysia/article/keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour">http://www.themalaysianinsider.com/<span data-scayt_word="litee" data-scaytid="32">litee</span>/<span data-scayt_word="malaysia" data-scaytid="33">malaysia</span>/article/<span data-scayt_word="keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour" data-scaytid="34">keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour</span></a></div>\r\n<div>\r\n </div>\r\n<div>\r\n 2. <a href="http://www.nst.com.my/opinion/editorial/a-razor-wit-who-cared-1.190323">http://www.nst.com.my/opinion/editorial/a-razor-wit-who-cared-1.190323</a></div>\r\n<div>\r\n </div>\r\n<div>\r\n 3. <a href="http://www.thenutgraph.com/lim-keng-yaik-a-malaysia-of-floating-dichotomies">http://www.thenutgraph.com/<span data-scayt_word="lim-keng-yaik-a-malaysia-of-floating-dichotomies" data-scaytid="35">lim-keng-yaik-a-malaysia-of-floating-dichotomies</span></a></div>', 'Taking the Road Less Travelled: A Tribute to Tun Dr Lim Keng Yaik (8 April 1939–22 December 2012), Leader with Candour, Fervour and Character', '', 'inherit', 'open', 'open', '', '4135-revision', '', '', '2013-01-23 17:42:19', '2013-01-23 17:42:19', '', 4135, 'http://invictusleader.com/home/?p=4147', 0, 'revision', '', 0),
(4148, 1, '2013-01-23 17:42:19', '2013-01-23 17:42:19', '\r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong><span data-scayt_word="Candour" data-scaytid="14">Candour</span></strong></div>\r\n<div style="text-align: justify;">\r\n Though some might have considered Tun Dr Lim to be brash, others appreciated his forthrightness. His <span data-scayt_word="candour" data-scaytid="13">candour</span> was demonstrated in different forms – as down-to-earth <span data-scayt_word="humour" data-scaytid="16">humour</span> to connect with the ordinary folk, as a cutting-edge source of information to journalists, and as razor-sharp wit to slice through any bureaucratic hogwash. He spoke off-the-cuff from the heart, with no censorship or curry <span data-scayt_word="favouring" data-scaytid="17">favouring</span>. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n In Malaysian politics, it is not uncommon for members of the Opposition to be outspoken, while members of the ruling party quietly toe the line. That is why Tun Dr Lim will always be remembered for being one of the rare voices within the ruling party who dared to speak up against Government policies if he felt that they were detrimental to the people’s well-being. This was especially true during the tenure of former Prime Minister Tun Dr <span data-scayt_word="Mahathir" data-scaytid="21">Mahathir</span> <span data-scayt_word="Mohamad" data-scaytid="22">Mohamad</span> whose Cabinet ministers were perceived to be “docile and submissive”<sup>1</sup>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Even leaders from the other side of the political divide concede that Tun Dr Lim was a man of bold <span data-scayt_word="candour" data-scaytid="18">candour</span>. Nicknamed <em>saw <span data-scayt_word="chai" data-scaytid="23">chai</span> <span data-scayt_word="yee" data-scaytid="24">yee</span> <span data-scayt_word="sheng" data-scaytid="25">sheng</span></em> (a Cantonese term meaning “comical doctor”) by his friends for his hilarious remarks and gestures, Tun Dr Lim was naturally adept at weaving <span data-scayt_word="humour" data-scaytid="20">humour</span> into the most serious of issues. Deep down he was more than just a jovial personality; he was a shrewd leader who was very comfortable the way he was.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong><span data-scayt_word="Fervour" data-scaytid="27">Fervour</span></strong></div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim was fervent in his work, which was evident from his in-depth knowledge of the country’s commodities, plantations and utilities. He knew his facts and figures like the back of his hand. No question from any colleague, counterpart or journalist was too daunting for him. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n As the Minister in charge of the country’s plantation industries and commodities for almost 20 years, the astute negotiator was instrumental in not only looking after the welfare of local <span data-scayt_word="smallholders" data-scaytid="29">smallholders</span>, but also in propping up global rubber prices during the market crash in 1999 and popularizing palm oil throughout the world. His contribution towards Malaysia’s transition from an agro-based nation to an industrialized one was significant.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Overseeing the energy, water and communications ministry in the years before his retirement, Tun Dr Lim had helped to restructure the fragmented water industry, and was even so resolute as to warn the telecommunications industry captains to shape up.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n When it came to work ethic, Tun Dr Lim was exacting. The fiery orator would not hesitate to reprimand slacking officials for their sub-par performance whenever the need arose, even if it meant doing so in the presence of others.<sup>2</sup> His conviction for maintaining standards was reflective of his own commitment to the same standards that he held others accountable for.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Character</strong></div>\r\n<div style="text-align: justify;">\r\n Beneath Tun Dr Lim’s so-called forceful <span data-scayt_word="demeanour" data-scaytid="30">demeanour</span> was a character that was conscientious and concerned about the people he was serving. What had shaped his character was in no small part due to his experience living in a boarding school since he was seven years of age. Leaving home at such a young age, Tun Dr Lim experienced tremendous character building. He learnt how to be independent, to socialize, to forge meaningful ties with others, to live harmoniously in a multiracial community, and to consider the needs of others instead of being <span data-scayt_word="self-centred" data-scaytid="31">self-centred</span>. This growth and development process would have a significant positive impact on his political perspective later on in life.<sup>3</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Though departed, the courageous and humorous voice of Tun Dr Lim will always remain in our memories. May his lively example of leadership continue to live on in the leaders after him; may the way he wielded his oratorical skills to deliver his core message inspire us to be unwavering in the worthy cause we stand for.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div>\r\n <strong>References</strong></div>\r\n<div>\r\n 1. <a href="http://www.themalaysianinsider.com/litee/malaysia/article/keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour">http://www.themalaysianinsider.com/<span data-scayt_word="litee" data-scaytid="32">litee</span>/<span data-scayt_word="malaysia" data-scaytid="33">malaysia</span>/article/<span data-scayt_word="keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour" data-scaytid="34">keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour</span></a></div>\r\n<div>\r\n </div>\r\n<div>\r\n 2. <a href="http://www.nst.com.my/opinion/editorial/a-razor-wit-who-cared-1.190323">http://www.nst.com.my/opinion/editorial/a-razor-wit-who-cared-1.190323</a></div>\r\n<div>\r\n </div>\r\n<div>\r\n 3. <a href="http://www.thenutgraph.com/lim-keng-yaik-a-malaysia-of-floating-dichotomies">http://www.thenutgraph.com/<span data-scayt_word="lim-keng-yaik-a-malaysia-of-floating-dichotomies" data-scaytid="35">lim-keng-yaik-a-malaysia-of-floating-dichotomies</span></a></div>', 'Taking the Road Less Travelled: A Tribute to Tun Dr Lim Keng Yaik (8 April 1939–22 December 2012), Leader with Candour, Fervour and Character', '<div>\r\n <br />\r\n <img src="http://t3.gstatic.com/images?q=tbn:ANd9GcSLrrdpakg3yXF4BO0kDNgnhrGhYCOIzq1-o9Xr9WsPGNNTE8i-MUSnuPESgQ" style="float: right; width: 100px; height: 150px; margin-left: 8px; margin-right: 8px;" /></div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim <span data-scayt_word="Keng" data-scaytid="1">Keng</span> <span data-scayt_word="Yaik’s" data-scaytid="2">Yaik’s</span> 40 years of public service began in 1968 after he received his medical qualification from Queen’s University Belfast in Northern Ireland and <span data-scayt_word="practised" data-scaytid="3">practised</span> medicine for a brief period. He was the Minister of Primary Industries from 1986 to 2004, and the Minister of Energy, Water & Communications from 2004 till his retirement from politics in 2008.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Most Malaysians know Tun Dr Lim best as the inimitable, long-serving President of <span data-scayt_word="Parti" data-scaytid="4">Parti</span> <span data-scayt_word="Gerakan" data-scaytid="5">Gerakan</span> <span data-scayt_word="Rakyat" data-scaytid="6">Rakyat</span> Malaysia, the third largest component party of the ruling coalition, from 1980 to 2007. In 2011, Tun Dr Lim was appointed the second Chancellor of <span data-scayt_word="Wawasan" data-scaytid="7">Wawasan</span> Open University. He also held the distinction of being among the handful of Chinese Malaysians who had been conferred the title “Tun” – arguably, the nation’s most prestigious award – by the Yang <span data-scayt_word="DiPertuan" data-scaytid="8">DiPertuan</span> <span data-scayt_word="Agong" data-scaytid="9">Agong</span> (King of Malaysia).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim will always be known for his trademark blend of bold <span data-scayt_word="candour" data-scaytid="10">candour</span>, ardent <span data-scayt_word="fervour" data-scaytid="11">fervour</span> and strong character. While many Malaysian leaders choose the common road of compliance and conventionality, Tun Dr Lim opted for the road less <span data-scayt_word="travelled" data-scaytid="12">travelled</span>.</div>\r\n<div />\r\n ', 'inherit', 'open', 'open', '', '3960-revision', '', '', '2013-01-23 17:42:19', '2013-01-23 17:42:19', '', 3960, 'http://invictusleader.com/home/?p=4148', 0, 'revision', '', 0),
(4149, 1, '2012-12-06 15:15:23', '2012-12-06 15:15:23', '\r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 3: Challenge the process</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 5:</div>\r\n<div style="text-align: justify;">\r\n Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 6:</div>\r\n<div style="text-align: justify;">\r\n Experiment and take risks by constantly generating small wins and learning from experience.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Exemplary leaders are curious about how things could be done better and differently. However, challenging the status quo is often frowned upon by authorities especially in Asian cultures where they fear or perceive it to be an act of insubordination, which may negatively affect staff morale and disrupt company productivity. Worse still, the so-called insubordination could lead to public displays of dissatisfaction that not only stall their daily operations but also erode profitability and irreversibly tarnish their corporate image.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the other hand, corporations should realize that suppressing rebellion or insubordination might be applicable in exceptional cases such as battle zones, but are counterproductive in competitive corporate environments. Embrace thinking out of the box and celebrate diversity. When employees challenge the current process, consider it an opportunity to innovate and leap forward or upward. And don’t just wait for a crisis to happen before you are compelled to adopt an innovative mindset; <span data-scayt_word="practise" data-scaytid="3">practise</span> <span data-scayt_word="innovativeness" data-scaytid="4">innovativeness</span> even in times of non-crisis.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Furthermore, innovation doesn’t have to be something mind-boggling in order to qualify as innovation. It can be a small simple change that leads to a discernible change for the better. The rewards don’t have to be instant and abundant.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n If you look around, you find that even the humble <em><span data-scayt_word="cendol" data-scaytid="5">cendol</span></em> seller under the tree by the roadside has innovated. From merely selling the dessert alone, he has diversified or teamed up with the <em><span data-scayt_word="rojak" data-scaytid="6">rojak</span></em> seller to offer more variety to customers. In addition, enterprising restaurateurs have reinvented the humble <em><span data-scayt_word="cendol" data-scaytid="7">cendol</span></em> to be served in up-market eateries and five-star hotels by creatively enhancing the delicacy with non-traditional ingredients.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Therefore, be patient and continually experiment and refine your innovation. Reap the small harvests along the way as you work towards larger goals and outcomes. Never let the current small gains dissuade you from reaching the big gains later on.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;">(Note: <em><span data-scayt_word="Cendol" data-scaytid="9">Cendol</span></em> is a Malaysian dessert made up of shaved ice in coconut milk, palm sugar and green jelly-like strips of flour whose green <span data-scayt_word="colour" data-scaytid="10">colour</span> and light <span data-scayt_word="flavour" data-scaytid="11">flavour</span> comes from fragrant screw-pine leaves locally known as <em><span data-scayt_word="pandan" data-scaytid="12">pandan</span></em> leaves. <em><span data-scayt_word="Rojak" data-scaytid="13">Rojak</span></em> is a type of salad made primarily from raw local fruits topped with dark sauce and chopped nuts.)</span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>(To be concluded in Part 3)</em></div>', 'The 10 Commitments of Exemplary Leadership (Part 2 of 3)', '<p>\r\n <span style="text-align: justify;">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <input alt="alt" src="images/stories/ambro - asian lady.jpg" style="width: 188px; height: 125px; float: right; margin-left: 6px; margin-right: 6px;" type="image" />In our previous installment, <a href="http://invictusleader.com/home/solutions-lead/lead-articles/130-the-10-commitments-of-exemplary-leadership-part-1-of-3">Part 1</a> of this series, we discussed the first four out of ten commitments of exemplary leadership as espoused by renowned leadership researchers James M. <span data-scayt_word="Kouzes" data-scaytid="2">Kouzes</span> and Barry Z. Posner in their bestselling book, <em>The Leadership Challenge</em>, namely</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 1: Model the way</strong></div>\r\n<div style="text-align: justify;">\r\n Commitment 1:</div>\r\n<div style="text-align: justify;">\r\n Clarify values by finding your voice and affirming shared ideals.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 2:</div>\r\n<div style="text-align: justify;">\r\n Set the example by aligning actions with shared values.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 2: Inspire a shared vision</strong></div>\r\n<div style="text-align: justify;">\r\n Commitment 3:</div>\r\n<div style="text-align: justify;">\r\n Envision the future by imagining exciting and ennobling possibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 4:</div>\r\n<div style="text-align: justify;">\r\n Enlist others in a common vision by appealing to shared aspirations</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Note: If you have missed or would like to re-read Part 1, please <a href="http://invictusleader.com/home/solutions-lead/lead-articles/130-the-10-commitments-of-exemplary-leadership-part-1-of-3"><em>click here</em></a>.]</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Let us continue with another two commitments of exemplary leadership in this installment, which come under the third leadership practice, "Challenge the Process".</div>\r\n<div style="text-align: justify;" />\r\n ', 'inherit', 'open', 'open', '', '3958-revision', '', '', '2012-12-06 15:15:23', '2012-12-06 15:15:23', '', 3958, 'http://invictusleader.com/home/?p=4149', 0, 'revision', '', 0),
(4150, 1, '2012-12-06 14:52:03', '2012-12-06 14:52:03', '\r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n After conducting the survey on 75,000 people during a span of over 20 years, <span data-scayt_word="Kouzes" data-scaytid="5">Kouzes</span> and Posner derived the following list of leadership characteristics, in order of preference:</div>\r\n<ol>\r\n <li>\r\n <div>\r\n Honest</div>\r\n </li>\r\n <li>\r\n <div>\r\n Forward-looking</div>\r\n </li>\r\n <li>\r\n <div>\r\n Competent</div>\r\n </li>\r\n <li>\r\n <div>\r\n Inspiring</div>\r\n </li>\r\n <li>\r\n <div>\r\n Intelligent</div>\r\n </li>\r\n <li>\r\n <div>\r\n Fair-minded</div>\r\n </li>\r\n <li>\r\n <div>\r\n Broad-minded</div>\r\n </li>\r\n <li>\r\n <div>\r\n Supportive</div>\r\n </li>\r\n <li>\r\n <div>\r\n Straightforward</div>\r\n </li>\r\n <li>\r\n <div>\r\n Dependable</div>\r\n </li>\r\n <li>\r\n <div>\r\n Cooperative</div>\r\n </li>\r\n <li>\r\n <div>\r\n Determined</div>\r\n </li>\r\n <li>\r\n <div>\r\n Imaginative</div>\r\n </li>\r\n <li>\r\n <div>\r\n Ambitious</div>\r\n </li>\r\n <li>\r\n <div>\r\n Courageous</div>\r\n </li>\r\n <li>\r\n <div>\r\n Caring</div>\r\n </li>\r\n <li>\r\n <div>\r\n Mature</div>\r\n </li>\r\n <li>\r\n <div>\r\n Loyal</div>\r\n </li>\r\n <li>\r\n <div>\r\n Self-controlled</div>\r\n </li>\r\n <li>\r\n <div>\r\n Independent</div>\r\n </li>\r\n</ol>\r\n<div style="text-align: justify;">\r\n The list above is not meant to be a checklist per se. But it gives us insight into the kind of leaders we would like to have, the kind of leaders we ourselves ought to be, and the kind of leaders we aspire to develop from among our people.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Do you have what it takes to be an exemplary leader? Are you ready to be one?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Five Practices of Exemplary Leadership…preceded by Credibility</strong></div>\r\n<div style="text-align: justify;">\r\n For those who are willing and ready to accept the leadership challenge to be exemplary leaders, <span data-scayt_word="Kouzes" data-scaytid="11">Kouzes</span> and Posner prescribe five practices. With credibility as the essential basis of leadership (without credibility, nothing is believable!), the five practices are as follows:</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n o Model the Way</div>\r\n<div style="text-align: justify;">\r\n o Inspire a Shared Vision</div>\r\n<div style="text-align: justify;">\r\n o Challenge the Process</div>\r\n<div style="text-align: justify;">\r\n o Enable Others to Act</div>\r\n<div style="text-align: justify;">\r\n o Encourage the Heart.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The leader’s credibility arises from his or her integrity. It is an important foundation of leadership, not just because leadership gurus say so, but it is also evident from extensive on-the-ground research – notice how “Honesty” topped <span data-scayt_word="Kouzes’" data-scaytid="13">Kouzes’</span> and Posner’s list of desirable leadership characteristics mentioned earlier. Honesty is closely related to one’s integrity and credibility.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n To illustrate how the five practices may be incorporated into our leadership journey, <span data-scayt_word="Kouzes" data-scaytid="14">Kouzes</span> and Posner also outline two commitments that come with each practice, resulting in a total of ten commitments. </div>\r\n<div style="text-align: justify;">\r\n The 10 Commitments of Exemplary Leadership</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n While the 10 commandments are associated with a heavenly origin, the 10 commitments of exemplary leadership have more earthly implications. Consciously put the following commitments into practice and notice the impact it brings.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 1: Model the way</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 1:</div>\r\n<div style="text-align: justify;">\r\n Clarify values by finding your voice and affirming shared ideals.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 2:</div>\r\n<div style="text-align: justify;">\r\n Set the example by aligning actions with shared values.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Exemplary leadership demands that you become a <strong>role model </strong>yourself. People are constantly observing how you behave or act. To be able to withstand the merciless scrutiny of others without stumbling – especially that of your detractors who wish to see you fail – is no mean feat.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That’s why Commitment 1 is necessary – you need to be very certain of your own values first before you are strong enough to progress to Commitment 2 where you have to walk the talk and persevere despite pressures or temptations to compromise on your values. A well-known example in history is Mahatma Gandhi who has become the epitome of long-suffering yet effective leadership, and to whom the following quote is attributed: “Be the change you want to see in the world.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n You cannot expect others to be what you yourself are not willing to be. But once you win over your people with your clear stance of exemplary shared values, you will gain their loyal support and cooperation because as <span data-scayt_word="Kouzes" data-scaytid="17">Kouzes</span> and Posner wisely observed, <strong>“People follow the person, first, then the plan.”</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 2: Inspire a shared vision</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 3:</div>\r\n<div style="text-align: justify;">\r\n Envision the future by imagining exciting and ennobling possibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 4:</div>\r\n<div style="text-align: justify;">\r\n Enlist others in a common vision by appealing to shared aspirations</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n It’s great that you have a vision, but do others see it the way you do? Can they feel the excitement and rewarding outcomes? Exemplary leaders know how to communicate their vision so effectively that their people are able to take the vision as their own.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n At the same time, enlisting your people also means that you <strong>give them the necessary space and resources</strong> to realize the exciting shared vision ahead, instead of stifling them with unnecessary work stress such as office politics, internal bickering and lack of management support.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Look at Google, Apple and <span data-scayt_word="Zappos" data-scaytid="19">Zappos</span>: successful companies know how to <strong>inspire their people intrinsically</strong>, instead of merely sending a memo to compel employees to adopt the company’s vision. And by inspiring your people, I don’t mean organizing a one-off feel-good company trip or quarterly “rah-rah” sessions. You have to be sincere and consistent EVERY day in the way you inspire your staff.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>(To be continued in Part 2)</em></div>', 'The 10 Commitments of Exemplary Leadership (Part 1 of 3)', '<p>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <em>"Leadership is not about personality; it''s about <span data-scayt_word="behaviour" data-scaytid="2">behaviour</span>". </em></div>\r\n<div>\r\n <em> ~ <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Posner</em><br />\r\n </div>\r\n<div style="text-align: justify;">\r\n <input alt="alt" src="images/stories/balaraman - indian biz man.jpg" style="width: 178px; height: 118px; margin-left: 6px; margin-right: 6px; float: left;" type="image" /><br />\r\n There is a plethora of leadership adjectives that you could use to describe the different genres of leaders you know, such as transactional leadership, charismatic leadership and transformational leadership, to name a few. But among all these variations, <strong>which type of leadership is exemplary? Which would YOU willingly follow?</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Leadership gurus and authors of bestsellers including <em>The Leadership Challenge</em>, James M. <span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span> and Barry Z. Posner, developed a survey known as The Leadership Practices Inventory (<span data-scayt_word="LPI" data-scaytid="7">LPI</span>) to find out the exemplary characteristics that people desired their leaders to have. The <span data-scayt_word="LPI" data-scaytid="8">LPI</span> asked respondents to select from a list containing the common characteristics of leaders, the seven top ones that they looked for, admired and would <em>willingly </em>follow.</div>\r\n<div style="text-align: justify;" />\r\n ', 'inherit', 'open', 'open', '', '3957-revision', '', '', '2012-12-06 14:52:03', '2012-12-06 14:52:03', '', 3957, 'http://invictusleader.com/home/?p=4150', 0, 'revision', '', 0),
(4151, 1, '2012-11-15 00:00:00', '2012-11-15 00:00:00', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The truth is, we can’t. Bosses in today’s knowledge era should not embarrass themselves by trying to compel their staff to multitask because the latest scientific evidence against multitasking is freely accessible online. Tony Schwartz, who doesn’t believe in multitasking, says that one of the worst things a boss can do is to ask his staff to constantly look out for emails from him, even while they’re working on other things. [The irony is that some bosses detest us checking our phones while they speak during a meeting, but they do the same – in the name of multitasking – when others are speaking.]</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n Psychiatrist Dr Edward M. <span data-scayt_word="Hallowell" data-scaytid="3">Hallowell</span> describes multitasking as a “mythical activity in which people believe they can perform two or more tasks simultaneously as effectively as one.” Using our PCs as an analogy, <span data-scayt_word="neuro-psychologist" data-scaytid="4">neuro-psychologist</span> William <span data-scayt_word="Stixrud" data-scaytid="5">Stixrud</span>, PhD, points out that although you may have several screens open on your desktop, you are able to think about only one at a time. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Even without the scientific data at your disposal, deep down you must have sensed that multitasking was ineffective. Try reading and replying emails when listening to an audio presentation by Steven Covey. At best, you find yourself missing a few nuggets from Covey while completing your email message without event. At worst, you find that while you were immersed in Covey’s gems, you committed a cringe-worthy error in your email that will now be immortalized in cyberspace till Armageddon strikes.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Switches and bottlenecks</strong></div>\r\n<div style="text-align: justify; ">\r\n But what about the employee who happily listens to music while writing his report? Well, you can be sure that at any one specific time, his mind is either focused on the music or on the report, but not both. Though it may seem like he’s able to focus on both at once, in reality his brain merely switches back and forth between the two tasks. This "switching time" happens so quickly and unconsciously that most people don’t realize it happening. Nevertheless switching time, no matter how brief, still adds up. Researcher David Meyer, PhD, estimates that <strong>switching time could increase the duration taken to complete your primary task by an average of 25 percent.</strong></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Not only does it take longer to complete your tasks, the quality of at least one of the tasks will suffer. Meyer attests that <strong>more mistakes are made</strong> and the time taken therefore increases further – often even doubling – compared to if the tasks were done sequentially. The extra time is due to the brain’s natural compulsion to restart and refocus.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In addition, psychologist <span data-scayt_word="René" data-scaytid="6">René</span> <span data-scayt_word="Marois" data-scaytid="7">Marois</span>, PhD, has discovered that the brain exhibits what he calls a “<strong>response selection bottleneck</strong>” when performing several tasks at a time. Since the brain must decide which activity is most important, it takes up extra time.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In the field of learning and education, Richard E. Mayer, PhD, and Roxana Moreno, PhD, who have extensively studied the phenomenon of cognitive load in multimedia learning, concluded that it is difficult and <strong>most likely impossible to learn new information while multitasking.</strong> Furthermore, <span data-scayt_word="Reynol" data-scaytid="8">Reynol</span> Junco, D.Ed, and Shelia R. Cotton, PhD, who examined the effect of multitasking on academic success, found that <strong>students who multitasked more often reported more problems with their academic work</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Of course, there are scientists who believe that we can train our brains to multitask. However, the evidence for this is not conclusive. No doubt we can train people to perform simultaneous tasks more efficiently, but that’s because those people were totally unfamiliar with the tasks in the first place, hence significant improvement could easily be gained after training.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Further reading</strong></div>\r\n<div style="text-align: justify; ">\r\n If you wish to delve into the technicalities of multitasking, you might be interested to <span data-scayt_word="readThe" data-scaytid="9">read<em>The</em></span><em> Multitasking Mind </em>(Oxford University Press, 2010). The authors, Associate Professor Dario D. <span data-scayt_word="Salvucci" data-scaytid="10">Salvucci</span> and Professor <span data-scayt_word="Niels" data-scaytid="11">Niels</span> A. <span data-scayt_word="Taatgen" data-scaytid="12">Taatgen</span>, explain the meaning of <strong>concurrent multitasking</strong>(doing multiple tasks at once), <strong>sequential multitasking</strong> (interrupting and resuming tasks), and <strong>multitask skill acquisition</strong> (learning and <span data-scayt_word="practising" data-scaytid="18">practising</span> multiple tasks). The authors propose the <strong>Theory of Threaded Cognition</strong>, in which they posit that all tasks can operate in parallel, but that they have to share cognitive resources, which may be perceptual, motor or central. By combining the Theory of Threaded Cognition with ACT-R (Adaptive Control of Thought – Rational, a cognitive architecture developed by John Robert Anderson et al., 2004), <span data-scayt_word="Salvucci" data-scaytid="13">Salvucci</span> and <span data-scayt_word="Taatgen" data-scaytid="14">Taatgen</span> are able to predict whether there will be interference when two tasks are done together, or whether the two tasks can be combined without the need for extra coordination.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, do yourselves and your people a <span data-scayt_word="favour" data-scaytid="17">favour</span>: Unmask multitasking for its overrated claims, and don’t even use the word in the office unless you’re referring to the computer.</div>', 'The Myth of Multitasking', '<div>\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <em> “To do two things at once is to do neither.” </em></div>\r\n<div>\r\n ~ <span data-scayt_word="Publilius" data-scaytid="2">Publilius</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/bigstock_Multitasking_Business_Woman_28745030.jpg" style="width: 198px; height: 132px; margin-left: 6px; margin-right: 6px; float: right; " /></div>\r\n<div style="text-align: justify; ">\r\n There was a time in corporate history that bosses expected their staff to multitask. Multitasking was thought to be a desirable managerial competency. It was even a popular buzzword. After all, our human brains are superior to computers; so if computers can multitask, why can’t we?</div>\r\n<div />\r\n ', 'inherit', 'open', 'open', '', '3937-revision', '', '', '2012-11-15 00:00:00', '2012-11-15 00:00:00', '', 3937, 'http://invictusleader.com/home/?p=4151', 0, 'revision', '', 0);
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(4152, 1, '2012-10-24 05:31:17', '2012-10-24 05:31:17', '<h4>\r\n <strong>Tribute to Neil Alden Armstrong (1930-2012)</strong></h4>\r\n<div style="text-align: justify; ">\r\n <em>“Fate has ordained that the men who went to the moon to explore in peace will stay on the moon to rest in peace. . . In ancient days, men looked at the stars and saw their heroes in the constellations. In modern times, we do much the same, but our heroes are epic men of flesh and blood.”</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img src="http://www.themoralliberal.com/wp-content/uploads/2012/08/Neil-Armstrong-1969-Public-Domain-photo-235x300.jpg" style="float: right; height: 156px; width: 122px; margin-left: 10px; margin-right: 10px; " />The stakes were extremely high – human lives, top government dollars, and national reputation. Even a moving eulogy (as depicted in the excerpt above) was prepared in advance for President Richard Nixon to deliver, just in case the USA’s maiden mission to the moon failed.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n On the contrary, half a billion people who were glued to their black-and-white televisions that fateful 20 July 1969, witnessed Neil Armstrong planting his left foot on the moon''s surface and uttering his most famous quote, "That''s one small step for (a) man, one giant leap for mankind."</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n As we reflect on Armstrong’s life, we want to focus on his leadership attributes. There are many we can think of, but we shall use a befitting acronym, SPACE, to distill five selected attributes.</div>\r\n<div />\r\n \r\n</div>\r\n<div>\r\n </div>\r\n<h4>\r\n <strong>S – Service: Armstrong served a cause greater than himself.</strong></h4>\r\n<div style="text-align: justify; ">\r\n It would be inconceivable for any book on the history of the world to omit Armstrong’s stellar feat. Even before he was roped into the rigorous space and lunar programmes, Armstrong had already proven his mettle in the Korean War.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n His family described him as “a reluctant hero who always believed he was just doing his job.” In other words, he served a greater cause beyond himself. <em><strong>Fame was merely the price to pay, not the prize to play.</strong></em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Looking at the industry we work in, do we find many leaders today whom we can truly describe as serving a greater cause than their own selves?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>P – Passion: Armstrong had passion for what he did.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong’s passion for flying was evident from young. By the time he was 15, he could fly – even before he got his driver’s licence.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “He remained an advocate of aviation and exploration throughout his life and never lost his boyhood wonder of these pursuits,” Armstrong’s family stated in an official statement released upon his death.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n While Armstrong was pursuing engineering at Purdue University on a Navy scholarship, the Korean War erupted and interrupted his studies. Called to serve as a Navy fighter pilot, Armstrong flew a total of 78 combat missions, including one from which he was forced to eject. The hazards of flying did not quench his passion for soaring high.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n After his Navy stint, Armstrong returned to Purdue to immerse himself more earnestly in his passion for aeronautical engineering. His passion, coupled with dedication and hard work, earned him impressive grades that led to an illustrious career.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>What is the passion you have, which consumes you so much that you would dedicate your life to fulfilling it?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4 style="text-align: justify; ">\r\n <strong>A – Adventurous: Armstrong was adventurous, eager to learn and try out new things.</strong></h4>\r\n<div style="text-align: justify; ">\r\n The adventurous Armstrong yearned to be someone who contributed to making history. In an interview with his biographer, James R. Hansen, Armstrong revealed that when he was a freshman, he felt disappointed that Charles Yeager had already broken the sound barrier in flight, simply because he thought he had been born a generation "too late".</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But little did Armstrong know then that he himself was poised to make greater history! Armstrong not only became the first man to walk on the moon, but also had the distinction of being the first American civilian astronaut to fly in space when he commandeered Gemini 8 with his co-pilot, David R. Scott, in 1966.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>How many of us would dare to venture out beyond our comfort zone? How many of us are prepared for personal and organizational breakthroughs?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>C – Competent: Armstrong was competent in his field of expertise.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong’s contemporaries acknowledged that his engineering skills were outstanding. Fellow test pilot Milt Thompson hailed Armstrong as “the most technically capable of the early X-15 pilots.” Another colleague, Bill Dana, attested to Armstrong’s superior learning capabilities and photographic memory.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When faced with imminent danger, Armstrong was able to stay in control. His first journey into space in 1966 nearly ended in disaster, but Armstrong kept his cool and successfully steered the spacecraft home safely despite a malfunctioning thruster rocket that had spun out of control.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Do your colleagues and associates think you are competent? Are you competent enough to execute your responsibilities and to inspire others? </strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>E – Ethical: Armstrong had strong work ethics.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong demonstrated strong work ethics. After leaving the space programme, he was cautious not to do anything that might tarnish or undermine the monumental achievement he was linked to.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Despite having many opportunities to exploit his fame, Armstrong chose to stay in the background. He was not publicity hungry and rarely granted interviews. Instead, he remained gracious and humble, even feeling guilty that he had received all the acclaim for an effort that involved “…400,000 people to send him to the moon; thousands of the world’s best engineers, scientists, researchers, support staff, and even seamstresses who carefully stitched together the space suits required to withstand extreme temperatures,” a heartfelt sentiment of Armstrong that was reported by <a href="http://www.forbes.com/sites/carminegallo/2012/08/26/my-dinner-with-neil-armstrong/">Carmine Gallo at Forbes</a>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Do you practise good work ethics? Have you been the victim of poor work ethics? For example, how often has your idea or work been hijacked by a colleague who conveyed it the boss as his or her own, without giving you credit for your contribution?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding thoughts</strong></div>\r\n<div style="text-align: justify; ">\r\n How many leaders do you personally know who can stand up to the SPACE criteria? Though our leadership space may not span the heights that Armstrong scaled, the way we conduct ourselves in our space at the workplace and in society, is just as important. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n As our bashful SPACE man rests in peace in a different dimension, his lunar legacy will live on in our imagination, and constantly be re-lived through documentaries, encyclopaedias and countless publications. Farewell, Armstrong! Not even death can eclipse your achievements in life.</div>', 'Lessons from the SPACE man', '', 'inherit', 'open', 'open', '', '4134-revision', '', '', '2012-10-24 05:31:17', '2012-10-24 05:31:17', '', 4134, 'http://invictusleader.com/home/?p=4152', 0, 'revision', '', 0),
(4153, 1, '2012-10-24 05:31:17', '2012-10-24 05:31:17', '\r\n</div>\r\n<div>\r\n </div>\r\n<h4>\r\n <strong>S – Service: Armstrong served a cause greater than himself.</strong></h4>\r\n<div style="text-align: justify; ">\r\n It would be inconceivable for any book on the history of the world to omit Armstrong’s stellar feat. Even before he was roped into the rigorous space and lunar programmes, Armstrong had already proven his mettle in the Korean War.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n His family described him as “a reluctant hero who always believed he was just doing his job.” In other words, he served a greater cause beyond himself. <em><strong>Fame was merely the price to pay, not the prize to play.</strong></em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Looking at the industry we work in, do we find many leaders today whom we can truly describe as serving a greater cause than their own selves?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>P – Passion: Armstrong had passion for what he did.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong’s passion for flying was evident from young. By the time he was 15, he could fly – even before he got his driver’s licence.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “He remained an advocate of aviation and exploration throughout his life and never lost his boyhood wonder of these pursuits,” Armstrong’s family stated in an official statement released upon his death.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n While Armstrong was pursuing engineering at Purdue University on a Navy scholarship, the Korean War erupted and interrupted his studies. Called to serve as a Navy fighter pilot, Armstrong flew a total of 78 combat missions, including one from which he was forced to eject. The hazards of flying did not quench his passion for soaring high.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n After his Navy stint, Armstrong returned to Purdue to immerse himself more earnestly in his passion for aeronautical engineering. His passion, coupled with dedication and hard work, earned him impressive grades that led to an illustrious career.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>What is the passion you have, which consumes you so much that you would dedicate your life to fulfilling it?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4 style="text-align: justify; ">\r\n <strong>A – Adventurous: Armstrong was adventurous, eager to learn and try out new things.</strong></h4>\r\n<div style="text-align: justify; ">\r\n The adventurous Armstrong yearned to be someone who contributed to making history. In an interview with his biographer, James R. Hansen, Armstrong revealed that when he was a freshman, he felt disappointed that Charles Yeager had already broken the sound barrier in flight, simply because he thought he had been born a generation "too late".</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But little did Armstrong know then that he himself was poised to make greater history! Armstrong not only became the first man to walk on the moon, but also had the distinction of being the first American civilian astronaut to fly in space when he commandeered Gemini 8 with his co-pilot, David R. Scott, in 1966.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>How many of us would dare to venture out beyond our comfort zone? How many of us are prepared for personal and organizational breakthroughs?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>C – Competent: Armstrong was competent in his field of expertise.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong’s contemporaries acknowledged that his engineering skills were outstanding. Fellow test pilot Milt Thompson hailed Armstrong as “the most technically capable of the early X-15 pilots.” Another colleague, Bill Dana, attested to Armstrong’s superior learning capabilities and photographic memory.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When faced with imminent danger, Armstrong was able to stay in control. His first journey into space in 1966 nearly ended in disaster, but Armstrong kept his cool and successfully steered the spacecraft home safely despite a malfunctioning thruster rocket that had spun out of control.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Do your colleagues and associates think you are competent? Are you competent enough to execute your responsibilities and to inspire others? </strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>E – Ethical: Armstrong had strong work ethics.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong demonstrated strong work ethics. After leaving the space programme, he was cautious not to do anything that might tarnish or undermine the monumental achievement he was linked to.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Despite having many opportunities to exploit his fame, Armstrong chose to stay in the background. He was not publicity hungry and rarely granted interviews. Instead, he remained gracious and humble, even feeling guilty that he had received all the acclaim for an effort that involved “…400,000 people to send him to the moon; thousands of the world’s best engineers, scientists, researchers, support staff, and even seamstresses who carefully stitched together the space suits required to withstand extreme temperatures,” a heartfelt sentiment of Armstrong that was reported by <a href="http://www.forbes.com/sites/carminegallo/2012/08/26/my-dinner-with-neil-armstrong/">Carmine Gallo at Forbes</a>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Do you practise good work ethics? Have you been the victim of poor work ethics? For example, how often has your idea or work been hijacked by a colleague who conveyed it the boss as his or her own, without giving you credit for your contribution?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding thoughts</strong></div>\r\n<div style="text-align: justify; ">\r\n How many leaders do you personally know who can stand up to the SPACE criteria? Though our leadership space may not span the heights that Armstrong scaled, the way we conduct ourselves in our space at the workplace and in society, is just as important. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n As our bashful SPACE man rests in peace in a different dimension, his lunar legacy will live on in our imagination, and constantly be re-lived through documentaries, encyclopaedias and countless publications. Farewell, Armstrong! Not even death can eclipse your achievements in life.</div>', 'Lessons from the SPACE man', '<h4>\r\n <strong>Tribute to Neil Alden Armstrong (1930-2012)</strong></h4>\r\n<div style="text-align: justify; ">\r\n <em>“Fate has ordained that the men who went to the moon to explore in peace will stay on the moon to rest in peace. . . In ancient days, men looked at the stars and saw their heroes in the constellations. In modern times, we do much the same, but our heroes are epic men of flesh and blood.”</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img src="http://www.themoralliberal.com/wp-content/uploads/2012/08/Neil-Armstrong-1969-Public-Domain-photo-235x300.jpg" style="float: right; height: 156px; width: 122px; margin-left: 10px; margin-right: 10px; " />The stakes were extremely high – human lives, top government dollars, and national reputation. Even a moving eulogy (as depicted in the excerpt above) was prepared in advance for President Richard Nixon to deliver, just in case the USA’s maiden mission to the moon failed.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n On the contrary, half a billion people who were glued to their black-and-white televisions that fateful 20 July 1969, witnessed Neil Armstrong planting his left foot on the moon''s surface and uttering his most famous quote, "That''s one small step for (a) man, one giant leap for mankind."</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n As we reflect on Armstrong’s life, we want to focus on his leadership attributes. There are many we can think of, but we shall use a befitting acronym, SPACE, to distill five selected attributes.</div>\r\n<div />\r\n ', 'inherit', 'open', 'open', '', '3956-revision', '', '', '2012-10-24 05:31:17', '2012-10-24 05:31:17', '', 3956, 'http://invictusleader.com/home/?p=4153', 0, 'revision', '', 0),
(4154, 1, '2012-09-18 13:52:34', '2012-09-18 13:52:34', '\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <b><span style="font-family:Arial;color:#454545">S-T-A-R-S in action</span></b></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Through the right kind of rigorous coaching, the seeds of raw talent are nurtured into a power plant of strength, talent, agility, resilience and stamina (S-T-A-R-S) – both physically <i>and</i> mentally. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">When push comes to shove and with all other things being equal, the crucial deciding factor would be the ability to withstand the immense pressure of the moment in order to emerge victorious over not only our opponent but also the extenuating circumstances surrounding us. The “moment” we speak about could be a tiny fraction of a second, but it is one that constitutes a pivotal turning point of enormous consequence.</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Evidence that mental strength was a critical success factor came at least in part from the admission of China''s badminton head coach Li <span data-scayt_word="Yongbo" data-scaytid="4">Yongbo</span> that he had sat by the court while Lin was playing in the hope that his presence would pressurize Malaysia’s Lee. (Reference: </span><a href="http://www.chinadaily.com.cn/2012olympics/2012-08/06/content_15645846.htm">http://www.chinadaily.com.cn/<span data-scayt_word="2012olympics" data-scaytid="5">2012olympics</span>/2012-08/06/content_15645846.htm</a>) <span style="font-family:Arial">The use of such an off-court psychological tactic is an explicit acknowledgement of how important it is to possess strong mental prowess.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial;color:#454545"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">From a young age, Lin had been subjected to his nation’s extremely rigorous training regime. It was highly demanding, challenging and pressurizing, but as the saying goes, “Those who don’t die from it will come out stronger”. Lin was a true-blue graduate of such a system. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">When Lin butted his own head in a moment of frustration during the match, many thought he had lost his cool. On the contrary, he emerged more focused and more determined than before! It seemed as if the self-deprecating gesture was a wake-up call to draw deep from his innermost recesses of strength to persevere in the last decisive mile.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">We are not endorsing the same kind of training that Lin had undergone for the rest of us. Neither are we implying that their training is superior to ours or other types of training. Instead, the key message here is that coaching is important in building one’s mental STARS. We cite an example from the Olympics simply because it is a recent and memorable event, and it offers a very clear picture of the direct, tangible impact that mental STARS can have on one’s physical performance. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <b><span style="font-family:Arial">Written in Your STARS</span></b></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">In the corporate world, your mental STARS are very important because you are not only constantly assailed by office politics and business concerns on top of your own personal problems; but you are also at the mercy of the unpredictable economy and other macro factors beyond your control. It’s easy to lose focus and lose heart; that’s why your coach is an important ally in your journey of personal and professional development. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Remember – your success is written in your STARS.</span></div>', 'Coaching and Reaching for the STARS', '<p>\r\n <em style="text-align: justify; "><span style="font-family: Arial; font-style: normal; ">by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></span></em></p>\r\n<div style="text-align: justify; ">\r\n <em><span style="font-family: Arial; font-style: normal; "> </span></em></div>\r\n<div style="text-align: justify; ">\r\n <em><span style="font-family: Arial; ">"I absolutely believe that people, unless coached, never reach their maximum potential." </span></em></div>\r\n<div style="text-align: justify; ">\r\n <em><span style="font-family: Arial; "> ~ Bob <span data-scayt_word="Nardelli" data-scaytid="2">Nardelli</span> CEO, Home Depot</span></em></div>\r\n<div style="text-align: justify; ">\r\n <em><span style="font-size: 14pt; font-family: Arial; font-style: normal; "> </span></em></div>\r\n<div style="text-align: justify; ">\r\n <img src="http://apod.nasa.gov/apod/image/0402/ngc1569_hst_full.jpg" style="height: 138px; width: 160px; margin-left: 8px; margin-right: 8px; float: right;" /><span style="font-family: Arial; ">Throughout the London Olympics, a plethora of emotions were played out – from</span><span style="font-family: Arial; color: rgb(69, 69, 69); "> </span><span style="font-family: Arial; ">the agonizing disappointment and discontentment of the vanquished to the acute elation and exuberance of the victors. And long after the curtain had fallen on the epic event on 12 August 2012, the lessons of the Games live on.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">For many badminton lovers all over the world, the most exciting match had to be the grand finale on 5 August between <span data-scayt_word="Datuk" data-scaytid="3">Datuk</span> Lee Chong Wei of Malaysia and Lin Dan of China. It was a superb showdown between two of the greatest badminton players, but in the end there was room for only one winner regardless of how excellent both of them were.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">The million-dollar question that no one asked aloud was: In a situation where the prevalence of skills, experience and commitment was not an issue, what then made the difference between victory and otherwise?</span></div>\r\n', 'inherit', 'open', 'open', '', '3955-revision', '', '', '2012-09-18 13:52:34', '2012-09-18 13:52:34', '', 3955, 'http://invictusleader.com/home/?p=4154', 0, 'revision', '', 0),
(4155, 1, '2012-08-10 13:30:25', '2012-08-10 13:30:25', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="Kouzes" data-scaytid="9">Kouzes</span> and Posner express it succinctly when they declare that, “Learning is the master skill.” Indeed, without the will and ability to learn, we would remain unteachable and ignorant about many things.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n How then should we learn? Learning methods are boundless – some common ways of learning include reading, discussing case studies, experimenting with ideas, reflecting on our <span data-scayt_word="behaviour" data-scaytid="11">behaviour</span> and being coached. Many top trainers and coaches I know invest thousands of dollars and spend hours in personal learning, both formally and informally. They take courses and get qualifications, not for the sake of collecting accolades, but because they have a passion for learning and because as leaders who train and coach others, they need to be exemplary learners themselves.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But here’s a caveat: <strong>your mindset has a great impact on your <span data-scayt_word="“learnability”" data-scaytid="12">“learnability”</span></strong>. Your beliefs determine your propensity to learn and the learning outcomes. Unfortunately, some employees enter training and coaching sessions with the wrong mindset. They attend simply because their bosses have asked them to, and since they don’t pay for the courses, they don’t stand to lose any money in the event that they don’t gain anything from the whole exercise. Starting any course with a negative attitude is self-defeating and usually ends up as a self-fulfilling prophecy.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Learning involves deliberate practice. For musicians and <span data-scayt_word="sportspeople" data-scaytid="13">sportspeople</span>, that means hours of rigorous daily practice. For leaders, it includes not only the hands-on practice you get on-the-job, but also the simulated sessions you experience during training <span data-scayt_word="programmes" data-scaytid="14">programmes</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Another key takeaway is that throughout one’s learning, support and encouragement are vital. That is why having a coach and/or mentor is important.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In rounding up this truth, the adage that a chain is as strong as its weakest link, applies to leadership as well – <strong>you are as good as your weakest skill</strong>. But rest assured – all the skills you need to become a leader, are learnable.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 10: Leadership is an affair of the heart.</strong></div>\r\n<div style="text-align: justify; ">\r\n There is a certain elderly political figure from a national opposition party in Malaysia whom the people of his constituency respect and love, to the extent that they have unfailingly voted for him over the decades.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Why do they love him? They do so because this leader clearly loves his people, not so much through verbal declarations, but from his <span data-scayt_word="behaviour" data-scaytid="15">behaviour</span> and actions. He shows that he cares not for the riches which many others have gained from kickbacks or for the glory of fame and powerful titles, but he cares for the welfare of his people as evident from his extremely humble lifestyle and approachable <span data-scayt_word="demeanour" data-scaytid="18">demeanour</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#b22222;"><strong>Do you lead to be loved, or do you lead to love? </strong></span>Are you seeking to be a leadership legend or to leave a legacy of exemplary leadership that others may emulate to make the world a better place?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In closing, I would like to summarize the ninth and tenth truths in my own words: “To learn, to lead, and to love learning and leading, is what real leaders do.” Love your people and what you do for them and with them; they will feel it and return you the <span data-scayt_word="favour" data-scaytid="20">favour</span>. Better still, they extend that <span data-scayt_word="favour" data-scaytid="21">favour</span> to the entire community, setting off a chain reaction of positive values, <span data-scayt_word="behaviour" data-scaytid="19">behaviour</span> and leadership.</div>', 'Learn, Lead, Love', '<h4>\r\n <strong style="text-align: justify; ">Ten Time-Tested Truths about Leadership (Part 5, concluding our series):</strong></h4>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#b22222;"><strong><em>“To learn, to lead, and to love learning and leading, is what real leaders do.” </em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:10px;"><strong><em> </em></strong><span style="font-size:11px;">~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2" style="style">Elangkoh</span></span></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="Busy Clerk" src="http://www.publicdomainpictures.net/pictures/20000/nahled/busy-clerk.jpg" style="margin-left: 6px; margin-right: 6px; float: right; height: 188px; width: 125px; " />In the final part of our five-article series, we cover the ninth and tenth truths about leadership that are attributed to James M. <span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span> and Barry Z. Posner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Truth no. 1: YOU make a difference.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 3: Values drive commitment.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 4: Focusing on the future sets leaders apart</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 5: You can’t do it alone.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 6: Trust rules.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 7: Challenge is the crucible for greatness.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 8: You either lead by example or you don’t lead at all.</div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 9: The best leaders are the best learners.</strong></div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 10: Leadership is an affair of the heart.</strong></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Let us reflect on how these truths can apply to us.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 9: The best leaders are the best learners.</strong></div>\r\n<div style="text-align: justify; ">\r\n Wise are they who know that they don’t know; therefore they are willing to learn. Wise leaders know they may not be good enough for the next challenge, so they are eager to continuously improve themselves in order to excel.</div>\r\n<div style="text-align: justify; " />\r\n ', 'inherit', 'open', 'open', '', '3954-revision', '', '', '2012-08-10 13:30:25', '2012-08-10 13:30:25', '', 3954, 'http://invictusleader.com/home/?p=4155', 0, 'revision', '', 0),
(4156, 1, '2012-08-10 13:26:37', '2012-08-10 13:26:37', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n No person – whether a leader or otherwise – can improve himself or herself by keeping things unchanged. On the other hand, leaders desire change – whether gradual or disruptive and sudden – and welcome the challenges associated with such change.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Are you someone who sees a brick wall that traps you in, or do you see an opportunity to get past those walls, if not break them? Can you take charge of your people under adverse and uncertain conditions without buckling yourself? Are you resilient enough to bounce back higher and better from setbacks? Can you look beyond the present difficulties and envision the exciting possibilities that challenges can pose? Are you able to help your people transform successfully during various transitional stages?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Sounds like a tall order? Leadership is not an insurmountable calling. You have within you what it takes to be a leader. Whatever else you’re short of…those can be learned and developed. So, the truth of leadership is not out there. The truth is right here, inside of you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 8: You either lead by example or you don’t lead at all.</strong></div>\r\n<div style="text-align: justify; ">\r\n People want a leader whom they can follow with confidence. They need tangible evidence of leadership, that’s why they follow someone who models or exemplifies what they believe to be the right characteristics of a leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Have you ever wondered why in some countries, the citizens are pleased to have a monarchy? They respect and revere the monarch although he or she is merely a figurehead. In turn, the royal family attempts to be good role models to the monarch’s subjects through patriotic and charitable acts. The royal family understands that they are under constant public scrutiny and any inadvertent misstep might spell a public relations’ disaster for them.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n By nature, people yearn for a role model that they can look up to. Whether that role model is a member of royalty, a celebrity, a family member, a corporate leader etc., we tend to be inspired by other people’s positive <span data-scayt_word="behaviour" data-scaytid="4">behaviour</span> or actions. As children, we had a tendency to mimic the adults’ <span data-scayt_word="behaviour" data-scaytid="5">behaviour</span>; and even when we’re all grown up now, it’s not that much different! On the flip side, we are just as easily disillusioned by the inappropriate words or deeds of others.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Your <span data-scayt_word="behaviour" data-scaytid="6">behaviour</span> represents what’s inside of you; therefore, people are watching whether what you say and do is consistent with your values, as if looking out for an inspirational role model in whom they can place their confidence and entrust their future. As <span data-scayt_word="Kouzes" data-scaytid="7">Kouzes</span> and Posner aptly put it, “Quite often the greatest distance that leaders have to travel is the distance from their mouths to their feet.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Today, take some time to reflect on your <span data-scayt_word="behavioural" data-scaytid="10">behavioural</span> integrity – do you do what you say you will do? Do you have a feedback system that shows you where you have deviated or slipped? If you have not done well, do you take responsibility for your mistakes? Are you willing to change yourself first? Can you make sacrifices yourself before expecting others to do so too?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Remember, your <span data-scayt_word="behaviour" data-scaytid="13">behaviour</span> impacts the <span data-scayt_word="behaviour" data-scaytid="14">behaviour</span> of those around you. The humility to receive feedback and acknowledge your shortcomings will not only act as an antidote for pride and arrogance but also cultivate the seed capital for your long-term growth and development.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>(To be continued in Part 4)</em></div>', 'The Truth Is In Here', '<h4>\r\n <strong>Ten Time-Tested Truths about Leadership (Part 4 of 5): </strong></h4>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#a52a2a;"><strong><em>“Like precious metals, our leadership mettle </em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#a52a2a;"><strong><em>can be refined in the fire of challenges and change.”</em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In Part 4, the penultimate installment of our series, we shall consider the seventh and eighth truths about leadership that are advocated by James M. <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Z. Posner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Truth no. 1: YOU make a difference.<img alt="alt" src="images/stories/bigstock_Words_related_to_Change_23404436.jpg" style="width: 168px; height: 168px; margin-left: 6px; margin-right: 6px; float: right; " /></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 3: Values drive commitment.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 4: Focusing on the future sets leaders apart</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 5: You can’t do it alone.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 6: Trust rules.</div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 7: Challenge is the crucible for greatness.</strong></div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 8: You either lead by example or you don’t lead at all.</strong></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 9: The best leaders are the best learners.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 10: Leadership is an affair of the heart.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 7: Challenge is the crucible for greatness.</strong></div>\r\n<div style="text-align: justify; ">\r\n The seventh leadership truth concerns facing challenges and leading change. Just as gold is refined in a graphite crucible at an extremely high temperature to remove impurities, leaders of gold have endured the refiner’s fire in crucibles of challenges only to emerge stronger and wiser.</div>\r\n<div style="text-align: justify; " />\r\n ', 'inherit', 'open', 'open', '', '3953-revision', '', '', '2012-08-10 13:26:37', '2012-08-10 13:26:37', '', 3953, 'http://invictusleader.com/home/?p=4156', 0, 'revision', '', 0);
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(4157, 1, '2012-08-10 12:53:17', '2012-08-10 12:53:17', '\r\n </div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n To connect with people, leaders need exceptional listening skills and the ability to empathize with their people’s needs. Good leaders are in tune with what their people are going through, and are able to draw out the team’s common values and vision; consequently, this creates resonance within the team.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n In physics, we learn how resonance can be a very powerful force. The Tacoma Narrows Bridge over Puget Sound Washington collapsed in 1940 due to strong winds that caused resonance vibrations set up by strong winds acting on the bridge. Witness how the bridge’s solid concrete structure could wobble in the winds like a rubber band-like in this video footage at the following link:</div>\r\n <div style="text-align: justify; ">\r\n <a href="http://www.youtube.com/watch?v=P0Fi1VcbpAI&feature=player_embedded">http://www.youtube.com/watch?v=<span data-scayt_word="P0Fi1VcbpAI" data-scaytid="7">P0Fi1VcbpAI</span>&feature=player_embedded</a></div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n That is also why soldiers marching across bridges are advised to break step, i.e. not to march in united rhythm in order to avoid creating a strong force of resonance that could take the bridge down. At least two bridge collapses in history in 1831 (England) and 1850 (France) were attributed, at least in part, to soldiers marching in unison.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n When teams emit resonant harmonies, their productivity and effectiveness skyrocket – everyone becomes part of a powerful force; everyone is empowered. <span data-scayt_word="Kouzes" data-scaytid="8">Kouzes</span> and Posner don’t explicitly use the term “empower” but that’s what they mean when they assert that leaders should provide support and make others “feel strong and capable”.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n <strong>Truth no. 6: Trust rules.</strong></div>\r\n <div style="text-align: justify; ">\r\n Founder and CEO of Starbucks, Howard Schultz, once stated, “Trust the coffee and trust one another.” The aromatic essence of trust must have effectively percolated throughout Starbucks because we read that the company’s total net revenue increased 15% to <span data-scayt_word="USD32" data-scaytid="10">USD32</span> billion under the headline, “Starbucks Reports Record Second Quarter Fiscal 2012 Results” at <a href="http://investor.starbucks.com/phoenix.zhtml?c=99518&p=irol-newsArticle&ID=1688089&highlight=">http://investor.starbucks.com/phoenix.zhtml?c=99518&p=<span data-scayt_word="irol-newsArticle" data-scaytid="11">irol-newsArticle</span>&ID=1688089&highlight=</a></div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n Research findings indicate that high-trust organizations outperform low-trust organizations by an astonishing 286 percent (study by Watson Wyatt in 2002). No trust, no gain! Trust is king where performance is concerned.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n Are you a trustworthy leader? Do others trust you? Do you trust your team?</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n For trust to be meaningful, it must not only be pervasive, but it must also be lasting. Trust should not be a fragile framework that can easily crumble with backstabbing and gossip from the <span data-scayt_word="rumour" data-scaytid="12">rumour</span> mill. Instead, trust must be a bulwark that will withstand the pressures of harsh criticisms and misunderstood motives.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n In conclusion, I would like to summarize the sixth truth of leadership with the following expression: “The thrust of trust is relationships that last.”</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n <em>(To be continued in Part 4)</em></div>\r\n </div>\r\n</div>', 'In Team We Trust', '<h4>\r\n <strong>Ten Time-Tested Truths about Leadership (Part 3 of 5): </strong></h4>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#000080;"><strong><em>“The theme of leadership is a team that trusts;</em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#000080;"><strong><em>t</em><em>he thrust of trust is relationships that last.”</em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></span></div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <div style="text-align: start; ">\r\n <span style="text-align: justify; ">In Part 3 of our five-part series, we discuss the fifth and sixth truths about leadership, as espoused by James M. </span><span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span><span style="text-align: justify; "> and Barry Z. Posner.</span></div>\r\n</div>\r\n<p>\r\n <img alt="Four Figures" src="http://public-domain-photos.com/free-stock-photos-1-small/macros/four-figures.jpg" style="text-align: justify; float: right; margin-left: 6px; margin-right: 6px; height: 133px; width: 177px; " /></p>\r\n<div>\r\n <span style="text-align: justify; ">Truth no. 1: YOU make a difference.</span></div>\r\n<div>\r\n <div style="text-align: justify;">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n <div style="text-align: justify;">\r\n Truth no. 3: Values drive commitment.</div>\r\n <div style="text-align: justify;">\r\n Truth no. 4: Focusing on the future sets leaders apart</div>\r\n <div>\r\n <div>\r\n <strong style="text-align: justify; "><span data-scayt_word="Tr" data-scaytid="5">Tr</span></strong><strong style="text-align: justify; "><span data-scayt_word="uth" data-scaytid="6">uth</span> no. 5: You can’t do it alone.</strong></div>\r\n <div>\r\n <strong style="text-align: justify; ">Truth no. 6: Trust rules.</strong></div>\r\n <div style="text-align: justify; ">\r\n Truth no. 7: Challenge is the crucible for greatness.</div>\r\n <div style="text-align: justify; ">\r\n Truth no. 8: You either lead by example or you don’t lead at all.</div>\r\n <div style="text-align: justify; ">\r\n Truth no. 9: The best leaders are the best learners.</div>\r\n <div style="text-align: justify; ">\r\n Truth no. 10: Leadership is an affair of the heart.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n <strong>Truth no. 5: You can’t do it alone.</strong></div>\r\n <div style="text-align: justify; ">\r\n Leaders must cultivate a strong relationship with their people in order to achieve a formidable team that can take on gargantuan tasks. No leader can achieve much without their team. Their so-called personal best is actually the team’s best. There’s no individual glory in leadership. That’s why I support the fifth truth with my own adage that, “The theme of leadership is a team that trusts.”</div>\r\n <div style="text-align: justify; " />\r\n ', 'inherit', 'open', 'open', '', '3952-revision', '', '', '2012-08-10 12:53:17', '2012-08-10 12:53:17', '', 3952, 'http://invictusleader.com/home/?p=4157', 0, 'revision', '', 0),
(4158, 1, '2012-08-10 12:38:50', '2012-08-10 12:38:50', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Large organizations with hundreds or thousands of employees spend significant time and money to clarify their company’s core values. Some multinationals hire consultants for millions of dollars for such an exercise. Before joining any organization, it is normal for prospective employees to check out the company’s vision, mission and core values, to know if that is a place they would like to commit a sizeable portion of their professional lives to.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Similarly, you need to be certain of what your personal values are. You cannot expect anyone to follow you if you don’t represent anything of value. People don’t want to follow an empty shell; people want to follow a leader with substance.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n If you haven’t crystallized your personal values yet, then today is a good day to start reflecting on the matter. Find it too taxing? Or you have no time? I’d say those are rather lame excuses. After all, little inconveniences don’t prevent us from fulfilling our priorities in life such as organizing our child’s birthday party or planning a family holiday!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 4: Focusing on the future sets leaders apart.</strong></div>\r\n<div style="text-align: justify; ">\r\n Research findings by <span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span> and Posner reveal that only 27% of the respondents chose “forward-looking” as a preferred characteristic in a colleague, whereas 70% of the same sample of respondents selected “forward-looking” when it came to their leaders. The 43 percentage point gap is the biggest difference the researchers have come across among all the characteristics they surveyed for colleagues and leaders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What does that tell us? People want to be assured that there is a promising future ahead of them and that they can achieve it under the right leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n So, how do you sharpen your focus of the future?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Spend time today thinking about the future in order to have more time tomorrow, that’s what <span data-scayt_word="Kouzes" data-scaytid="6">Kouzes</span> and Posner advocate. From my experience, I find that thinking deeply and reflecting is one of the hardest things for people to do today. This is because people get so bogged down by the day-to-day demands of life that they think reflection is a waste of time, they feel too tired and cannot stay focused on the task, or they are just too fearful of coming to terms with their true selves. If leaders don’t resolve this shortcoming, I believe they are unwittingly jeopardizing their own leadership potential.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The reason you must invest adequate time and effort in thinking – though seemingly not “doing” anything – is because you want to be so well prepared that you will save heaps of time and opportunity costs in the future by doing things right the first time, if possible, all the time.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Another tip by <span data-scayt_word="Kouzes" data-scaytid="9">Kouzes</span> and Posner is to reflect on the past in order to plan better for the future. This doesn’t mean harping on past mistakes and filling your soul with the negative vibes of old wounds and regrets, but it surely means remembering valuable lessons from the past, as well as to remind yourselves of the areas that you have been passionate about.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n This truth is something that I would express as, “<strong>Hindsight produces the insight that produces your foresight.</strong>”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What does it take to be able to do the above? Well, you’ve got to have a lot of imagination and optimism – and that’s the kind of substance real leaders are made of.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>(To be continued in Part 3)</em></div>', 'Setting Your Sights Right', '<h4>\r\n <strong style="text-align: justify; ">Ten Time-Tested Truths about Leadership (Part 2 of 5):</strong></h4>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>“Hindsight produces the insight that produces your foresight.”</em></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In Part 2 here, we discuss the third and fourth truths about leadership, as espoused by James M. <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Z. Posner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Truth no. 1: YOU make a difference.<img src="http://ca.pbsstatic.com/l/40/3540/9780470633540.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 119px; height: 168px; " /></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 3: Values drive commitment.</strong></div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 4: Focusing on the future sets leaders apart</strong></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 5: You can’t do it alone.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 6: Trust rules.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 7: Challenge is the crucible for greatness.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 8: You either lead by example or you don’t lead at all.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 9: The best leaders are the best learners.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 10: Leadership is an affair of the heart.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 3: Values drive commitment.</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders cannot demand commitment from their people; they need to earn it. Your people want to know who and what they are “laying their lives down” for. They want to know your values – what you care about, why you care about those things and ultimately, why they ought to be following you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Who are you? What are your values?</div>\r\n<div style="text-align: justify; " />\r\n ', 'inherit', 'open', 'open', '', '3951-revision', '', '', '2012-08-10 12:38:50', '2012-08-10 12:38:50', '', 3951, 'http://invictusleader.com/home/?p=4158', 0, 'revision', '', 0),
(4159, 1, '2012-08-01 01:15:08', '2012-08-01 01:15:08', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Through their vast research, <span data-scayt_word="Kouzes" data-scaytid="8">Kouzes</span> and Posner have distilled these 10 time-tested truths that all leaders should understand despite the different circumstances they find themselves in. But a word of caution here: these leadership truths are neither a formula nor a shortcut; on the contrary, though the truths appear simple enough (“Oh, they sound familiar!” or “They seem like common sense to me!”), putting them into practice is much more complicated than you think. </span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Here are the 10 leadership truths at a glance:</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 1: YOU make a difference.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 2: Credibility is the foundation of leadership</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 3: Values drive commitment.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 4: Focusing on the future sets leaders apart</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 5: You can’t do it alone.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 6: Trust rules.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 7: Challenge is the crucible for greatness.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 8: You either lead by example or you don’t lead at all.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 9: The best leaders are the best learners.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 10: Leadership is an affair of the heart.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">In Part 1 here, we shall consider the first two truths. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<h4>\r\n <b><span style="font-family: Arial; ">Truth no. 1: YOU make a difference.</span></b></h4>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">The first revelation that must grip you is that you matter. It may sound presumptuous or self-seeking but the truth is, if you don’t even feel that you can make a difference, then you won’t!</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">So, in what way(s) do you matter? The short answer is your <span data-scayt_word="behaviour" data-scaytid="11">behaviour</span>.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "><span data-scayt_word="Kouzes" data-scaytid="10">Kouzes</span> and Posner’s conclude that leadership is not so much about <i>who</i> you are or <i>where</i> you are from, but about <b><i>what</i> you do</b>. From their research, a whopping 25% of the reason why people feel they could work more effectively is attributed to the leader’s <b><span data-scayt_word="behaviour" data-scaytid="13">behaviour</span></b>. On the other hand, a mere 1% of the reason is attributed to other factors: age, gender, ethnicity, nationality, education etc. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Take for instance, age. Even children can initiate a movement or campaign despite not having attained the legal age of maturity or the formal leadership titles that are normally bestowed upon adults only. There are ample stories in the media that attest to children taking the lead, for example, Melissa Poe of USA who founded Kids For A Clean Environment (Kids FACE) in 1989 as a fourth grader. More recently, we have role models such as <span data-scayt_word="Harnoor" data-scaytid="15">Harnoor</span> Gill, aged 14, a youth leader in Canada who has started a number of charitable initiatives and who promotes volunteerism among youths through his own extensive voluntary work. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Today, technology has enabled many forms of surveillance that can monitor your movements for security purposes. Even your PC has a special IP address that can track where you are located geographically and which websites you have visited. Yes, you are constantly being watched, but in more ways than one. Whether you like it or not, people are consciously or subconsciously observing you in terms of your leadership capabilities – or the lack thereof.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">These are the people in your immediate circle of influence, and those who come into contact with you: your family members, friends, colleagues, customers, suppliers, <span data-scayt_word="neighbours" data-scaytid="16">neighbours</span> et cetera. Although we may be influenced by someone distant such as a respected leader halfway across the globe, that individual’s influence is much less powerful than the influence of those who are physically around or close to us. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">That is why <span data-scayt_word="Kouzes" data-scaytid="17">Kouzes</span> and Posner assert that <b>leadership role models tend to be local</b>. You can make a difference to those around you. Whatever skills and abilities you have, that is what is needed for you to lead. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Therefore, ask yourself today: <b>Who do I impact with my leadership capability? What kind of impact do I have on them? What positive difference can I make to their lives?</b></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<h4>\r\n <b><span style="font-family: Arial; ">Truth no. 2: Credibility is the foundation of leadership.</span></b></h4>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Deep down, the second truth strikes a cord within us; it is so profound and so relevant – I call this the <b>truth that touches the masses</b>. Unfortunately, this truth has been tarnished and misrepresented so often that people have become disenchanted. Just recall: how many times have you felt incredulous when politicians sing about themselves being credible while derailing their opponents’ credibility, when incredibly, they themselves have hardly done anything of credit?</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "><span data-scayt_word="Kouzes" data-scaytid="19">Kouzes</span> and Posner define credibility as being honest, forward-looking, inspiring and competent, and attest that this admired leadership attribute has remained constant over three decades of their research. Many of us can relate honesty to credibility, but what about forward-looking, inspiring and competent?</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Forward-looking means possessing a <b>sense of direction</b> and being concerned about the future of the organization. An organization’s future is usually articulated in their vision and mission statement. But beyond articulation, people expect their leaders to be able to align the organization’s future with their own future hopes and dreams. In a nutshell, if you don’t show <b>concern for your people’s aspirations</b>, they will not find you credible enough to lead them.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">An inspiring leader is one who shares genuine enthusiasm, excitement and energy about the exciting possibilities ahead for his people. People don’t want to follow a sullen, pessimistic and negative leader who lacks the energy, hope and passion to lead them to the finish line. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">In short, the lesson here from <span data-scayt_word="Kouzes" data-scaytid="21">Kouzes</span> and Posner is, “Do What You Say You Will Do” (<span data-scayt_word="DWYSYWD" data-scaytid="24">DWYSYWD</span>). </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">The thought for you today is: <b>Do I have the credentials of credibility that cause people to willingly follow me? </b></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div>\r\n <i><span style="font-family: Arial; ">(To be continued in Part 2)</span></i></div>', 'Behaviour and Credibility', '<h4>\r\n <b><span style="font-family: Arial; ">Ten Time-Tested Truths about Leadership (Part 1 of 5):</span></b></h4>\r\n<div>\r\n <span style="font-family: Arial; ">by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="margin-left: 40px; ">\r\n <span class="apple-converted-space"><span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; "><span data-scayt_word="Kouzes" data-scaytid="2">Kouzes</span> & Posner : </span></span><span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; ">“I don’t know what you call something that’s been the same for 25 years, but. . .” </span></div>\r\n<div style="margin-left: 40px; ">\r\n <span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; "> </span></div>\r\n<div style="margin-left: 40px; ">\r\n <span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; ">Ken Blanchard : “I’d call it the truth!”</span></div>\r\n<div>\r\n <span style="font-family: Arial; "> </span></div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img src="http://svenonia.files.wordpress.com/2011/11/kouzesposner_320.jpg" style="float: right; margin-left: 10px; margin-right: 10px; height: 111px; width: 122px;" /><span style="font-family: Arial; text-align: justify; ">The above is an excerpt from an actual spontaneous conversation that influential leadership researchers James (Jim) M. <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Z. Posner had </span><span style="font-family: Arial; ">with Kenneth Blanchard, a renowned management and leadership author in his own right.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">On the surface, <i>The Truth About Leadership</i> (2010) by <span data-scayt_word="Kouzes" data-scaytid="5">Kouzes</span> and Posner, might seem like a rehash of their earlier works. But if you delve deeper, you find that this isn’t really the case because the authors have continued to diligently collect and study more data during the intervening years. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">With a cumulative total of 30 years of research in their lifetime so far, as well as over one million responses to their leadership assessment tool to date, <span data-scayt_word="Kouzes’" data-scaytid="7">Kouzes’</span> and Posner’s findings confirm some enduring truths about leadership, which are worth revisiting, perpetuating and evangelizing.</span></div>\r\n<div style="text-align: justify; " />\r\n ', 'inherit', 'open', 'open', '', '3950-revision', '', '', '2012-08-01 01:15:08', '2012-08-01 01:15:08', '', 3950, 'http://invictusleader.com/home/?p=4159', 0, 'revision', '', 0),
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(4162, 1, '2012-07-31 17:23:43', '2012-07-31 17:23:43', 'Quisque ligulas ipsum, euismod atras vulputate iltricies etri elit. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos. Nulla nunc dui, tristique in semper vel, congue sed ligula. Nam dolor ligula, faucibus id sodales in, auctor fringilla libero. Pellentesque pellentesque tempor tellus eget hendrerit. Morbi id aliquam ligula. Aliquam id dui sem. Proin rhoncus consequat nisl, eu ornare mauris tincidunt vitae.\n\nVestibulum sodales ante a purus volutpat euismod. Proin sodales quam nec ante sollicitudin lacinia. Ut egestas bibendum tempor. Morbi non nibh sit amet ligula blandit ullamcorper in nec risus. Pellentesque fringilla diam faucibus tortor bibendum vulputate. Etiam turpis urna, rhoncus et mattis ut, dapibus eu nunc. Nunc sed aliquet nisi. Nullam ut magna non lacus adipiscing volutpat. Aenean odio mauris, consectetur quis consequat quis, blandit a nunc. Sed orci erat, placerat ac interdum ut, suscipit eu augue. Nunc vitae mi tortor. Ut vel justo quis lectus elementum ullamcorper volutpat vel libero.\n\nDonec volutpat nibh sit amet libero ornare non laoreet arcu luctus. Donec id arcu quis mauris euismod placerat sit amet ut metus. Sed imperdiet fringilla sem eget euismod. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Pellentesque adipiscing, neque ut pulvinar tincidunt, est sem euismod odio, eu ullamcorper turpis nisl sit amet velit. Nullam vitae nibh odio, non scelerisque nibh. Vestibulum ut est augue, in varius purus.\n\nProin dictum lobortis justo at pretium. Nunc malesuada ante sit amet purus ornare pulvinar. Donec suscipit dignissim ipsum at euismod. Curabitur malesuada lorem sed metus adipiscing in vehicula quam commodo. Sed porttitor elementum elementum. Proin eu ligula eget leo consectetur sodales et non mauris. Lorem ipsum dolor sit amet, consectetur adipiscing elit.\n\nNunc tincidunt, elit non cursus euismod, lacus augue ornare metus, egestas imperdiet nulla nisl quis mauris. Suspendisse a pharetra urna. Morbi dui lectus, pharetra nec elementum eget, vulputate ut nisi. Aliquam accumsan, nulla sed feugiat vehicula, lacus justo semper libero, quis porttitor turpis odio sit amet ligula. Duis dapibus fermentum orci, nec malesuada libero vehicula ut. Integer sodales, urna eget interdum eleifend, nulla nibh laoreet nisl, quis dignissim mauris dolor eget mi. Donec at mauris enim. Duis nisi tellus, adipiscing a convallis quis, tristique vitae risus. Nullam molestie gravida lobortis. Proin ut nibh quis felis auctor ornare. Cras ultricies, nibh at mollis faucibus, justo eros porttitor mi, quis auctor lectus arcu sit amet nunc. Vivamus gravida vehicula arcu, vitae vulputate augue lacinia faucibus.\n\nUt porttitor euismod cursus. Mauris suscipit, turpis ut dapibus rhoncus, odio erat egestas orci, in sollicitudin enim erat id est. Sed auctor gravida arcu, nec fringilla orci aliquet ut. Nullam eu pretium purus. Maecenas fermentum posuere sem vel posuere. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Morbi ornare convallis lectus a faucibus. Praesent et urna turpis. Fusce tincidunt augue in velit tincidunt sed tempor felis porta. Nunc sodales, metus ut vestibulum ornare, est magna laoreet lectus, ut adipiscing massa odio sed turpis. In nec lorem porttitor urna consequat sagittis. Nullam eget elit ante. Pellentesque justo urna, semper nec faucibus sit amet, aliquam at mi. Maecenas eget diam nec mi dignissim pharetra.', 'Nullam Vitae Nibh Un Odiosters', '', 'inherit', 'open', 'open', '', '211-revision', '', '', '2012-07-31 17:23:43', '2012-07-31 17:23:43', '', 211, 'http://invictusleader.com/home/?p=4162', 0, 'revision', '', 0),
(4163, 1, '2012-07-31 17:23:05', '2012-07-31 17:23:05', 'Quisque ligula ipsum, euismod aturesit vulputate a, ultricies et elit. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos. Nulla nunc dui, tristique in semper vel, congue sed ligula. Nam dolor ligula, faucibus id sodales in, auctor fringilla libero. Pellentesque pellentesque tempor tellus eget hendrerit. Morbi id aliquam ligula. Aliquam id dui sem. Proin rhoncus consequat nisl, eu ornare mauris tincidunt vitae.\n\nVestibulum sodales ante a purus volutpat euismod. Proin sodales quam nec ante sollicitudin lacinia. Ut egestas bibendum tempor. Morbi non nibh sit amet ligula blandit ullamcorper in nec risus. Pellentesque fringilla diam faucibus tortor bibendum vulputate. Etiam turpis urna, rhoncus et mattis ut, dapibus eu nunc. Nunc sed aliquet nisi. Nullam ut magna non lacus adipiscing volutpat. Aenean odio mauris, consectetur quis consequat quis, blandit a nunc. Sed orci erat, placerat ac interdum ut, suscipit eu augue. Nunc vitae mi tortor. Ut vel justo quis lectus elementum ullamcorper volutpat vel libero.\n\nDonec volutpat nibh sit amet libero ornare non laoreet arcu luctus. Donec id arcu quis mauris euismod placerat sit amet ut metus. Sed imperdiet fringilla sem eget euismod. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Pellentesque adipiscing, neque ut pulvinar tincidunt, est sem euismod odio, eu ullamcorper turpis nisl sit amet velit. Nullam vitae nibh odio, non scelerisque nibh. Vestibulum ut est augue, in varius purus.\n\nProin dictum lobortis justo at pretium. Nunc malesuada ante sit amet purus ornare pulvinar. Donec suscipit dignissim ipsum at euismod. Curabitur malesuada lorem sed metus adipiscing in vehicula quam commodo. Sed porttitor elementum elementum. Proin eu ligula eget leo consectetur sodales et non mauris. Lorem ipsum dolor sit amet, consectetur adipiscing elit.\n\nNunc tincidunt, elit non cursus euismod, lacus augue ornare metus, egestas imperdiet nulla nisl quis mauris. Suspendisse a pharetra urna. Morbi dui lectus, pharetra nec elementum eget, vulputate ut nisi. Aliquam accumsan, nulla sed feugiat vehicula, lacus justo semper libero, quis porttitor turpis odio sit amet ligula. Duis dapibus fermentum orci, nec malesuada libero vehicula ut. Integer sodales, urna eget interdum eleifend, nulla nibh laoreet nisl, quis dignissim mauris dolor eget mi. Donec at mauris enim. Duis nisi tellus, adipiscing a convallis quis, tristique vitae risus. Nullam molestie gravida lobortis. Proin ut nibh quis felis auctor ornare. Cras ultricies, nibh at mollis faucibus, justo eros porttitor mi, quis auctor lectus arcu sit amet nunc. Vivamus gravida vehicula arcu, vitae vulputate augue lacinia faucibus.\n\nUt porttitor euismod cursus. Mauris suscipit, turpis ut dapibus rhoncus, odio erat egestas orci, in sollicitudin enim erat id est. Sed auctor gravida arcu, nec fringilla orci aliquet ut. Nullam eu pretium purus. Maecenas fermentum posuere sem vel posuere. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Morbi ornare convallis lectus a faucibus. Praesent et urna turpis. Fusce tincidunt augue in velit tincidunt sed tempor felis porta. Nunc sodales, metus ut vestibulum ornare, est magna laoreet lectus, ut adipiscing massa odio sed turpis. In nec lorem porttitor urna consequat sagittis. Nullam eget elit ante. Pellentesque justo urna, semper nec faucibus sit amet, aliquam at mi. Maecenas eget diam nec mi dignissim pharetra.', 'Proin Sodales Quam Nec Sollicit', '', 'inherit', 'open', 'open', '', '209-revision', '', '', '2012-07-31 17:23:05', '2012-07-31 17:23:05', '', 209, 'http://invictusleader.com/home/?p=4163', 0, 'revision', '', 0);
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(4169, 1, '2012-07-17 10:40:23', '2012-07-17 10:40:23', '<p>\r\n <em>"Remember, to learn and not to do is really not to learn.</em></p>\r\n<div>\r\n <em>To know and not to do is really not to know." </em></div>\r\n<div>\r\n <em> ~ Stephen R. Covey</em></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Stephen_R_Covey.jpg" style="width: 186px; height: 280px; float: right; margin: 5px 16px; " />We shall always remember <strong>Stephen R. Covey (24 October 1932–16 July 2012)</strong> as the man who brought us the “7 Habits” genre of value-centric personal development and leadership excellence. Covey’s bestseller, <em><strong>The 7 Habits of Highly Effective People</strong>, </em>which was first published in 1989, has sold over 25 million copies in 38 languages, including a <span data-scayt_word="15th" data-scaytid="1">15<sup>th</sup></span> anniversary edition released in 2004. In August 2011, <em>Time</em> magazine listed <em>The 7 Habits</em> as one of "The 25 Most Influential Business Management Books".</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Arguably, no other non-fiction book has generated so many title spin-offs and parodies – from 7 habits in various aspects of one’s lifestyle to 7 habits in areas of self-help – than Covey’s original <em>The 7 Habits</em> book. But beyond the adage that “Imitation is the best form of flattery”, the real measure of success is how powerfully Covey’s work has impacted others. It would not be far-fetched to say that the priceless essence of Covey’s “7 Habits” now inhabits the minds and hearts of millions around the world.</div>\r\n<div />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Other well-known books that Covey authored include <em>First Things First</em>, <em>Principle-Centered Leadership </em>and <em>The Seven Habits of Highly Effective Families</em>. In 2004, Covey released <em>The <span data-scayt_word="8th" data-scaytid="5">8<sup>th</sup></span> Habit</em> while in 2008, he released <em>The Leader In Me – How Schools and Parents Around the World Are Inspiring Greatness, One Child at a Time</em>. At the crux of Covey’s teaching is the firm belief in core values and principles, which reflects his own high standards of integrity.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Even as he advocated continuous learning through knowledge attainment in concord with practical action, Covey himself was a perennial learner both in life and in academia. He earned a B.Sc. in Business Administration from the University of Utah, an MBA from Harvard University, and the Doctor of Religious Education (<span data-scayt_word="DRE" data-scaytid="6">DRE</span>) from Brigham Young University. In recognition of his extensive work contribution, Covey was awarded ten honorary doctorates. Covey also served as a professor at the Jon M. Huntsman School of Business at Utah State University.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What better acknowledgement can we give Covey than a recap of his “7 Habits” here? It was the “7 Habits” that propelled him to global fame, not for fame’s sake itself, but because those principles struck a chord deep within us and resonated with the truth we know.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<ul>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 1: Be Proactive</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 2: Begin with the End in Mind</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 3: Put First Things First</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 4: Think Win-Win</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 5: Seek First to Understand, Then to be Understood</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 6: <span data-scayt_word="Synergize" data-scaytid="7">Synergize</span></strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 7: Sharpen the Saw</strong></li>\r\n</ul>\r\n<div style="text-align: justify; ">\r\n Though Covey has left us, his works will endure for generations to come. Thank you, Covey, for showing us how we can develop a healthy habitude for effective living, learning and leading.</div>', 'Tribute to Stephen R. Covey', '', 'inherit', 'open', 'open', '', '4133-revision', '', '', '2012-07-17 10:40:23', '2012-07-17 10:40:23', '', 4133, 'http://invictusleader.com/home/?p=4169', 0, 'revision', '', 0),
(4170, 1, '2012-07-17 10:40:23', '2012-07-17 10:40:23', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Other well-known books that Covey authored include <em>First Things First</em>, <em>Principle-Centered Leadership </em>and <em>The Seven Habits of Highly Effective Families</em>. In 2004, Covey released <em>The <span data-scayt_word="8th" data-scaytid="5">8<sup>th</sup></span> Habit</em> while in 2008, he released <em>The Leader In Me – How Schools and Parents Around the World Are Inspiring Greatness, One Child at a Time</em>. At the crux of Covey’s teaching is the firm belief in core values and principles, which reflects his own high standards of integrity.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Even as he advocated continuous learning through knowledge attainment in concord with practical action, Covey himself was a perennial learner both in life and in academia. He earned a B.Sc. in Business Administration from the University of Utah, an MBA from Harvard University, and the Doctor of Religious Education (<span data-scayt_word="DRE" data-scaytid="6">DRE</span>) from Brigham Young University. In recognition of his extensive work contribution, Covey was awarded ten honorary doctorates. Covey also served as a professor at the Jon M. Huntsman School of Business at Utah State University.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What better acknowledgement can we give Covey than a recap of his “7 Habits” here? It was the “7 Habits” that propelled him to global fame, not for fame’s sake itself, but because those principles struck a chord deep within us and resonated with the truth we know.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<ul>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 1: Be Proactive</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 2: Begin with the End in Mind</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 3: Put First Things First</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 4: Think Win-Win</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 5: Seek First to Understand, Then to be Understood</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 6: <span data-scayt_word="Synergize" data-scaytid="7">Synergize</span></strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 7: Sharpen the Saw</strong></li>\r\n</ul>\r\n<div style="text-align: justify; ">\r\n Though Covey has left us, his works will endure for generations to come. Thank you, Covey, for showing us how we can develop a healthy habitude for effective living, learning and leading.</div>', 'Tribute to Stephen R. Covey', '<p>\r\n <em>"Remember, to learn and not to do is really not to learn.</em></p>\r\n<div>\r\n <em>To know and not to do is really not to know." </em></div>\r\n<div>\r\n <em> ~ Stephen R. Covey</em></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Stephen_R_Covey.jpg" style="width: 186px; height: 280px; float: right; margin: 5px 16px; " />We shall always remember <strong>Stephen R. Covey (24 October 1932–16 July 2012)</strong> as the man who brought us the “7 Habits” genre of value-centric personal development and leadership excellence. Covey’s bestseller, <em><strong>The 7 Habits of Highly Effective People</strong>, </em>which was first published in 1989, has sold over 25 million copies in 38 languages, including a <span data-scayt_word="15th" data-scaytid="1">15<sup>th</sup></span> anniversary edition released in 2004. In August 2011, <em>Time</em> magazine listed <em>The 7 Habits</em> as one of "The 25 Most Influential Business Management Books".</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Arguably, no other non-fiction book has generated so many title spin-offs and parodies – from 7 habits in various aspects of one’s lifestyle to 7 habits in areas of self-help – than Covey’s original <em>The 7 Habits</em> book. But beyond the adage that “Imitation is the best form of flattery”, the real measure of success is how powerfully Covey’s work has impacted others. It would not be far-fetched to say that the priceless essence of Covey’s “7 Habits” now inhabits the minds and hearts of millions around the world.</div>\r\n<div />\r\n ', 'inherit', 'open', 'open', '', '3949-revision', '', '', '2012-07-17 10:40:23', '2012-07-17 10:40:23', '', 3949, 'http://invictusleader.com/home/?p=4170', 0, 'revision', '', 0),
(4171, 1, '2012-05-10 06:25:58', '2012-05-10 06:25:58', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n [Note: The term “emotional intelligence” was coined by the late Wayne Payne in his 1985 doctoral thesis titled, “A Study of Emotion: Emotional Intelligence”. It was not well-known earlier because it was unavailable electronically. Reference: <a href="http://eqi.org/payne.htm">http://eqi.org/payne.htm</a>]</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Your influence is greater than you think</strong></div>\r\n<div style="text-align: justify; ">\r\n Many of us underestimate our leadership influence on others; that’s why we are pleasantly surprised when people tell us that they have achieved something because of what we once said to them, or did for them. On the contrary, our leadership influence could adversely impact people in such a way that they underachieve instead.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is always never too late to pause and check yourself. Among the first things you can do is to find out if you are unwittingly committing some of the errors that hamper leadership influence. Once you realize where you have gone wrong, you can start making some timely changes – even micro changes can make a huge difference.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Dr <span data-scayt_word="Reldan" data-scaytid="5">Reldan</span> S. <span data-scayt_word="Nadler" data-scaytid="6">Nadler</span>, the author of <em>Leading with Emotional Intelligence</em>, outlines seven errors – usually unintentional – that can stifle our leadership performance and influence. Check if you have inadvertently fallen into any of these:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1)</strong> <strong>Generalization of skill error</strong></div>\r\n<div style="text-align: justify; ">\r\n This tends to happen when you promote people who excel technically to a managerial or leadership position. A classic scenario is the computer genius who gets promoted to Head of Department. Though a brilliant individual performer, the software engineer may turn out to be terrible at managing or leading. Instead, leaders – who should themselves have high <span data-scayt_word="EI" data-scaytid="7">EI</span> – must work on their successors’ <span data-scayt_word="EI" data-scaytid="8">EI</span> as a <strong>top priority</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(2) <strong>Spotlight error</strong></strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders are constantly under the spotlight where every little action is scrutinized and, unfortunately, often misconstrued. Even presidents and CEOs have been caught off-guard with some embarrassing or reactive response captured on social media that went viral. But once the damage is done, the leader’s credibility and influence are seriously, or even irreversibly, affected. The caveat: <em><u>Nothing</u></em> is off-the-record especially when a recording device is so readily accessible nowadays (and turned on without the speaker''s knowledge).</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(3)</strong> <strong>Influence error</strong></div>\r\n<div style="text-align: justify; ">\r\n Amid the hustle and bustle of work, you tend to forget to acknowledge your people’s contributions; sometimes you even lose touch with them! Your leadership influence over your people diminishes each day with every missed opportunity to share your positive influence. Therefore, actively seek out such opportunities, whether during a festive season celebration or at a company event.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(4)</strong> <strong>Neglect error</strong></div>\r\n<div style="text-align: justify; ">\r\n Sometimes leaders get so bogged down by so many urgent matters that they forget what is <strong>non-urgent but still very important</strong>. Providing consistent feedback, coaching and direction is an indispensable leadership responsibility, whether or not it seems to be urgently required at that moment.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(5) <strong>Style alignment error</strong></strong></div>\r\n<div style="text-align: justify; ">\r\n Every leader has his or her unique preferred style of communicating and leading. But what sets great leaders with high <span data-scayt_word="EI" data-scaytid="9">EI</span> apart is that they know how to align their leadership styles to accommodate the diverse needs of their people. For example, in countries with a multi-ethnic identity, you find that some leaders can thrive within their own ethnic groups but are less effective or influential on a national platform.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(6)</strong> <strong>Focus error</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders who are not focused or have not made their vision clear enough would not be able to positively influence their people. Too many focus areas will confuse one’s followers and spread all work efforts too thinly everywhere.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(7) Frequency error</strong></div>\r\n<div style="text-align: justify; ">\r\n Sometimes, leaders don’t apply the necessary strategies frequently enough to reap results. Just like exercise or learning – it needs to be done consistently and long enough to gain the desired impact.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n If two or more of the seven errors apply to you or a direct report, it implies that you are under-performing. However, there is room to grow and maximize your leadership influence, for instance, through mentorship or professional coaching.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Reference</strong></div>\r\n<div style="text-align: justify; ">\r\n <em>Leading with Emotional Intelligence: Hands-On Strategies for Building Confident and Collaborative Star Performers </em><em>by <span data-scayt_word="Reldan" data-scaytid="11">Reldan</span> S. <span data-scayt_word="Nadler" data-scaytid="12">Nadler</span></em></div>', 'Enhance Your Leadership Influence through Emotional Intelligence', '<p>\r\n <span style="text-align: justify; ">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>“Leadership is influence.”</em></div>\r\n<div style="text-align: justify; ">\r\n ~ John C. Maxwell</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/Group of office execs standing in discussion.jpg" style="width: 208px; height: 138px; margin-left: 6px; margin-right: 6px; float: right; " />Much has been said and written about leadership influence and emotional intelligence. A Google search on 9 May 2012 of the key phrase “leadership influence and emotional intelligence” yielded 3.99 million results, whereas a Yahoo search of exactly the same phrase yielded 101 million results. While the algorithm used by each of the two well-known search engines might be quite different, the significant number of references to the phrase indicates the strong link between leadership influence and emotional intelligence.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To refresh our memory on what emotional intelligence is, let us consider the definition by Peter <span data-scayt_word="Salovey" data-scaytid="2">Salovey</span> and John Mayer, which was submitted about six years before Daniel <span data-scayt_word="Goleman" data-scaytid="3">Goleman</span> popularized the term in his bestseller, <em>Emotional Intelligence: Why It Can Matter More Than IQ</em>:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “We define emotional intelligence as the subset of social intelligence that involves the ability to monitor one''s own and others'' feelings and emotions, to discriminate among them and to use this information to guide one''s thinking and actions.”</div>\r\n<div style="text-align: justify; ">\r\n ~ <span data-scayt_word="Salovey" data-scaytid="4">Salovey</span> & Mayer, <em>Emotional Intelligence</em>, 1990</div>\r\n<div style="text-align: justify; " />\r\n ', 'inherit', 'open', 'open', '', '3948-revision', '', '', '2012-05-10 06:25:58', '2012-05-10 06:25:58', '', 3948, 'http://invictusleader.com/home/?p=4171', 0, 'revision', '', 0),
(4172, 1, '2012-05-10 06:04:16', '2012-05-10 06:04:16', '<p>\r\n <span style="text-align: justify; ">by Dr Barbara </span><span data-scayt_word="Tey" data-scaytid="1">Tey</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em><img alt="alt" src="images/stories/Castillo - indifferent woman showing her palm.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 188px; height: 125px; " />“He has a right to criticize, who has a heart to help.” ~ Abraham Lincoln</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The day will come when even the nicest and most tolerant among us will criticize and be criticized. As a leader, manager, colleague, parent, teacher or friend, we need to learn how to not only give but also take criticism; otherwise, we risk ruining relationships, which in turn, upsets the working or living environment. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n While criticism is not uncommon, there is something particularly delicate about this form of communication – or “corrective feedback” as it is <span data-scayt_word="labelled" data-scaytid="2">labelled</span> in some organizations – simply because it pinpoints people’s shortcomings, which may wound their ego or threaten their comfort zone. The problem is exacerbated because many of us are thin-skinned and bristle when criticism is <span data-scayt_word="levelled" data-scaytid="3">levelled</span> at us.</div>\r\n<div style="text-align: justify; " />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n Even the strongest among us have some sort of personal reaction towards criticism. Although the criticism may be sincere, valid and constructive, we cannot help experiencing an immediate involuntary emotional reaction – thanks to our physiology – before our rational side takes over to normalize our emotions. Just like the injection your doctor gives you – it may be beneficial, but no one can deny feeling that first uncomfortable prick which punctures the skin.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Sometimes, we are taken aback by criticism (because we were unconscious of our blind spots), or we feel a little disappointed (“I didn’t do well enough!”) at our own inadequacies. And if we don’t have a close relationship with the criticizer, it is easy to feel resentful because we think the criticizer has no right to pass judgment on us, whether or not the criticism is justifiable.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Nevertheless, no one can play Mr/Ms Nice Person all the while – no matter how sparing we are with our criticism, there are occasions when we simply have no choice but to deliver it. Fortunately, there are specific positive approaches that experts recommend to minimize any hard or hurt feelings.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Request for specific future change</strong></div>\r\n<div style="text-align: justify; ">\r\n Psychologist Clifford N. Lazarus, PhD, advises us to frame criticism in the form of a request for a specific positive change in the future, as opposed to condescending statements that describe the current negative situation. For instance, instead of saying, “You’re such a laggard! Don’t you know how long you’ve kept us all waiting?” a far better way to put it would be, “In the future, please be punctual for meetings.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Sandwich method</strong></div>\r\n<div style="text-align: justify; ">\r\n Just as a sandwich has three layers, this popular technique consists of three steps. First, praise is given; then the criticism or corrective feedback follows, concluding with more praise. For example, “John, you did very well with our customers last week. But this week the training session seemed a little less lively. I am confident that with a bit more interaction during the presentation, the customers will be so eager to participate.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, many bosses use this technique so often that employees already expect the routine. Once the boss starts praising an employee, the latter will automatically anticipate the criticism that must surely follow.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To deter such unproductive conditioned thinking, bosses should show genuine appreciation to their employees at other times, too, and not just as a platform to deliver criticism. Criticism coming from a caring, appreciative boss is definitely more effective than criticism from one who praises with hidden motives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>“I-statements” versus “You-statements”</strong></div>\r\n<div style="text-align: justify; ">\r\n Spewing statements such as, “You always wait for others to do the job!” or “You never take the initiative to improve!” will only make the other person defensive and cause him or her to retaliate. When imparting criticism, statements that are filled with many “You’s” tend to be more accusatory in nature.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Instead, <span data-scayt_word="practise" data-scaytid="4">practise</span> using more “I-statements” to skillfully deliver constructive criticism. For instance, we could say to a colleague who tends to keep to himself, “I am really at a disadvantage without my co-workers’ input. I would really appreciate it if you could share with me your views to help make this project a greater success.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, the way you criticize tells others a lot about you. If you care for your people, you will respect them enough to protect their sensitivities while guiding them to become better, more confident employees.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Criticism requires both heart and art. When the heart is right, the art will follow naturally.</div>', 'The HeART of Constructive Criticism', '', 'inherit', 'open', 'open', '', '4132-revision', '', '', '2012-05-10 06:04:16', '2012-05-10 06:04:16', '', 4132, 'http://invictusleader.com/home/?p=4172', 0, 'revision', '', 0);
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(4173, 1, '2012-05-10 06:04:16', '2012-05-10 06:04:16', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n Even the strongest among us have some sort of personal reaction towards criticism. Although the criticism may be sincere, valid and constructive, we cannot help experiencing an immediate involuntary emotional reaction – thanks to our physiology – before our rational side takes over to normalize our emotions. Just like the injection your doctor gives you – it may be beneficial, but no one can deny feeling that first uncomfortable prick which punctures the skin.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Sometimes, we are taken aback by criticism (because we were unconscious of our blind spots), or we feel a little disappointed (“I didn’t do well enough!”) at our own inadequacies. And if we don’t have a close relationship with the criticizer, it is easy to feel resentful because we think the criticizer has no right to pass judgment on us, whether or not the criticism is justifiable.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Nevertheless, no one can play Mr/Ms Nice Person all the while – no matter how sparing we are with our criticism, there are occasions when we simply have no choice but to deliver it. Fortunately, there are specific positive approaches that experts recommend to minimize any hard or hurt feelings.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Request for specific future change</strong></div>\r\n<div style="text-align: justify; ">\r\n Psychologist Clifford N. Lazarus, PhD, advises us to frame criticism in the form of a request for a specific positive change in the future, as opposed to condescending statements that describe the current negative situation. For instance, instead of saying, “You’re such a laggard! Don’t you know how long you’ve kept us all waiting?” a far better way to put it would be, “In the future, please be punctual for meetings.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Sandwich method</strong></div>\r\n<div style="text-align: justify; ">\r\n Just as a sandwich has three layers, this popular technique consists of three steps. First, praise is given; then the criticism or corrective feedback follows, concluding with more praise. For example, “John, you did very well with our customers last week. But this week the training session seemed a little less lively. I am confident that with a bit more interaction during the presentation, the customers will be so eager to participate.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, many bosses use this technique so often that employees already expect the routine. Once the boss starts praising an employee, the latter will automatically anticipate the criticism that must surely follow.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To deter such unproductive conditioned thinking, bosses should show genuine appreciation to their employees at other times, too, and not just as a platform to deliver criticism. Criticism coming from a caring, appreciative boss is definitely more effective than criticism from one who praises with hidden motives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>“I-statements” versus “You-statements”</strong></div>\r\n<div style="text-align: justify; ">\r\n Spewing statements such as, “You always wait for others to do the job!” or “You never take the initiative to improve!” will only make the other person defensive and cause him or her to retaliate. When imparting criticism, statements that are filled with many “You’s” tend to be more accusatory in nature.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Instead, <span data-scayt_word="practise" data-scaytid="4">practise</span> using more “I-statements” to skillfully deliver constructive criticism. For instance, we could say to a colleague who tends to keep to himself, “I am really at a disadvantage without my co-workers’ input. I would really appreciate it if you could share with me your views to help make this project a greater success.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, the way you criticize tells others a lot about you. If you care for your people, you will respect them enough to protect their sensitivities while guiding them to become better, more confident employees.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Criticism requires both heart and art. When the heart is right, the art will follow naturally.</div>', 'The HeART of Constructive Criticism', '<p>\r\n <span style="text-align: justify; ">by Dr Barbara </span><span data-scayt_word="Tey" data-scaytid="1">Tey</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em><img alt="alt" src="images/stories/Castillo - indifferent woman showing her palm.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 188px; height: 125px; " />“He has a right to criticize, who has a heart to help.” ~ Abraham Lincoln</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The day will come when even the nicest and most tolerant among us will criticize and be criticized. As a leader, manager, colleague, parent, teacher or friend, we need to learn how to not only give but also take criticism; otherwise, we risk ruining relationships, which in turn, upsets the working or living environment. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n While criticism is not uncommon, there is something particularly delicate about this form of communication – or “corrective feedback” as it is <span data-scayt_word="labelled" data-scaytid="2">labelled</span> in some organizations – simply because it pinpoints people’s shortcomings, which may wound their ego or threaten their comfort zone. The problem is exacerbated because many of us are thin-skinned and bristle when criticism is <span data-scayt_word="levelled" data-scaytid="3">levelled</span> at us.</div>\r\n<div style="text-align: justify; " />\r\n ', 'inherit', 'open', 'open', '', '3947-revision', '', '', '2012-05-10 06:04:16', '2012-05-10 06:04:16', '', 3947, 'http://invictusleader.com/home/?p=4173', 0, 'revision', '', 0),
(4174, 1, '2012-05-08 14:42:39', '2012-05-08 14:42:39', '<h5>\r\n <span style="font-size:14px;"><strong><span style="color:#0000ff;">L</span>eadership, <span style="color: rgb(0, 0, 255);">E</span>volve, <span style="color:#0000ff;">A</span>uthenticity, <span style="color:#0000ff;">D</span>rive - the four pillars of <span data-scayt_word="Invictus" data-scaytid="1">Invictus</span> Leader</strong></span></h5>\r\n<h5>\r\n <img alt="alt" src="images/stories/Greek_Pillars_new.jpg" style="width: 440px; height: 587px; border-width: 0px; border-style: solid;" /></h5>\r\n<div style="text-align: justify; ">\r\n As leaders continue to uphold the four LEAD pillars - <strong>L</strong><span data-scayt_word="eadership" data-scaytid="2">eadership</span>, <strong>E</strong>volve, <strong>A</strong>uthenticity, <strong>D</strong>rive - they will gain the desire to coach. In the same way that mature humans desire to start their own families through procreation, established leaders have the desire to raise other leaders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is the ability to coach that enables established leaders to nurture emerging leaders. Coaching requires authenticity in the coach who must also possess the inner drive to continuously evolve, even as he/she inspires others to do likewise.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Coaching is so vital for leadership development, sustenance and replenishment that even highly exemplary leaders who coach others will still need coaching themselves. That is why coaching is a key focus of <span data-scayt_word="Invictus" data-scaytid="3">Invictus</span> Leader.</div>', 'COACH', '', 'inherit', 'open', 'open', '', '3946-revision', '', '', '2012-05-08 14:42:39', '2012-05-08 14:42:39', '', 3946, 'http://invictusleader.com/home/?p=4174', 0, 'revision', '', 0),
(4175, 1, '2012-05-08 14:35:37', '2012-05-08 14:35:37', '<h5>\r\n <span style="font-size:14px;"><strong><span style="color: rgb(0, 0, 255); ">L</span>eadership, <span style="color: rgb(0, 0, 255);">E</span>volve, <span style="color: rgb(0, 0, 255); ">A</span>uthenticity, <span style="color: rgb(0, 0, 255); ">D</span>rive - the four pillars of <span data-scayt_word="Invictus" data-scaytid="2">Invictus</span> Leader</strong></span></h5>\r\n<p>\r\n <img alt="alt" src="images/stories/Greek_Pillars_new.jpg" style="width: 440px; height: 587px;" /></p>\r\n<div style="text-align: justify; ">\r\n <span style="text-align: justify; ">In upholding the four LEAD pillars – </span><strong style="text-align: justify; ">L</strong><span data-scayt_word="eadership" data-scaytid="7">eadership</span><span style="text-align: justify; ">, </span><strong>E</strong>volve<span style="text-align: justify; ">, </span><strong style="text-align: justify; ">A</strong><span style="text-align: justify; ">uthenticity, </span><strong style="text-align: justify; ">D</strong><span style="text-align: justify; ">rive – </span><span data-scayt_word="Invictus" data-scaytid="4">Invictus</span><span style="text-align: justify; "> Leader believes that a true leader will nat</span><span style="text-align: justify; ">urally gravitate towards innovation even without being told to do so.</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Innovation is a form of creative energy that helps us to adapt intelligently to our ever-changing environment, to remain relevant amid fierce competition, or to transcend our present circumstances and leap onto a higher plane. Not only do good leaders understand the value of innovation, they are also able to exemplify it and instill a culture of <span data-scayt_word="innovativeness" data-scaytid="10">innovativeness</span> among their people.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Through the guidance of <span data-scayt_word="Invictus" data-scaytid="11">Invictus</span> Leader, you can enhance your innovation quotient and learn how to draw out the natural innovative instinct that many of us have unconsciously buried beneath layers of fear and insecurity.</div>', 'INNOVATE', '', 'inherit', 'open', 'open', '', '3945-revision', '', '', '2012-05-08 14:35:37', '2012-05-08 14:35:37', '', 3945, 'http://invictusleader.com/home/?p=4175', 0, 'revision', '', 0),
(4176, 1, '2012-05-08 14:08:05', '2012-05-08 14:08:05', '<p>\r\n <strong style="font-size: 14px; line-height: 14px; "><span style="color: rgb(0, 0, 255); ">L</span>eadership, <span style="color: rgb(0, 0, 255);">E</span>volve, <span style="color: rgb(0, 0, 255); ">A</span>uthenticity, <span style="color: rgb(0, 0, 205); ">D</span>rive – the four pillars of <span data-scayt_word="Invictus" data-scaytid="1">Invictus</span> Leader</strong></p>\r\n<p>\r\n <img alt="alt" src="images/stories/Greek_Pillars_new.jpg" style="width: 440px; height: 587px;" /></p>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="Invictus" data-scaytid="2">Invictus</span> Leader models the attributes of <strong>L</strong><span data-scayt_word="eadership" data-scaytid="3">eadership</span>, <strong>E</strong>volve, <strong>A</strong>uthenticity and <strong>D</strong>rive, upon which it builds its philosophy of leadership engagement and solution.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Leadership</strong></div>\r\n<div style="text-align: justify; ">\r\n Throughout the course of history, leadership has been essential for mankind’s survival. Without leadership, our ancient forefathers would not have been able to harness their collective strengths and wisdom to endure the harsh demands of their natural environment such as unpredictable weather elements, hostile wildlife and antagonistic human adversaries. Today, in spite of huge advances in science and technology, leadership is just as pertinent and critical within the context of contemporary manmade institutions such as our civil society, business corporations and the government.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div>\r\n <strong>Evolve</strong></div>\r\n<div style="text-align: justify;">\r\n Leaders must evolve or dissolve. As economies rise and fall, organizations collaborate and segregate, generations and paradigms shift, so must leaders adapt accordingly. Stagnant or complacent leaders will be caught by surprise when the cumulative effects of change appear to suddenly hit them from nowhere, shattering the very foundation upon which their past successes stood. The ability to evolve does not constitute an occasional act but an on-going process. Instead of one drastic overhaul, the ability to evolve involves making incremental adaptations along your leadership journey.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Authenticity</strong></div>\r\n<div style="text-align: justify; ">\r\n Authenticity is what makes a leader credible. It is the essence of leadership, the true <span data-scayt_word="flavour" data-scaytid="4">flavour</span> of who a leader really is. Authenticity is inimitable – it is not something that you can copy, fake or put on at will, but rather what you evolve into along your journey of leadership development. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <div>\r\n <strong>Drive</strong></div>\r\n <div>\r\n A leader’s drive is associated with his or her motivation. Ordinary leaders tend to observe <em>informed acquiescence</em> in their organizations, where people learn to abide by the rules and are motivated by externally controlled factors. On the other hand, extraordinary leaders subscribe to <em>value-based self-governance,</em> where their people are inspired by intrinsic motivation rather than external factors. Only the leader who is internally driven by the right moral compass will be able to abundantly reap the benefits of enduring leadership.</div>\r\n</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="Invictus" data-scaytid="5">Invictus</span> Leader understands what it means to be a leader. We are here to walk alongside you, to address your needs and concerns with a holistic perspective, starting right from the inside out. </div>', 'LEAD', '', 'inherit', 'open', 'open', '', '3944-revision', '', '', '2012-05-08 14:08:05', '2012-05-08 14:08:05', '', 3944, 'http://invictusleader.com/home/?p=4176', 0, 'revision', '', 0),
(4177, 1, '2012-03-19 14:48:26', '2012-03-19 14:48:26', '<div>\r\n </div>\r\n<h3>\r\n <strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/featured/2_SLIDE2a-Led.jpg" style="margin-top: 16px; margin-bottom: 16px; width: 419px; height: 147px; " /></div>\r\n<div style="text-align: justify; ">\r\n Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h3>\r\n <strong>Do you have INTEL inside?</strong></h3>\r\n<div style="text-align: justify; ">\r\n Computers have man-made Intel processors, but humans have their God-given <span data-scayt_word="INTelligence" data-scaytid="1"><strong>INT</strong>elligence</span> and <strong>E</strong>motional <strong>L</strong><span data-scayt_word="eadership" data-scaytid="2">eadership</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Make that resolution today because your leadership journey begins within yourself. But <span data-scayt_word="INVICTUS" data-scaytid="3">INVICTUS</span> LEADER will walk with you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h3>\r\n <strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3>\r\n <strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="INVICTUS" data-scaytid="4">INVICTUS</span> LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em> leadership <em>solutions</em>, not just a collection of events or training sessions. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="INVICTUS" data-scaytid="6">INVICTUS</span> LEADER’s <span style="color:#ff0000;"><strong>Mark of a Lion Leadership Solution-based <span data-scayt_word="LearningTM" data-scaytid="8">Learning<sup>TM</sup></span> </strong></span>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us. </div>\r\n<div>\r\n </div>\r\n<h4 style="text-align: center; ">\r\n <img alt="alt" src="images/stories/Mark_of_the_Lion_structure.png" style="width: 660px; height: 486px; border-width: 0px; border-style: solid; " /></h4>\r\n<h3>\r\n Overview of each module:</h3>\r\n<p>\r\n (A) <strong>LEARNING TO LEAD</strong></p>\r\n<p>\r\n <strong>Bringing Out the Leader in You</strong></p>\r\n<p style="text-align: justify; ">\r\n The journey begins with your own decision to step out and step up. This module introduces you to what true leadership is all about and what is expected of you. Whatever level you are at right now, there is limitless scope for further development.</p>\r\n<p style="text-align: justify; ">\r\n </p>\r\n<p style="text-align: justify; ">\r\n (B) <strong>FUTURE LEADERS</strong></p>\r\n<p style="text-align: justify; ">\r\n <strong>Leadership Innovation Rewired: A Leader’s Edge</strong></p>\r\n<p style="text-align: justify; ">\r\n Leaders need to have the right knowledge, skills and attitude to succeed. Most of our knowledge is gained through formal education, whereas our skills are honed through constant daily practice. However, the third element – attitude – is the “secret ingredient” of your personal leadership development.</p>\r\n<p style="text-align: justify; ">\r\n Your attitude impacts the way you think and feel; it governs how you eventually behave and act. Achieving self-mastery requires mastering your attitude first.</p>\r\n<p style="text-align: justify; ">\r\n This module for young emerging leaders (junior level to mid-level managers) enables you to take an honest look at yourself in order to align your attitude with the right core values of exemplary leadership, and to achieve the self-mastery that will enable you to remain stoic even amidst the most turbulent times of your lifelong leadership journey.</p>\r\n<p style="text-align: justify; ">\r\n But the journey does not stop here. To remain relevant in an era where change is a constant, leaders must learn to embrace innovation. “Leadership Innovation Rewired” will show you the keys to unlocking your <span data-scayt_word="innovativeness" data-scaytid="9">innovativeness</span>: how to remove the filters that block you, how to look beyond your self-limiting expectations, and how to envision boundless possibilities.</p>\r\n<p>\r\n [Note: This module was previously titled, “Leadership Self-Mastery.”]</p>\r\n<p>\r\n </p>\r\n<p>\r\n (C) <strong>LEADING PEOPLE</strong></p>\r\n<p>\r\n <strong>Take Charge Leadership</strong></p>\r\n<p>\r\n Every one of us is wired with some degree of creativity, but can we harness enough creativity to produce something tangible – an innovation? Leaders today are expected to move beyond the phase of creativity (thinking) and deliver tangible results through innovation (doing).</p>\r\n<p style="text-align: justify; ">\r\n This module for mid-level managers and heads of sections/departments will show you how to tap into your inner creativity and innovative spirit, by developing the right mindset, creating the right environment, and using the right tools and techniques.</p>\r\n<p>\r\n </p>\r\n<p>\r\n (D) <strong>LEADING ORGANIZATIONS</strong></p>\r\n<p>\r\n <strong>Mark of a Leader</strong></p>\r\n<p>\r\n At this stage of your journey, you are primed to be in a senior management/leadership position. You are expected to accomplish significant milestones for your organization.</p>\r\n<p style="text-align: justify; ">\r\n The self-mastery and inner discipline that you have begun enhancing during “Leadership Innovation Rewired: A Leader’s Edge” and through “Take Charge Leadership” will be further refined here in “Mark of a Leader”.</p>\r\n<p style="text-align: justify; ">\r\n This hands-on leadership module empowers you to think, behave and act in ways that are worthy of excellent leadership – from the way you perceive people and situations, to the way you carry yourself and treat others. The sessions are strategically scheduled at predetermined intervals that are optimally paced to enable real and sustainable development. </p>\r\n<p style="text-align: justify; ">\r\n The course offers participants a supportive learning environment in which you can examine and discuss both the challenges and successes you face daily. After the sessions are completed, <span data-scayt_word="Invictus" data-scaytid="10">Invictus</span> Leader will continue to offer support through its e-Forum and e-Coaching platform, where participants are placed in various groups and can interact with their group members and the group moderator/coach. The forum provides an avenue for participants to develop themselves, not alone in a vacuum, but in an open environment of honest interaction among trusted colleagues where they can cultivate their personal values and collectively shape their desired corporate culture.</p>\r\n<p style="text-align: justify; ">\r\n [Note: This level of the training/coaching module was formerly known as “Take Charge Leadership – Think, Behave, Act”, and has been further enhanced to create even greater value for our participants.]</p>\r\n<p style="text-align: justify; ">\r\n </p>\r\n<p style="text-align: justify; ">\r\n (E) <strong>LEADING FOR RESULTS</strong></p>\r\n<p style="text-align: justify; ">\r\n <strong>Strategic Leadership Acumen</strong></p>\r\n<p style="text-align: justify; ">\r\n Participants who have completed “Mark of a Leader” need to go through a “Leadership 360” transformation process through one-on-one coaching before entering this level of “Strategic Leadership Acumen”. </p>\r\n<p style="text-align: justify; ">\r\n To ensure that you are fully prepared for this degree of exacting leadership accountability, the one-on-one coaching sessions will <span data-scayt_word="helpto" data-scaytid="11">helpto</span> raise your leadership quotient to a level that puts you among the ranks of top-notched leaders.</p>\r\n<p style="text-align: justify; ">\r\n This module will cover business acumen, business <span data-scayt_word="modelling" data-scaytid="12">modelling</span>, and your 100 days’ strategy. At this highest level of leadership, we advocate that the job of a leader is not to motivate their staff, but to <em>keep</em> them motivated.</p>\r\n<p style="text-align: justify; ">\r\n [Note: This level of the training/coaching module was formerly known as “Lead like a Coach, Think like a Mentor & Influence like a Leader”.]</p>', 'INVICTUS LEADER', '', 'inherit', 'open', 'open', '', '4131-revision', '', '', '2012-03-19 14:48:26', '2012-03-19 14:48:26', '', 4131, 'http://invictusleader.com/home/?p=4177', 0, 'revision', '', 0),
(4178, 1, '2012-03-19 14:48:26', '2012-03-19 14:48:26', '<div>\r\n </div>\r\n<h3>\r\n <strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/featured/2_SLIDE2a-Led.jpg" style="margin-top: 16px; margin-bottom: 16px; width: 419px; height: 147px; " /></div>\r\n<div style="text-align: justify; ">\r\n Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h3>\r\n <strong>Do you have INTEL inside?</strong></h3>\r\n<div style="text-align: justify; ">\r\n Computers have man-made Intel processors, but humans have their God-given <span data-scayt_word="INTelligence" data-scaytid="1"><strong>INT</strong>elligence</span> and <strong>E</strong>motional <strong>L</strong><span data-scayt_word="eadership" data-scaytid="2">eadership</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Make that resolution today because your leadership journey begins within yourself. But <span data-scayt_word="INVICTUS" data-scaytid="3">INVICTUS</span> LEADER will walk with you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h3>\r\n <strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3>\r\n <strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="INVICTUS" data-scaytid="4">INVICTUS</span> LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em> leadership <em>solutions</em>, not just a collection of events or training sessions. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="INVICTUS" data-scaytid="6">INVICTUS</span> LEADER’s <span style="color:#ff0000;"><strong>Mark of a Lion Leadership Solution-based <span data-scayt_word="LearningTM" data-scaytid="8">Learning<sup>TM</sup></span> </strong></span>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us. </div>\r\n<div>\r\n </div>\r\n<h4 style="text-align: center; ">\r\n <img alt="alt" src="images/stories/Mark_of_the_Lion_structure.png" style="width: 660px; height: 486px; border-width: 0px; border-style: solid; " /></h4>\r\n<h3>\r\n Overview of each module:</h3>\r\n<p>\r\n (A) <strong>LEARNING TO LEAD</strong></p>\r\n<p>\r\n <strong>Bringing Out the Leader in You</strong></p>\r\n<p style="text-align: justify; ">\r\n The journey begins with your own decision to step out and step up. This module introduces you to what true leadership is all about and what is expected of you. Whatever level you are at right now, there is limitless scope for further development.</p>\r\n<p style="text-align: justify; ">\r\n </p>\r\n<p style="text-align: justify; ">\r\n (B) <strong>FUTURE LEADERS</strong></p>\r\n<p style="text-align: justify; ">\r\n <strong>Leadership Innovation Rewired: A Leader’s Edge</strong></p>\r\n<p style="text-align: justify; ">\r\n Leaders need to have the right knowledge, skills and attitude to succeed. Most of our knowledge is gained through formal education, whereas our skills are honed through constant daily practice. However, the third element – attitude – is the “secret ingredient” of your personal leadership development.</p>\r\n<p style="text-align: justify; ">\r\n Your attitude impacts the way you think and feel; it governs how you eventually behave and act. Achieving self-mastery requires mastering your attitude first.</p>\r\n<p style="text-align: justify; ">\r\n This module for young emerging leaders (junior level to mid-level managers) enables you to take an honest look at yourself in order to align your attitude with the right core values of exemplary leadership, and to achieve the self-mastery that will enable you to remain stoic even amidst the most turbulent times of your lifelong leadership journey.</p>\r\n<p style="text-align: justify; ">\r\n But the journey does not stop here. To remain relevant in an era where change is a constant, leaders must learn to embrace innovation. “Leadership Innovation Rewired” will show you the keys to unlocking your <span data-scayt_word="innovativeness" data-scaytid="9">innovativeness</span>: how to remove the filters that block you, how to look beyond your self-limiting expectations, and how to envision boundless possibilities.</p>\r\n<p>\r\n [Note: This module was previously titled, “Leadership Self-Mastery.”]</p>\r\n<p>\r\n </p>\r\n<p>\r\n (C) <strong>LEADING PEOPLE</strong></p>\r\n<p>\r\n <strong>Take Charge Leadership</strong></p>\r\n<p>\r\n Every one of us is wired with some degree of creativity, but can we harness enough creativity to produce something tangible – an innovation? Leaders today are expected to move beyond the phase of creativity (thinking) and deliver tangible results through innovation (doing).</p>\r\n<p style="text-align: justify; ">\r\n This module for mid-level managers and heads of sections/departments will show you how to tap into your inner creativity and innovative spirit, by developing the right mindset, creating the right environment, and using the right tools and techniques.</p>\r\n<p>\r\n </p>\r\n<p>\r\n (D) <strong>LEADING ORGANIZATIONS</strong></p>\r\n<p>\r\n <strong>Mark of a Leader</strong></p>\r\n<p>\r\n At this stage of your journey, you are primed to be in a senior management/leadership position. You are expected to accomplish significant milestones for your organization.</p>\r\n<p style="text-align: justify; ">\r\n The self-mastery and inner discipline that you have begun enhancing during “Leadership Innovation Rewired: A Leader’s Edge” and through “Take Charge Leadership” will be further refined here in “Mark of a Leader”.</p>\r\n<p style="text-align: justify; ">\r\n This hands-on leadership module empowers you to think, behave and act in ways that are worthy of excellent leadership – from the way you perceive people and situations, to the way you carry yourself and treat others. The sessions are strategically scheduled at predetermined intervals that are optimally paced to enable real and sustainable development. </p>\r\n<p style="text-align: justify; ">\r\n The course offers participants a supportive learning environment in which you can examine and discuss both the challenges and successes you face daily. After the sessions are completed, <span data-scayt_word="Invictus" data-scaytid="10">Invictus</span> Leader will continue to offer support through its e-Forum and e-Coaching platform, where participants are placed in various groups and can interact with their group members and the group moderator/coach. The forum provides an avenue for participants to develop themselves, not alone in a vacuum, but in an open environment of honest interaction among trusted colleagues where they can cultivate their personal values and collectively shape their desired corporate culture.</p>\r\n<p style="text-align: justify; ">\r\n [Note: This level of the training/coaching module was formerly known as “Take Charge Leadership – Think, Behave, Act”, and has been further enhanced to create even greater value for our participants.]</p>\r\n<p style="text-align: justify; ">\r\n </p>\r\n<p style="text-align: justify; ">\r\n (E) <strong>LEADING FOR RESULTS</strong></p>\r\n<p style="text-align: justify; ">\r\n <strong>Strategic Leadership Acumen</strong></p>\r\n<p style="text-align: justify; ">\r\n Participants who have completed “Mark of a Leader” need to go through a “Leadership 360” transformation process through one-on-one coaching before entering this level of “Strategic Leadership Acumen”. </p>\r\n<p style="text-align: justify; ">\r\n To ensure that you are fully prepared for this degree of exacting leadership accountability, the one-on-one coaching sessions will <span data-scayt_word="helpto" data-scaytid="11">helpto</span> raise your leadership quotient to a level that puts you among the ranks of top-notched leaders.</p>\r\n<p style="text-align: justify; ">\r\n This module will cover business acumen, business <span data-scayt_word="modelling" data-scaytid="12">modelling</span>, and your 100 days’ strategy. At this highest level of leadership, we advocate that the job of a leader is not to motivate their staff, but to <em>keep</em> them motivated.</p>\r\n<p style="text-align: justify; ">\r\n [Note: This level of the training/coaching module was formerly known as “Lead like a Coach, Think like a Mentor & Influence like a Leader”.]</p>', 'INVICTUS LEADER', '', 'inherit', 'open', 'open', '', '3943-revision', '', '', '2012-03-19 14:48:26', '2012-03-19 14:48:26', '', 3943, 'http://invictusleader.com/home/?p=4178', 0, 'revision', '', 0),
(4179, 1, '2012-03-08 05:38:27', '2012-03-08 05:38:27', '\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n Though training and coaching are distinct, both are intertwined. Just as a “train” refers to the entire vehicle, “training” is analogous with entire groups, teams and the whole organization. On the other hand, a “coach” refers to a discernible compartment, so “coaching” is associated with individual attention and personal development.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>The vehicle transports; the journey transforms</strong></div>\r\n<div style="text-align: justify; ">\r\n Trains get the people and things in the coaches going places. Similarly, training brings an individual from one point to the next, gradually moving closer towards his desired destination.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n One major complaint about training is that its effects diminish over time. Why?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A very likely reason is the inadequate frequency of the trains/training. For instance, just one train per week cannot effectively serve the needs of a thriving township. Ironically, cutting down the frequency of something beneficial in order to “save” money will lose you even more money.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Another common complaint is that training doesn’t work at all. This is because conventional training – carried out without coaching – is like a train without coaches. Yes, it sounds <span data-scayt_word="rail-ly" data-scaytid="5">rail-ly</span> ridiculous, but that’s what many organizations do!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Imagine a train (organization) with no coaches (where passengers sit), but with just a locomotive (the part that contains the engine). What good is such a train if it has no room for its people (i.e. no coaches), but only an empty shell of policies and systems (i.e. having just the locomotive)?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Direction</strong></div>\r\n<div style="text-align: justify; ">\r\n Every coach in the train must run in the same direction. Trying to move in different directions will result in a deadlock that gets everybody nowhere. A good training and coaching provider must first ensure the strong alignment of individual/personal, departmental/divisional and corporate/business objectives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Being on track</strong></div>\r\n<div style="text-align: justify; ">\r\n Now and then we read about trains getting derailed for a number of reasons. One reason could be because of poor track maintenance. Another reason could be a collision whose impact derails the entire coach or train. It doesn’t matter whether the train or coach is of superior quality – if the rails are inferior or if the obstruction is not removed, even the best train or coach cannot avoid disaster.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In organizations, training and coaching could be stalled due to poor buy-ins by decision makers at the top. Or it could be hampered by clashes among these top executives, whether they are a professional clash of views or a personal clash of wills.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Trainers and coaches can help, but if the top executives of an organization persist in going on a collision course with obstacles the size of their egos, then it wouldn’t matter how excellent the trainer or coach is – the squabbling parties will eventually run the organization off its tracks.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Why the train and not the plane?</strong></div>\r\n<div style="text-align: justify; ">\r\n Without trains, you would have to find alternative means of transportation. If you walked, it would be too slow. If you flew, it might be too fast – you lose the scenic view during the journey.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When you lose the view, you don’t get to enjoy the journey. When you don’t have the opportunity to appreciate the journey, you miss the benefits of the process – observing, reflecting, consolidating your thoughts and ideas, being inspired by something you saw, occasionally bouncing ideas with your travel companion, intermittently interacting with your other fellow passengers, striking up conversations and making new acquaintances, etc.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n So much happens in the coach and on the train! But unfortunately, some people who reach their goals too quickly didn’t get to enjoy genuine transformational growth.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It’s not just about the destination. The journey matters, too.</div>', 'Trains and Coaches: Transporting Us, Transforming Us', '<div>\r\n <span style="text-align: justify; ">by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></span></div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em style="font-size: 16px; ">It might sound <span data-scayt_word="rail-ly" data-scaytid="2">rail-ly</span> ridiculous, but some organizations think they can do without <span data-scayt_word="TRAINing" data-scaytid="3">TRAINing</span> and <span data-scayt_word="COACHing" data-scaytid="4">COACHing</span></em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/bigstock_Time__and_Train_514910.jpg" style="margin-left: 12px; margin-right: 12px; float: right; width: 188px; height: 125px; " /></div>\r\n<div style="text-align: justify; ">\r\n Throughout the course of history, trains have played a pivotal role not only as a mode of mass transportation but also as an engine of social and economic development. Trains not only carry an individual to serve his or her personal needs, but also move massive bulks of commercial freight to serve large multinational corporations. From the humble farmhand to the hotshot executive, the “iron horse” was, and still is in many regions, the transportation workhorse for people across diverse socio-economic strata.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n A train is made up of individual coaches. Without the coaches, the train does not exist. Conversely, if there is no train, then it means there are no coaches. Likewise in human capital development, <strong>training and coaching must go hand in hand</strong>.</div>\r\n', 'inherit', 'open', 'open', '', '3942-revision', '', '', '2012-03-08 05:38:27', '2012-03-08 05:38:27', '', 3942, 'http://invictusleader.com/home/?p=4179', 0, 'revision', '', 0);
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(4180, 1, '2012-03-08 04:22:15', '2012-03-08 04:22:15', '\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A few restaurant workers stormed out from behind the service counter and from the kitchen to assault a client who expressed his intention to make a formal complaint to the restaurant’s management while taking some photos of the staff involved. There was a scuffle. Part of the incident was captured by an eye-witness and uploaded onto YouTube.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The whole drama was the outcome of failure somewhere somehow along the various levels of leadership. All of us could learn a few valuable lessons from the <span data-scayt_word="unsavoury" data-scaytid="2">unsavoury</span> event.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #1: Count Your Chickens Before They Are Fetched</strong></div>\r\n<div style="text-align: justify; ">\r\n Management 101 tells us something about inventory management. It is fundamental for businesses to establish a system that can forecast and manage their demand and supply chain. If you discover a persistent weakness in your organization’s supply management, then it is usually a matter of “fired” or “fried”, i.e. the supplier or staff directly responsible for the gross oversight should get fired, otherwise your reputation will be fried.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #2: Manage Customer Expectations</strong></div>\r\n<div style="text-align: justify; ">\r\n Even if a sudden burst of demand were to outstrip supply, any restaurant manager should have the presence of mind to manage customer expectations by courteously informing the latter of the food shortage – or at least the high possibility of the deficit – as soon as possible, and not only when it is the customer’s turn to order. Doing so would give customers the opportunity to look for viable alternatives, instead of “forcing” them to order something else on the menu, or turning them away at the eleventh hour. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Customers are not so unreasonable as to blame you for unforeseeable market forces impacting supply, but they will chide you for not advising them of potential problems in advance. You can absolve yourself from all responsibility, protesting as much as you like that it is really not your fault, but your customers will definitely consider going to your competitors the next time round.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #3: Manage Your Anger</strong></div>\r\n<div style="text-align: justify; ">\r\n We live in a stressful world, more often on the edge of fury rather than on the edge of glory. Where no mental disorder is diagnosed, anger is usually a symptom of high stress. All of us, especially if we are involved in the service or hospitality industry, must learn how to manage our anger. Otherwise, we should not be in the industry at all.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Why is it so hard to control one’s anger? Once our <span data-scayt_word="amygdala" data-scaytid="3">amygdala</span> – the part of our brain that is involved in processing emotions such as fear and aggression (anger) – has been “hijacked” by the over-flooding of our emotions, there is no turning back. Like a rollercoaster that must complete its programmed course, the emotions that hijack our <span data-scayt_word="amygdala" data-scaytid="4">amygdala</span> will rush forward irreversibly. Although things may calm down after the emotional storm is over, the damage – sometimes very costly – has already been done.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Therefore, the tip is to prevent setting off the <span data-scayt_word="amygdala" data-scaytid="5">amygdala</span> on the wrong course in the first place. Wise leaders can see the negative trigger coming and avoid it. They know how to manage any spark of negative emotion before it explodes into an uncontrollable devouring fire.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Leaders should ensure that all their people know how to manage their anger and exercise great caution with the words they speak. As psychologists would attest, words do have a powerful impact on one’s psyche.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #4: It’s not Racial, It’s just Mercurial</strong></div>\r\n<div style="text-align: justify; ">\r\n Some parties have tried to politicize the unfortunate fowl incident by injecting racial connotations. Since the customer in the case was of a different ethnicity from that of the restaurant workers, there were allegations that the former must have uttered a racial slur to provoke the violence, an allegation the customer has denied.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leaders must know the exact root of a problem in order to be able to take the right action. If it is just a matter of volatile temperaments gone out of control, then it must not be exaggerated as something else especially something as sensitive as ethnic or racial bias. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #5: Train, train, train! Coach, coach, coach!</strong></div>\r\n<div style="text-align: justify; ">\r\n The fifth lesson is a corollary of the other four lessons. They boil down to the need for training and coaching.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Where leadership development is concerned, training and coaching are not optional. Instead training and coaching are indispensable ingredients in the recipe for corporate success. There is no way you can dish out authentic corporate success without those basic ingredients.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <b>Food for Thought</b></div>\r\n<div style="text-align: justify; ">\r\n The organization that owns the restaurant chain in the aforementioned case was also embroiled in another controversy in October 2010. Could this be indicative of the organization’s emphasis on training and coaching?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Some organizations “chicken” out on training and coaching because the leaders are afraid to open the floodgates for an honest look at organizational shortcomings which would reflect back on the leaders themselves.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Is your organization an exemplar of good service, best practices and a healthy culture? If the standard falls short, should you be considering further training and coaching?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n [Note: The fowl story had a tasty ending after all. News published in the local papers on 19 February indicated that the customer was happy with the apology and compensation offered by the restaurant management.]</div>', 'When Clients Cried Foul Over Fowl', '<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Man_rethinking_food.jpg" style="float: right; width: 122px; height: 122px; " />Supper at one of the outlets of a well-known fast food chain turned awry somewhere in Malaysia, when punches became the order of the night instead of the chicken the clients sought to order.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It all began when weary clients who had queued up for close to an hour towards the end of a long day were suddenly told that the chicken had run out. Feathers were ruffled. Aggravated by hunger pangs and the unfulfilled expectations of their basic human need, frustrated clients began crying foul over the lack of fowl.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Morale dipped further. Tension shot sky high. Eventually something snapped and the claws came out.</div>\r\n', 'inherit', 'open', 'open', '', '3941-revision', '', '', '2012-03-08 04:22:15', '2012-03-08 04:22:15', '', 3941, 'http://invictusleader.com/home/?p=4180', 0, 'revision', '', 0),
(4181, 1, '2012-02-27 15:02:29', '2012-02-27 15:02:29', '\r\n<p>\r\n <img alt="" src="images/stories/motl_sg_brochure1.jpg" style="width: 580px; height: 876px;" /><br />\r\n <img alt="" border="0" height="224" id="Image-Maps_6201202270956155" src="/home/images/stories/motl_sg_brochure2.jpg" usemap="#Image-Maps_6201202270956155" width="580" /><map id="_Image-Maps_6201202270956155" name="Image-Maps_6201202270956155"><area alt="Learning@GOV" coords="114,56,214,77" href="https://www.learning.gov.sg/" shape="rect" target="_blank" title="Learning@GOV" /> <area alt="9th March session" coords="0,112,258,133" href="https://docs.google.com/spreadsheet/viewform?formkey=dFNidC1CN1VqSGJaS3VmZGUzbWY5REE6MQ" shape="rect" target="_blank" title="9th March session" /> <area alt="10th March session" coords="0,133,258,154" href="https://docs.google.com/spreadsheet/viewform?formkey=dDBKWjJjYU56cHo0TTQ1VGpWcGYzS3c6MQ" shape="rect" target="_blank" title="10th March session" /> <area alt="Send email" coords="0,188,155,209" href="mailto:PA_NACLI_BD@pa.gov.sg" shape="rect" target="_blank" title="Send email" /></map></p>', 'Mark of The Lion in Singapore', '<p>\r\n <img alt="" src="images/stories/motl_sg.jpg" style="width: 580px; height: 430px;" /></p>\r\n', 'inherit', 'open', 'open', '', '3940-revision', '', '', '2012-02-27 15:02:29', '2012-02-27 15:02:29', '', 3940, 'http://invictusleader.com/home/?p=4181', 0, 'revision', '', 0),
(4182, 1, '2012-02-03 06:44:44', '2012-02-03 06:44:44', '\r\n<div style="text-align: justify; ">\r\n We must first recognize that there are unnecessary mistakes we can spare ourselves from. These mistakes are avoidable if we are well-informed and prepared to learn. While it is impossible to compile an exhaustive list, the following are a selection of 5 errors – not necessarily the worst ones – that commonly befall the average leader, presented in no particular order of priority.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1) Forgetting to lead your self. </strong></div>\r\n<div style="text-align: justify; ">\r\n “I am indeed a king because I know how to rule myself.”</div>\r\n<div style="text-align: justify; ">\r\n ~ <span data-scayt_word="Pietro" data-scaytid="2">Pietro</span> <span data-scayt_word="Aretino" data-scaytid="3">Aretino</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n During a talk on management and leadership, the speaker who was supposed to be a key figure in his field, inadvertently shared about picking up a few CDs on <span data-scayt_word="Petaling" data-scaytid="4">Petaling</span> Street. [Note: To the uninitiated, <span data-scayt_word="Petaling" data-scaytid="5">Petaling</span> Street sells pirated entertainment media.] Immediately, one could sense that he had lost credibility among the audience. In all likelihood, one of the two following thoughts must have crossed their minds: “Do I want to follow a leader who seems to have no moral compass within himself?” or “How foolish! Could he not have withheld his tongue from sharing such a damning piece of information?”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A leader must be able to exercise good self-governance before he can lead others. He must know himself intimately and have mastery over self. If you cannot lead your own self, who will want you to lead them?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(2) Forgetting who you are leading.</strong></div>\r\n<div style="text-align: justify; ">\r\n It was Robert <span data-scayt_word="Greenleaf" data-scaytid="6">Greenleaf</span> who said that “Good leaders must first become good servants”. Therefore if you are called to be a leader, you are the people’s servant, not vice versa. Unfortunately, many leaders forget that the people they lead are not their servants. On the other hand, being a good leader who serves others doesn’t mean that you do everything for your people and make them dependent or beholden to you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The following vignette amplifies the difference between a good person and a good leader. After dining with a guest, a good person’s guest will think, “What amazing qualities he has!” On the other hand, after having dinner with a good leader, his guest will think, “What amazing qualities I have!”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A good leader inspires others to realize their own potential. Though leadership begins with scrutinizing yourself, the end game is about others – influencing them to reach greater heights. A good leader never forgets how valuable his people are.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(3) Banking too much on rationality.</strong></div>\r\n<div style="text-align: justify; ">\r\n Like it or not, every decision we make is inevitably tied up with our emotions, directly or indirectly because that’s the way humans are wired. Many leaders fail to get their people’s buy-in simply because they use too much logic and too little love. Instead, leaders should connect rather than compel, encourage rather than enforce.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A single dose of compassion is much more effective at motivating others than giving a thousand reasons why someone must do this or that. At other times, a pinch of humour or lightheartedness may be appropriate to break the tension.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “A sense of humour is part of the art of leadership, of getting along with people, of getting things done.”</div>\r\n<div style="text-align: justify; ">\r\n ~ Dwight D. Eisenhower</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(4) Letting corporate rules overrule. </strong></div>\r\n<div style="text-align: justify; ">\r\n Rules were made for men, and not men for the rules. Thus the priority is on the person’s well-being first. Here is a case in point:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n After completing a demanding project, the project team members who had sacrificed many evenings and weekends were given an extra day off their work. The day agreed upon was a Friday. At the last minute, one team member had to report to work that Friday because of an urgent matter. So she asked the HR department if she could take another day off instead. Their response? No. Because that specific Friday was stated in the form, the matter was set in stone. Period.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When decision makers in the organization don’t know how to exercise discretion, they risk eroding the employees’ morale. In general, rules must be adhered to, but under special circumstances, leaders need to be discerning, empathetic and flexible.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>5) Distracted by the latest and the sexiest.</strong></div>\r\n<div style="text-align: justify; ">\r\n Stay focused on basic good old-fashioned leadership values like humility and honesty instead of getting sidetracked by new leadership fads. For instance, trying to conduct leadership training based on the most recent set of buzzwords is going to be a waste of valuable corporate resources if your executives still have attitudes such as “Why should I change?” or “Why should I respect people from that culture?”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n It could take just one little misstep to undo your great leadership track record. Therefore, conscientious leaders would do well to pay heed to the potential pitfalls that others have painfully experienced or witnessed and now warn you about.</div>', 'To Err or Not to Err? 5 Leadership Errors and How to Avoid Them', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/cancel_f2.png" style="margin-left: 6px; margin-right: 6px; float: right; width: 66px; height: 66px; " />Since time immemorial, countless leadership errors have been made and many dire consequences faced. Yet without making mistakes, one cannot learn. This is indeed a paradoxical dilemma for leaders: To err or not to err?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n', 'inherit', 'open', 'open', '', '3939-revision', '', '', '2012-02-03 06:44:44', '2012-02-03 06:44:44', '', 3939, 'http://invictusleader.com/home/?p=4182', 0, 'revision', '', 0),
(4183, 1, '2012-02-03 06:41:32', '2012-02-03 06:41:32', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>People become what you think they are</strong></div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="Sy’s" data-scaytid="4">Sy’s</span> study* highlighted a simple truth that most of us intuitively knew all this while but lacked strong research support, till now:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n · When managers/leaders hold a positive view of their followers, they treat the followers positively.</div>\r\n<div style="text-align: justify; ">\r\n · When managers/leaders hold a negative view of their followers, they treat the followers negatively.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The positive treatment towards followers in turn leads to better relationships and greater job satisfaction, which ultimately produces high performance – just as their leaders have “prophesied”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>How the research was conducted</strong></div>\r\n<div style="text-align: justify; ">\r\n The research comprised five separate studies across seven samples that involved 1362 workplace leaders. <span data-scayt_word="Sy" data-scaytid="5">Sy</span> applied the following <strong>six core conceptions</strong> by which managers/leaders categorize their employees:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n (1) Industry; (2) Enthusiasm; (3) Good Citizen (positive conceptions)</div>\r\n<div style="text-align: justify; ">\r\n (4) Insubordination; (5) Incompetence; (6) Conformity (negative conceptions)</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Based on the six conceptions above, a follower who is viewed positively is described as industrious, enthusiastic and good citizens. On the other hand, a follower who is viewed negatively is described as insubordinate, incompetent and conforming.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>The theory behind it</strong></div>\r\n<div style="text-align: justify; ">\r\n Implicit followership theories (<span data-scayt_word="IFTs" data-scaytid="8">IFTs</span>) are defined as individuals’ <strong>personal assumptions about the traits and <span data-scayt_word="behaviours" data-scaytid="9">behaviours</span> that characterize their followers</strong>.Leaders automatically and spontaneously categorize their followers and act on those conceptions, even if they don’t realize it.In a way, <span data-scayt_word="IFTs" data-scaytid="10">IFTs</span> determine leadership styles.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In addition, leaders’ <span data-scayt_word="IFTs" data-scaytid="12">IFTs</span> can predict <strong>four interpersonal outcomes</strong>:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n (i) liking</div>\r\n<div style="text-align: justify; ">\r\n (ii) relationship quality</div>\r\n<div style="text-align: justify; ">\r\n (iii) trust</div>\r\n<div style="text-align: justify; ">\r\n (iv) job satisfaction</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The more positively a leader views his people, the better the four interpersonal outcomes, which will in turn have a significant impact on performance. That’s why <strong>discovering your mindset about your people is an important step in leadership</strong>.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Culture and gender bias</strong></div>\r\n<div style="text-align: justify; ">\r\n What about IFTs in multicultural settings? Well, this might pose a problem.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When a leader picks out potential talent, he tends to look for followers who fit in with his IFTs. For example, the Western leader believes that if you are enthusiastic, your enthusiasm will show; if not, then you’re probably not enthusiastic enough. So when this leader comes across followers who exhibit enthusiasm, naturally he treats them as “high potentials”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But when the same leader comes across followers from other cultures (for instance, Asian culture) that tend to be more reserved in expressing their emotions, the leader may inadvertently overlook them although deep down they have as much enthusiasm as their Western peers. Unfortunately, the same bias could also occur where gender is concerned.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Mind your IFTs: Punitive versus Positive</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders who subscribe to more negative IFTs may be prone to delivering <strong>punitive evaluations</strong> of their followers. On the other hand, leaders who subscribe to more positive IFTs may be prone to delivering <strong>positive evaluations</strong> of their followers.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is unfair to deprive or punish others because of the IFTs of your own doing. Therefore, leaders should mind their IFTs very carefully. Get to know your IFTs profile and question yourself why you believe in what you believe.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Summary: Implications for Leaders and Trainers/Coaches</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, be mindful of what you think about your people. If you harbour negative conceptions, you can’t help but view your people negatively, regardless of whether they’re really as bad as you think they are. If you find yourself evaluating someone harshly, check whether it’s coming from your own biasness. Or, if you’re having trouble identifying someone’s potential, check whether it’s simply because they don’t fit into what you think constitutes potential. Try seeing your people for who they really are.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Trainers and Coaches – Sy’s research suggests that it is possible to change leaders’ conceptions about their followers. So why don’t we <strong>make our self-fulfilling prophecies work positively in our people’s favour</strong>? For the organization, facilitating the right mindset change through training and coaching would be a<strong>smart</strong><strong> corporate strategy</strong> because it positively impacts employee performance and ultimately, business performance.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=721">Renjith Krishnan</a></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:12px;"><strong>*Reference</strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:12px;">Thomas Sy. <strong>What do you think of followers? Examining the content, structure, and consequences of implicit followership theories</strong>. <em>Organizational Behavior and Human Decision Processes</em>, 2010; 113 (2)</span></div>', 'Self-Fulfilling Prophecy of Leaders: Make It Positive!', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/leadership.jpg" style="float: left; width: 222px; height: 148px; " /></div>\r\n<div style="text-align: justify; ">\r\n The <em>Training</em> magazine reports that training expenditures in the USA <span data-scayt_word="totalled" data-scaytid="2">totalled</span> $59.7 billion in 2011 (www.trainingmag.com). Since that’s a substantial amount of money; it makes sense for companies to ensure that leadership training covers pertinent areas of human capital development, which can greatly impact employee performance. What might those areas be?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n We may not have an exhaustive list, but here is one area that Thomas <span data-scayt_word="Sy" data-scaytid="3">Sy</span>, an experienced business leadership consultant and assistant professor of Psychology at the University of California, Riverside, suggests: “<strong>How leaders view their employees</strong>”. This is an important area because the way leaders perceive their people tends to become a self-fulfilling prophecy!</div>\r\n<div />\r\n ', 'inherit', 'open', 'open', '', '3938-revision', '', '', '2012-02-03 06:41:32', '2012-02-03 06:41:32', '', 3938, 'http://invictusleader.com/home/?p=4183', 0, 'revision', '', 0),
(4184, 1, '2012-02-03 06:37:07', '2012-02-03 06:37:07', '<div>\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <em> “To do two things at once is to do neither.” </em></div>\r\n<div>\r\n ~ <span data-scayt_word="Publilius" data-scaytid="2">Publilius</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/bigstock_Multitasking_Business_Woman_28745030.jpg" style="width: 198px; height: 132px; margin-left: 6px; margin-right: 6px; float: right; " /></div>\r\n<div style="text-align: justify; ">\r\n There was a time in corporate history that bosses expected their staff to multitask. Multitasking was thought to be a desirable managerial competency. It was even a popular buzzword. After all, our human brains are superior to computers; so if computers can multitask, why can’t we?</div>\r\n<div />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The truth is, we can’t. Bosses in today’s knowledge era should not embarrass themselves by trying to compel their staff to multitask because the latest scientific evidence against multitasking is freely accessible online. Tony Schwartz, who doesn’t believe in multitasking, says that one of the worst things a boss can do is to ask his staff to constantly look out for emails from him, even while they’re working on other things. [The irony is that some bosses detest us checking our phones while they speak during a meeting, but they do the same – in the name of multitasking – when others are speaking.]</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n Psychiatrist Dr Edward M. <span data-scayt_word="Hallowell" data-scaytid="3">Hallowell</span> describes multitasking as a “mythical activity in which people believe they can perform two or more tasks simultaneously as effectively as one.” Using our PCs as an analogy, <span data-scayt_word="neuro-psychologist" data-scaytid="4">neuro-psychologist</span> William <span data-scayt_word="Stixrud" data-scaytid="5">Stixrud</span>, PhD, points out that although you may have several screens open on your desktop, you are able to think about only one at a time. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Even without the scientific data at your disposal, deep down you must have sensed that multitasking was ineffective. Try reading and replying emails when listening to an audio presentation by Steven Covey. At best, you find yourself missing a few nuggets from Covey while completing your email message without event. At worst, you find that while you were immersed in Covey’s gems, you committed a cringe-worthy error in your email that will now be immortalized in cyberspace till Armageddon strikes.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Switches and bottlenecks</strong></div>\r\n<div style="text-align: justify; ">\r\n But what about the employee who happily listens to music while writing his report? Well, you can be sure that at any one specific time, his mind is either focused on the music or on the report, but not both. Though it may seem like he’s able to focus on both at once, in reality his brain merely switches back and forth between the two tasks. This "switching time" happens so quickly and unconsciously that most people don’t realize it happening. Nevertheless switching time, no matter how brief, still adds up. Researcher David Meyer, PhD, estimates that <strong>switching time could increase the duration taken to complete your primary task by an average of 25 percent.</strong></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Not only does it take longer to complete your tasks, the quality of at least one of the tasks will suffer. Meyer attests that <strong>more mistakes are made</strong> and the time taken therefore increases further – often even doubling – compared to if the tasks were done sequentially. The extra time is due to the brain’s natural compulsion to restart and refocus.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In addition, psychologist <span data-scayt_word="René" data-scaytid="6">René</span> <span data-scayt_word="Marois" data-scaytid="7">Marois</span>, PhD, has discovered that the brain exhibits what he calls a “<strong>response selection bottleneck</strong>” when performing several tasks at a time. Since the brain must decide which activity is most important, it takes up extra time.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In the field of learning and education, Richard E. Mayer, PhD, and Roxana Moreno, PhD, who have extensively studied the phenomenon of cognitive load in multimedia learning, concluded that it is difficult and <strong>most likely impossible to learn new information while multitasking.</strong> Furthermore, <span data-scayt_word="Reynol" data-scaytid="8">Reynol</span> Junco, D.Ed, and Shelia R. Cotton, PhD, who examined the effect of multitasking on academic success, found that <strong>students who multitasked more often reported more problems with their academic work</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Of course, there are scientists who believe that we can train our brains to multitask. However, the evidence for this is not conclusive. No doubt we can train people to perform simultaneous tasks more efficiently, but that’s because those people were totally unfamiliar with the tasks in the first place, hence significant improvement could easily be gained after training.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Further reading</strong></div>\r\n<div style="text-align: justify; ">\r\n If you wish to delve into the technicalities of multitasking, you might be interested to <span data-scayt_word="readThe" data-scaytid="9">read<em>The</em></span><em> Multitasking Mind </em>(Oxford University Press, 2010). The authors, Associate Professor Dario D. <span data-scayt_word="Salvucci" data-scaytid="10">Salvucci</span> and Professor <span data-scayt_word="Niels" data-scaytid="11">Niels</span> A. <span data-scayt_word="Taatgen" data-scaytid="12">Taatgen</span>, explain the meaning of <strong>concurrent multitasking</strong>(doing multiple tasks at once), <strong>sequential multitasking</strong> (interrupting and resuming tasks), and <strong>multitask skill acquisition</strong> (learning and <span data-scayt_word="practising" data-scaytid="18">practising</span> multiple tasks). The authors propose the <strong>Theory of Threaded Cognition</strong>, in which they posit that all tasks can operate in parallel, but that they have to share cognitive resources, which may be perceptual, motor or central. By combining the Theory of Threaded Cognition with ACT-R (Adaptive Control of Thought – Rational, a cognitive architecture developed by John Robert Anderson et al., 2004), <span data-scayt_word="Salvucci" data-scaytid="13">Salvucci</span> and <span data-scayt_word="Taatgen" data-scaytid="14">Taatgen</span> are able to predict whether there will be interference when two tasks are done together, or whether the two tasks can be combined without the need for extra coordination.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, do yourselves and your people a <span data-scayt_word="favour" data-scaytid="17">favour</span>: Unmask multitasking for its overrated claims, and don’t even use the word in the office unless you’re referring to the computer.</div>', 'The Myth of Multitasking', '', 'inherit', 'open', 'open', '', '4130-revision', '', '', '2012-02-03 06:37:07', '2012-02-03 06:37:07', '', 4130, 'http://invictusleader.com/home/?p=4184', 0, 'revision', '', 0),
(4185, 1, '2012-02-03 06:33:35', '2012-02-03 06:33:35', '\r\n</div>\r\n<h4>\r\n </h4>\r\n<h4>\r\n <strong style="font-size: 16px; ">Eight myths of grief</strong></h4>\r\n<div style="text-align: justify; ">\r\n <span style="text-align: justify; ">Providing support to grieving employees “…will yield valuable dividends not only in </span><strong style="text-align: justify; ">productivity</strong><span style="text-align: justify; "> and </span><strong style="text-align: justify; ">profitability</strong><span style="text-align: justify; ">, but also in </span><strong style="text-align: justify; ">employee loyalty</strong><span style="text-align: justify; "> and </span><strong style="text-align: justify; ">goodwill</strong><span style="text-align: justify; ">,” said Therese S. </span><span data-scayt_word="Schoeneck" data-scaytid="2">Schoeneck</span><span style="text-align: justify; ">, Executive Director of Syracuse, New York-based Hope for Bereaved, Inc.*</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="text-align: justify; ">Unfortunately, many corporations are unable to provide their employees the right kind of support because of their misconceptions about grief. Among these misconceptions are the “eight myths of grief” identified by the American Hospice Foundation*:</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 1: We only grieve deaths.</div>\r\n<div style="text-align: justify; ">\r\n Reality: We grieve all losses.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 2: Only family members grieve.</div>\r\n<div style="text-align: justify; ">\r\n Reality: All who are attached grieve.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 3: Grief is mostly an emotional reaction.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Grief is manifested in many ways – including physically.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 4: Individuals should leave grieving at home.</div>\r\n<div style="text-align: justify; ">\r\n Reality: We cannot control where we grieve.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 5: We slowly and predictably recover from grief.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Grief is an uneven process, a roller coaster with no timeline.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 6: Grieving means letting go of the person who has died. </div>\r\n<div style="text-align: justify; ">\r\n Reality: We never fully detach.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 7: Grief finally ends.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Over time most people learn to live with loss.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 8: Grievers are best left alone.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Grievers need opportunities to share their memories and grief, and to receive support.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Understanding the realities of grief will enhance our emotional intelligence as leaders in reaching out to grieving colleagues. If leaders don’t know how to offer the right kind of support, employees will perceive the organization – not just the leaders – to be an uncaring one that places emphasis on profit instead of people.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Impact of grief on business performance</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Does grief affect business leadership performance? Do we expect leaders to remain unscathed when grief strikes their personal lives?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Although there are many possible causes of grief and loss such as downsizing, terminal illness, aging and catastrophic events, a very common cause is bereavement. The impact of a CEO’s bereavement on his/her company was studied by three finance professors in 2007. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The trio of researchers – Morten Bennedsen (Copenhagen Business School), Francisco Pérez-González (University of Texas) and Daniel Wolfenzon (New York University) – tracked the performance of 75,000 Danish companies in the two years before and after the CEO had experienced a death in the family. Financial performance dwindled 21.4 percent after the demise of a child, 14.7 percent after the death of a spouse, and about 8 percent following the loss of any other family member. The drops in profitability appeared sharper for companies headed by women.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Leaders are only human</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Is there a biological reason for the decline in performance? Or did the leaders simply fail to cope with their grief effectively?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Brain scan images of people who are grieving show increased activity along a broad network of neurons in areas affecting mood, memory, perception, conceptualization as well as the regulation of the heart, digestive system and other organs. This shows that grief can really take a toll on us!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Grieve if you must, but don’t prolong the mourning period and don’t saturate your mind with perpetual dark thoughts. The more we dwell on our sorrow, the more developed or permanent those grief-related neural pathways will become. This could further lead to chronic preoccupation or depression.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Four grief-coping strategies</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Neuroscientist Thomas Crook, PhD, recommends the following four strategies to constructively cope with not just bereavement but also other forms of setbacks or disappointment that could bring about grief or sorrow:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1) Stay alert for “thought intruders".</strong></div>\r\n<div style="text-align: justify; ">\r\n The minute you detect an intrusive negative thought, visualize a stop sign. You might even need to say “Stop it!” aloud if that helps you better. In a how-to-be-successful seminar I attended in Kuala Lumpur in 2011, participants were given a black rubber band each to wear on our wrists. The speaker encouraged us to maintain a positive mindset, but in the event that a negative thought crossed our minds, we could pull the rubber band and release it so as to literally snap us out of our negativity. It worked.</div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <strong>(2) Schedule your sad memories.</strong></div>\r\n<div style="text-align: justify; ">\r\n If you must reflect on your unhappier moments, then learn how to manage them. Put them off till a brief period of free time when you don’t need to be productive, for instance, during your tea break. But never analyze your sad thoughts before sleeping – it will only strengthen your negativity because electrical activity prior to our bedtime diminishes in the brain regions linked with analytical reasoning, so we become less objective. </div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <strong>(3) Don''t tolerate self-accusing or superstitious thoughts.</strong></div>\r\n<div style="text-align: justify; ">\r\n Do not entertain self-blame such as, “If only I had been more…” or irrational thoughts like, “I am jinxed – whoever I like always dies.” There is absolutely no logic or truth in such thoughts.</div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <strong>(4) View setbacks as opportunities.</strong></div>\r\n<div style="text-align: justify; ">\r\n “What doesn’t kill us makes us stronger.”</div>\r\n<div style="text-align: justify; ">\r\n ~ Friedrich Nietzsche</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Take comfort in the fact that if you have survived the setback, you can emerge from it stronger.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Conclusion</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Yes, real leaders do cry. But they move on beyond their grief, become stronger in the process, and go on to reach out to others in a similar situation.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n *Cited from <em>Managing Workplace Grief – Vision and Necessity</em> (2002) by Jan Jung-Min Sunoo and Brenda Paik Sunoo</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=3062">David Castillo Dominici</a></div>', 'Do Real Leaders Grieve?', '<p style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/Castillo - man with hands over face.jpg" style="text-align: justify; margin-left: 6px; margin-right: 6px; float: right; width: 133px; height: 99px; " /></div>\r\n<div style="text-align: justify; ">\r\n The primary responsibility of an employer is to run the business successfully, but the health of a business depends on the health of its most important asset – employees.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Grief can strike anyone, anytime, anywhere. Grief affects one''s well-being. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What is the impact of grief on employees and business performance? Does your organization know how to take care of its most important asset during their darkest hours? Or do you think that grief is something that overwhelms only weak and emotional people, but should not affect <em>real</em> leaders?</div>\r\n<div />\r\n ', 'inherit', 'open', 'open', '', '3936-revision', '', '', '2012-02-03 06:33:35', '2012-02-03 06:33:35', '', 3936, 'http://invictusleader.com/home/?p=4185', 0, 'revision', '', 0);
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(4186, 1, '2012-02-02 04:23:02', '2012-02-02 04:23:02', '<div>\r\n <strong>OVERVIEW</strong></div>\r\n<div>\r\n </div>\r\n<div>\r\n John <span data-scayt_word="Rushford" data-scaytid="1">Rushford</span>, F.A.I.C.D.,Dip; MBA; Ph.D., is an acknowledged specialist in business management, program/project management and consulting services with multi-national corporations as well as with small to medium enterprises. John’s broad industry experience is reflected in some of the more senior positions held as Chairman, Chief Executive Officer, Managing Director, Co Secretary, Vice-President, General Manager, International Operations Manager, Program & Project Director, Senior Business Advisor and Consultant, Senior Facilitator and Lecturer.</div>\r\n<div>\r\n </div>\r\n<div>\r\n With initial qualifications in mechanical engineering, John has had many years experience in the engineering manufacturing industry and 20+ years with companies involved in the data communications, electronics, telecommunications and information and communication technology industries.</div>\r\n<div>\r\n </div>\r\n<div>\r\n John combines his broad industry management skills with his background in facilitating executive level program and project management workshops and courses to provide a hands-on approach to coaching and mentoring assignments. </div>', 'John Rushford', '', 'inherit', 'open', 'open', '', '3935-revision', '', '', '2012-02-02 04:23:02', '2012-02-02 04:23:02', '', 3935, 'http://invictusleader.com/home/?p=4186', 0, 'revision', '', 0),
(4187, 1, '2012-02-02 03:39:58', '2012-02-02 03:39:58', '\r\n</div>\r\n<div style="text-align: justify; ">\r\n Goldsmith outlines four red flags that tell you – whether you are a coach, leader, manager or all three – who might be an <span data-scayt_word="uncoachable" data-scaytid="4">uncoachable</span> candidate:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1) He doesn’t think he has a problem</strong>.</div>\r\n<div style="text-align: justify; ">\r\n Remember the classic story of the horse that refused to drink despite being brought to the source of water? Well, if you were there, the best you could do would be to try to make it thirsty. But wait a minute – some people don’t even think they need to be thirsty in the first place! If someone doesn’t care enough to change, then you’re just wasting your time trying to coach him, no matter how diligent you are, advises Goldsmith.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(2) He is pursuing the wrong strategy for the organization.</strong></div>\r\n<div style="text-align: justify; ">\r\n Coaching someone who is already going the wrong direction will backfire – it will help him get there faster. Instead, we need to get him back onto the right track, provided he is willing to do so in the first place.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(3) He is in the wrong job. </strong></div>\r\n<div style="text-align: justify; ">\r\n An unhappy employee, who feels that he is saddled with the wrong job in the wrong place, can’t help but create unhappiness for those around him. Such negative energy is highly contagious and toxic to the productivity of your organization.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n This reminds me of a Malay proverb, <em><span data-scayt_word="Sebab" data-scaytid="5">Sebab</span> <span data-scayt_word="nila" data-scaytid="6">nila</span> <span data-scayt_word="setitik" data-scaytid="7">setitik</span>, <span data-scayt_word="rosak" data-scaytid="8">rosak</span> <span data-scayt_word="susu" data-scaytid="9">susu</span> <span data-scayt_word="sebelanga" data-scaytid="10">sebelanga</span></em> (literal translation: “because of one dot of indigo dye, the whole pot of milk is tainted”), which means “because of a dash of evil, all the goodness comes undone”. Just like the dye, the unhappy person just can’t help it – his dark outlook will inevitably contaminate the environment.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Since you can’t fix the behaviour of an unhappy person, it’s best to let him go.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(4) He thinks everyone else is the problem.</strong></div>\r\n<div style="text-align: justify; ">\r\n Unlike those who don’t even acknowledge they have a problem, this person knows there is a problem but denies any role in it.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Goldsmith shares about a client who ran a successful company with happy employees. When feedback from employees indicated that the boss showed favouritism where compensation was concerned, the boss readily accepted the finding. However, the boss concluded that it was his right to do as he pleased, so he wanted Goldsmith to fix his employees, not him. Naturally, Goldsmith was out of there faster than Superman.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n I would like to add another characteristic of an uncoachable person to Goldsmith’s list:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(5) He absolves himself of any responsibility.</strong></div>\r\n<div style="text-align: justify; ">\r\n A person with this characteristic goes a little further than the last type of person we discussed, but still falls below the mark of a coachable candidate. This person realizes that he is part of the problem. Yet when it comes to taking the step to change, he bails out.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “That’s just the way I am!” is his excuse. He doesn’t think it is his responsibility to change, to intervene in whatever nature has bestowed upon him (although he readily dyes his hair, tattoos his arm and gets Botox). He is not afraid to be labelled recalcitrant or its equivalent. Instead, he secretly feels that the label is some sort of a heroic badge – after all, heroes in movies always saved the world despite their quirks and weaknesses. And most of them didn’t have naggy coaches, did they?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n In a nutshell, when you come across candidates who exhibit any one or more of the aforementioned characteristics, you should seriously consider investing your efforts elsewhere and not deprive someone else who needs your attention more earnestly. The conviction for sustainable change has to come from deep within an individual, not from an external force, which is at best, a temporary stimulus.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=1256">Evgeni Dinev</a></div>', 'A Breed to Beware: The Uncoachables', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/scarecrow.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 188px; height: 125px; " />The critically acclaimed 1987 movie <em>The Untouchables </em>depicted how FBI agent Elliot Ness finally brought down Al Capone, a notorious gangster, during the United States’ “Prohibition era” from 1920 to 1933 when the sale, manufacture and transportation of alcohol was banned. It was a particularly challenging <span data-scayt_word="endeavour" data-scaytid="2">endeavour</span> because Ness had to work against an extremely corrupt system where law enforcers were beholden to Capone. To beat the system, Ness roped in people from outside the system who remained untouched by Capone’s debilitating influence; hence the use of the term “untouchables”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, some people become untouchables for the wrong reasons. They are untouched by the need to be self-aware, to adapt or to improve. They are happy wherever they are not because they have attained true self-actualization, but because they simply <strong>refuse to change</strong>. Thanks to Marshall Goldsmith, we have a catchy moniker for this breed of people: “The <span data-scayt_word="Uncoachables”" data-scaytid="3">Uncoachables”</span>.</div>\r\n<div>\r\n </div>\r\n<div />\r\n ', 'inherit', 'open', 'open', '', '3934-revision', '', '', '2012-02-02 03:39:58', '2012-02-02 03:39:58', '', 3934, 'http://invictusleader.com/home/?p=4187', 0, 'revision', '', 0),
(4188, 1, '2012-02-02 03:33:09', '2012-02-02 03:33:09', '\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Humble leaders accept their own limitations but do not demonize followers for theirs. Humble leaders are always looking for ways to improve themselves. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Followers prefer humble leaders. Followers neither want nor need a superman as their leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Why?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Because a superman-leader wouldn’t know what it’s like to have many weaknesses and what it feels like to grapple with everyday human struggles. Superman-leaders would have expectations that are too lofty for the ordinary follower to live up to. Superman-leaders are easily irritated with our so-called ineptness. Superman-leaders do not have the capability to be humble; and in the unlikely event that they show any signs of humility, we greatly suspect such sentiment to be faked.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n On the other hand, a leader’s ability to <strong>admit mistakes</strong>, to <strong>focus on other people’s strengths</strong> and to be <strong>willing to learn</strong> shows his followers that he is willing to grow just as his followers are also striving to grow. Followers can identify and resonate with such an authentic leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Research evidence</strong></div>\r\n<div style="text-align: justify; ">\r\n What research evidence do we have, which concludes that these <strong>attributes of humble leadership are powerful predictors of effective leadership</strong> <strong>and organizational growth</strong>?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The evidence comes from a study conducted by Bradley Owens, Assistant Professor of Organization and Human Resources at the University of Buffalo School of Management, and David Hekman, Assistant Professor of Management at the Lubar School of Business, University of Wisconsin-Milwaukee, on 16 CEOs, 20 mid-level leaders and 19 frontline leaders from diverse organizations – from military and health care, to financial services and religious bodies. Subjects were asked to describe in detail how humble leaders conduct themselves at the workplace and how a humble leader behaves differently from a non-humble one.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Owens explains that despite the embarrassment of failure, humble leaders are able to overcome their fears and share their feelings as they deal with their own personal growth process, thereby earning the favour of their followers. In addition, these leaders support their followers’ own growth journeys, and this leads to higher performing organizations.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Becoming, not Pretending</strong></div>\r\n<div style="text-align: justify; ">\r\n Humble leaders who show their humanity are more desirable than superman-leaders who project an invincible front. This is because humble leaders who are in the <strong>continuous process of “becoming” better</strong> are held in higher esteem than leaders who are “pretending” to be what their followers know they are not.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What advice do Owens and Hekman offer in the light of their study?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “<strong>You can''t fake humility.</strong> You either genuinely want to grow and develop or you don''t.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>The leader’s desire to grow has a powerful effect on the followers</strong>. Realizing that missteps and uncertainty are acceptable in the growing process, they thrive. As a result, the organization continues to grow and improve.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Reflection</strong></div>\r\n<div style="text-align: justify; ">\r\n So are you becoming or pretending to be an effective leader? Whatever your response is, your followers would have already answered that question for themselves. Do you dare to find out?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=3062">David Castillo Dominici</a></div>', 'Powerful Predictors of Effective Leadership: Attributes of Humble Leadership', '<p>\r\n <span style="font-size:14px;"><em style="font-size: 14px; "><strong>Followers don’t want a superman</strong></em></span></p>\r\n<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Castillo - coaching with humility.jpg" style="margin-left: 6px; margin-right: 6px; float: left; width: 168px; height: 112px; " />Do you admit your mistakes?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Do you focus on your people’s strengths instead of harping on their weaknesses?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Do you come across as a teachable person?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n If you said, “I do” to all three above, then you possess the attributes that lie at the heart of humble leadership.</div>\r\n', 'inherit', 'open', 'open', '', '3933-revision', '', '', '2012-02-02 03:33:09', '2012-02-02 03:33:09', '', 3933, 'http://invictusleader.com/home/?p=4188', 0, 'revision', '', 0),
(4189, 1, '2012-02-02 03:26:43', '2012-02-02 03:26:43', '<div>\r\n <span style="font-size:14px;"><em><strong>Achieving sustainable optimal energy</strong></em><span style="font-size:16px;"><strong>@</strong></span><em><strong>work</strong></em></span></div>\r\n<div>\r\n <br clear="all" />\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/clock.jpg" style="margin-left: 14px; margin-right: 14px; float: left; width: 168px; height: 125px; " />In “Four Destructive Myths Most Companies Still Live By”, Tony Schwartz reminds us to be wary of mistaken beliefs that plague and cripple many corporations. However, the most destructive myth out of the four, Schwartz warns, is this: “The best way to get more work done is to work longer hours”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, many bosses you and I know still cling on to that myth. They may not be so <span data-scayt_word="naïve" data-scaytid="2">naïve</span> as to declare it explicitly, but their body language screams it out loud even if they do so unconsciously.</div>\r\n<div />\r\n \r\n <p style="text-align: justify; ">\r\n For instance, the boss calls you in for a “brief” meeting just before you are supposed to be off work at 5 pm. The so-called brief meeting easily turns into one or two hours of discussion – you miss dinner with your spouse and kids, and have to cancel that bicycle ride with them in the park.</p>\r\n</div>\r\n<div style="text-align: justify; ">\r\n Don’t get me wrong – I’m not saying there is never any place for emergency or urgent meetings now and then or during a really challenging period. But if such expectations from your boss arise on a regular basis, then the boss is either inefficient or ineffective, if not plain ignorant.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n An article in <em>The Star</em> newspaper on 5 January 2012 highlighted Malaysia as one of the top ten countries in the world with the most public holidays. Being a multiethnic society, Malaysia observes public holidays for a number of diverse festivals, which allow Malaysians to travel back to their hometowns to celebrate with their families.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n At the same time, the article reported how employers lamented about the loss in productivity in their respective industries whenever many employees took prolonged breaks from work at the same time. The following day, the same newspaper quoted a psychologist who defended the need for employees to take such breaks for their well-being. After all, a global survey by <span data-scayt_word="Regus" data-scaytid="3">Regus</span> across 85 countries had found Malaysians to be “too hardworking”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The results of the survey, which was conducted on 12,000 business people and published in <em>The Star</em> on 9 November 2011, revealed that 15 percent of Malaysians regularly chalked up 11 hours of work a day, compared to 10 percent globally. In addition, 32 percent of Malaysians worked between nine and 11 hours daily. About 47 percent of Malaysians take their work home more than three times per week, compared to 43 percent globally.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Intense focus + Intermittent renewal = Sustainable optimized energy<span style="font-size:14px;">@</span>work</strong></div>\r\n<div style="text-align: justify; ">\r\n Unlike computers, we cannot operate at high speeds, continuously, for long periods of time without suffering dire consequences. And yet even machines need to be serviced and batteries recharged – think about your car, laptop or mobile phone – how much more important it is for humans to be renewed!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To borrow Schwartz’s words, we are designed to “pulse intermittently” between expending and renewing energy. Great achievers as well as enlightened leaders know that <strong>it is not the number of hours of work that determines the value people create, but rather</strong> <strong>the energy they bring into whatever hours they work</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n For many of us, our reservoir of energy systematically diminishes as the day progresses. However, <strong>intermittent renewal</strong> makes it possible to maintain our energy throughout the day. Schwartz recommends that we alternate periods of intense focus with <strong>periods of renewal every 90 minutes</strong>. In this way, we can get more done in less time and in a more <strong>sustainable</strong> manner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Give yourself a boost in productivity today!</strong></div>\r\n<div style="text-align: justify; ">\r\n Don’t believe that renewal time can really boost productivity? Schwartz challenges you to try out the following:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n (1) Select the most challenging task you have on your agenda <strong>before going to bed</strong> every night over the coming week.</div>\r\n<div style="text-align: justify; ">\r\n (2) Set aside <strong>60 to 90 minutes at the start of the following day</strong> to focus on the selected activity.</div>\r\n<div style="text-align: justify; ">\r\n (3) Choose a <strong>fixed start and stop time</strong>, with <strong>no interruptions</strong> wherever possible.</div>\r\n<div style="text-align: justify; ">\r\n (4) Once you’re able to set the above in motion, it will almost certainly turn out to be your most productive period of the day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, if you wish to be more effective, start encouraging intermittent renewal periods for yourself and your people.</div>', 'Get More Done in Less Time', '', 'inherit', 'open', 'open', '', '4129-revision', '', '', '2012-02-02 03:26:43', '2012-02-02 03:26:43', '', 4129, 'http://invictusleader.com/home/?p=4189', 0, 'revision', '', 0),
(4190, 1, '2012-02-02 03:26:43', '2012-02-02 03:26:43', '\r\n <p style="text-align: justify; ">\r\n For instance, the boss calls you in for a “brief” meeting just before you are supposed to be off work at 5 pm. The so-called brief meeting easily turns into one or two hours of discussion – you miss dinner with your spouse and kids, and have to cancel that bicycle ride with them in the park.</p>\r\n</div>\r\n<div style="text-align: justify; ">\r\n Don’t get me wrong – I’m not saying there is never any place for emergency or urgent meetings now and then or during a really challenging period. But if such expectations from your boss arise on a regular basis, then the boss is either inefficient or ineffective, if not plain ignorant.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n An article in <em>The Star</em> newspaper on 5 January 2012 highlighted Malaysia as one of the top ten countries in the world with the most public holidays. Being a multiethnic society, Malaysia observes public holidays for a number of diverse festivals, which allow Malaysians to travel back to their hometowns to celebrate with their families.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n At the same time, the article reported how employers lamented about the loss in productivity in their respective industries whenever many employees took prolonged breaks from work at the same time. The following day, the same newspaper quoted a psychologist who defended the need for employees to take such breaks for their well-being. After all, a global survey by <span data-scayt_word="Regus" data-scaytid="3">Regus</span> across 85 countries had found Malaysians to be “too hardworking”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The results of the survey, which was conducted on 12,000 business people and published in <em>The Star</em> on 9 November 2011, revealed that 15 percent of Malaysians regularly chalked up 11 hours of work a day, compared to 10 percent globally. In addition, 32 percent of Malaysians worked between nine and 11 hours daily. About 47 percent of Malaysians take their work home more than three times per week, compared to 43 percent globally.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Intense focus + Intermittent renewal = Sustainable optimized energy<span style="font-size:14px;">@</span>work</strong></div>\r\n<div style="text-align: justify; ">\r\n Unlike computers, we cannot operate at high speeds, continuously, for long periods of time without suffering dire consequences. And yet even machines need to be serviced and batteries recharged – think about your car, laptop or mobile phone – how much more important it is for humans to be renewed!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To borrow Schwartz’s words, we are designed to “pulse intermittently” between expending and renewing energy. Great achievers as well as enlightened leaders know that <strong>it is not the number of hours of work that determines the value people create, but rather</strong> <strong>the energy they bring into whatever hours they work</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n For many of us, our reservoir of energy systematically diminishes as the day progresses. However, <strong>intermittent renewal</strong> makes it possible to maintain our energy throughout the day. Schwartz recommends that we alternate periods of intense focus with <strong>periods of renewal every 90 minutes</strong>. In this way, we can get more done in less time and in a more <strong>sustainable</strong> manner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Give yourself a boost in productivity today!</strong></div>\r\n<div style="text-align: justify; ">\r\n Don’t believe that renewal time can really boost productivity? Schwartz challenges you to try out the following:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n (1) Select the most challenging task you have on your agenda <strong>before going to bed</strong> every night over the coming week.</div>\r\n<div style="text-align: justify; ">\r\n (2) Set aside <strong>60 to 90 minutes at the start of the following day</strong> to focus on the selected activity.</div>\r\n<div style="text-align: justify; ">\r\n (3) Choose a <strong>fixed start and stop time</strong>, with <strong>no interruptions</strong> wherever possible.</div>\r\n<div style="text-align: justify; ">\r\n (4) Once you’re able to set the above in motion, it will almost certainly turn out to be your most productive period of the day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, if you wish to be more effective, start encouraging intermittent renewal periods for yourself and your people.</div>', 'Get More Done in Less Time', '<div>\r\n <span style="font-size:14px;"><em><strong>Achieving sustainable optimal energy</strong></em><span style="font-size:16px;"><strong>@</strong></span><em><strong>work</strong></em></span></div>\r\n<div>\r\n <br clear="all" />\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/clock.jpg" style="margin-left: 14px; margin-right: 14px; float: left; width: 168px; height: 125px; " />In “Four Destructive Myths Most Companies Still Live By”, Tony Schwartz reminds us to be wary of mistaken beliefs that plague and cripple many corporations. However, the most destructive myth out of the four, Schwartz warns, is this: “The best way to get more work done is to work longer hours”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, many bosses you and I know still cling on to that myth. They may not be so <span data-scayt_word="naïve" data-scaytid="2">naïve</span> as to declare it explicitly, but their body language screams it out loud even if they do so unconsciously.</div>\r\n<div />\r\n ', 'inherit', 'open', 'open', '', '3932-revision', '', '', '2012-02-02 03:26:43', '2012-02-02 03:26:43', '', 3932, 'http://invictusleader.com/home/?p=4190', 0, 'revision', '', 0),
(4191, 1, '2012-02-02 03:09:42', '2012-02-02 03:09:42', '<p>\r\n <strong>OVERVIEW</strong></p>\r\n<div>\r\n </div>\r\n<div>\r\n Heather partners CEOs, executives and senior managers in medium to large organizations to maximize their impact and to constantly renew both themselves and their organizations in an ever-evolving work environment. She recognizes that senior roles frequently bring feelings of isolation and so she is variously their confidante, <span data-scayt_word="validator" data-scaytid="1">validator</span>, sounding board, challenger and cheerleader.</div>\r\n<div>\r\n </div>\r\n<div>\r\n Heather combines her powerful coaching skills with her background as a CEO and senior executive to create a strong connection with her clients based on shared experience and understandings. Her coaching style is based on trust, powerful questioning and active listening to increase the self-awareness of her clients, and to encourage self-reflection by them between coaching sessions.</div>\r\n<div>\r\n </div>\r\n<div>\r\n Heather’s areas of specialization include:</div>\r\n<ul>\r\n <li>\r\n leading with authenticity and compassion</li>\r\n <li>\r\n building global, national and local networks</li>\r\n <li>\r\n establishing effective communications over geographical and cultural</li>\r\n <li>\r\n differences</li>\r\n <li>\r\n managing upwards</li>\r\n <li>\r\n leading teams and projects as a non-subject matter expert</li>\r\n <li>\r\n succeeding as a female leader of a male-dominated team</li>\r\n <li>\r\n career transitioning to a different and/or more senior role</li>\r\n <li>\r\n achieving a sustainable balance of personal and professional priorities.</li>\r\n</ul>\r\n<div>\r\n </div>\r\n<div>\r\n Heather has more than 25 years of commercial experience, the last seven of which were in CEO, senior executive and general management roles. She has a Master of Business Administration from <span data-scayt_word="Deakin" data-scaytid="2">Deakin</span> University, Australia and a Master of Arts in Geography from the University of Cambridge, UK, and the following professional memberships/affiliations:</div>\r\n<ul>\r\n <li>\r\n Member, International Coach Federation</li>\r\n <li>\r\n Member, The CEO Institute, Australia</li>\r\n <li>\r\n Graduate, Australian Institute of Company Directors</li>\r\n</ul>', 'Heather Linaker', '', 'inherit', 'open', 'open', '', '3931-revision', '', '', '2012-02-02 03:09:42', '2012-02-02 03:09:42', '', 3931, 'http://invictusleader.com/home/?p=4191', 0, 'revision', '', 0),
(4192, 1, '2012-01-24 03:56:41', '2012-01-24 03:56:41', '\r\n<p style="text-align: justify; ">\r\n Analysts agree that while human hubris was responsible for the Titanic tragedy about a century ago, the Costa Concordia catastrophe was due to human error, further aggravated by a lack of readiness to handle crisis – all pointing back to the lack of leadership aboard the ship.</p>\r\n<div style="text-align: justify; ">\r\n From our perspective, there were four leadership errors that Francesco <span data-scayt_word="Schettino" data-scaytid="3">Schettino</span>, captain of the vessel, had committed.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Being overly optimistic</strong></div>\r\n<div style="text-align: justify; ">\r\n “… I enjoy moments when something unpredictable happens, when you can diverge a bit from standard procedures … It’s a challenge to face, I enjoy it.”</div>\r\n<div style="text-align: justify; ">\r\n ~ excerpt from an interview with Captain <span data-scayt_word="Schettino" data-scaytid="7">Schettino</span> in 2010</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Be careful of what you wish for! It is fine to have a dose of legitimate fun at appropriate times. But when leaders place too much emphasis on pleasure over safety, they are opening a treacherous hatchway to untold danger. Leads from Facebook postings imply that <span data-scayt_word="Schettino" data-scaytid="8">Schettino</span> might have steered the ship dangerously close to shore in what could be interpreted as an act of bravura to salute the family of a crew member living on the island of <span data-scayt_word="Giglio" data-scaytid="9">Giglio</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When people’s lives or livelihood are at stake, it is better for a leader to err on the side of caution. They must never dice with danger just to satisfy their personal penchant for excitement or test how far they can stretch their boundaries.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leaders are discerning enough to know that even one so-called small innocent incident, if not restrained or carefully monitored, can spiral into catastrophic proportions beyond control. One might be able to understand human frailty caused by sudden illness, but the Costa Concordia case involved an error arising from the leader’s own foolish assumption that nothing would go wrong amid the unnecessary risks he took. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Covering up with pseudo-chivalry</strong></div>\r\n<div style="text-align: justify; ">\r\n In an apparent attempt to clutch at straws, <span data-scayt_word="Schettino" data-scaytid="12">Schettino</span> who is currently drowning in criticisms tried to claim credit for saving over 3,000 lives. Should a leader claim credit for what should have been his duty?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n More importantly, should chivalry be taken into account when it was that very same leader himself who caused the fatal error in the first place? The many comments from readers after news about the Costa Concordia was published online reflected the public’s incredulity over the captain’s gall to claim gallantry.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leaders do not twist facts. They boldly come face-to-face with the facts of the matter.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Abandoning ship prematurely</strong></div>\r\n<div style="text-align: justify; ">\r\n The captain’s mandate is to remain on board a troubled ship to protect passenger safety. Abandoning ship before ensuring passenger safety breaches the leadership code of ethics. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n [Note: The International Convention for the Safety for Life at Sea does not require that the captain be the last man to leave the ship, but maritime laws in countries like Italy, Spain and Greece state that the captain should remain on the ship to evacuate passengers though the law does not a specific time the captain can leave the ship.**]</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A poor leader will think of saving his own back first, hence the instinct to abandon ship the instant he feels the heat. On the contrary, credible leaders will brave the storm and see their people through the worst, conscientiously guiding them back to safer conditions.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Creating dubious excuses</strong></div>\r\n<div style="text-align: justify; ">\r\n The infamous Schettino has defended himself by claiming that fell into a lifeboat when the ship tilted. Naturally, many find that a suspiciously convenient coincidence.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A leader who has made a careless error and yet does not admit it is doubly condemned. It reveals that he has not shown remorse and is thus unable to learn from his mistake. Further creating dubious excuses only serves to hammer the nail in the coffin. What can we expect of the fate of the enterprise if the leader to whom his followers look up to shirks his responsibility in crucial times?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify; ">\r\n Being overly optimistic while undermining risks, covering up one’s errors, giving up when the going gets tough and proffering excuses instead of admitting mistakes – these are among the ingredients of a recipe for leadership disaster. With bad leadership, even the mightiest ship can sink!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=1256">Evgeni Dinev</a></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n References</div>\r\n<div style="text-align: justify; ">\r\n * <em><a href="http://news.yahoo.com/costa-concordia-death-toll-rises-13-165614390.html">The Atlantic Wire</a></em></div>\r\n<div style="text-align: justify; ">\r\n **<a href="http://www.slate.com/articles/news_and_politics/explainer/2012/01/costa_concordia_sinking_what_s_the_etiquette_for_abandoning_ship_.html" target="_blank">slate.com</a></div>', 'When the Leader-Ship Sank - Literally', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/leader-ship-sink.jpg" style="margin-left: 14px; margin-right: 14px; float: right; width: 222px; height: 148px; " /></div>\r\n<div style="text-align: justify; ">\r\n On the night of 13 January 2012, the 114,500-ton Costa Concordia – hailed as one of the largest ships built in Italy – ran aground in Italian waters off the idyllic island of <span data-scayt_word="Giglio" data-scaytid="2">Giglio</span>, Tuscany. By the next day, the ill-fated luxury cruise liner, carrying 4,200 passengers and crew members, had capsized and was practically sinking. As of 22 January 2012, the death toll stood at 13, while 20 people were still unaccounted for.*</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n At the time of writing this, details of the incident are somewhat murky as on-going investigations have not yet been completed, but one thing appears crystal clear: <strong>leadership incompetence</strong>.</div>\r\n', 'inherit', 'open', 'open', '', '3930-revision', '', '', '2012-01-24 03:56:41', '2012-01-24 03:56:41', '', 3930, 'http://invictusleader.com/home/?p=4192', 0, 'revision', '', 0),
(4193, 1, '2012-01-20 14:14:37', '2012-01-20 14:14:37', '<p>\r\n <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="123">INVICTUS</span></span> <span style="color:#0000ff;">GLOBAL</span></strong> <span data-scayt_word="pte" data-scaytid="125">pte</span> ltd<br />\r\n MAXWELL HOUSE<br />\r\n 20 MAXWELL ROAD #09-17<br />\r\n <strong>SINGAPORE</strong> 609113<br />\r\n + 65 6408 9744 (T), + 65 6399 3699 (F)</p>\r\n<p>\r\n <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="124">INVICTUS</span></span> <span style="color:#0000ff;">LEADER</span></strong> <span data-scayt_word="pte" data-scaytid="126">pte</span> ltd - HQ Europe<br />\r\n HUDSON HOUSE<br />\r\n 8 ALBANY STREET<br />\r\n EDINBURGH, <span data-scayt_word="EH1" data-scaytid="127">EH1</span> <span data-scayt_word="3QB" data-scaytid="128">3QB</span><br />\r\n SCOTLAND, <strong>UNITED KINGDOM</strong><br />\r\n +44 131 473 2332 (DL)<br />\r\n + 44 131 473 2300 (GL)<br />\r\n + 44 131 473 2309 (F)</p>\r\n<p>\r\n <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="129">INVICTUS</span></span> <span style="color:#0000ff;">LEADER</span></strong> <span data-scayt_word="sdn" data-scaytid="130">sdn</span> <span data-scayt_word="bhd" data-scaytid="131">bhd</span> – R&D<br />\r\n D 12 - 6 - 1, <span data-scayt_word="JALAN" data-scaytid="132">JALAN</span> <span data-scayt_word="PJU" data-scaytid="133">PJU</span> <span data-scayt_word="1A" data-scaytid="134">1A</span>/46<br />\r\n DANA 1 COMMERCIAL CENTRE <br />\r\n 47301 <span data-scayt_word="PETALING" data-scaytid="135">PETALING</span> <span data-scayt_word="JAYA" data-scaytid="136">JAYA</span><br />\r\n <span data-scayt_word="SELANGOR" data-scaytid="137">SELANGOR</span>, <strong>MALAYSIA</strong><br />\r\n + 603 7842 7046 (T/F)</p>\r\n<p>\r\n <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="138">INVICTUS</span></span> <span style="color:#0000ff;">LEADER</span></strong> <span data-scayt_word="sdn" data-scaytid="139">sdn</span> <span data-scayt_word="bhd" data-scaytid="140">bhd</span> (906856-A)<br />\r\n No. <span data-scayt_word="54A" data-scaytid="141">54A</span>, <span data-scayt_word="JALAN" data-scaytid="142">JALAN</span> <span data-scayt_word="SS2" data-scaytid="143">SS2</span>/67<br />\r\n 47300 <span data-scayt_word="PETALING" data-scaytid="144">PETALING</span> <span data-scayt_word="JAYA" data-scaytid="145">JAYA</span><br />\r\n <span data-scayt_word="SELANGOR" data-scaytid="146">SELANGOR</span>, <strong>MALAYSIA</strong><br />\r\n + 603 7874 8179 (T), + 603 7875 4111 (F)<br />\r\n </p>', 'Contact Us', '', 'inherit', 'open', 'open', '', '3929-revision', '', '', '2012-01-20 14:14:37', '2012-01-20 14:14:37', '', 3929, 'http://invictusleader.com/home/?p=4193', 0, 'revision', '', 0);
INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(4194, 1, '2012-01-19 16:24:16', '2012-01-19 16:24:16', '<div style="text-align: justify; ">\r\n <span style="font-size:14px;"><em><strong>Why do we endorse systems of authority even when we know that those systems are inept, unjust or corrupt?</strong></em></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/ChangeClock.jpg" style="margin-left: 14px; margin-right: 14px; float: left; width: 155px; height: 116px; " />When a system obviously “sucks”, people <span data-scayt_word="clamour" data-scaytid="2">clamour</span> for change, right? Amazingly, no.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Instead people prefer to preserve the status quo. They may whine and groan, but at the same time, they stick up for the very system they are frustrated about – be it an organization, or a government, or even a relationship.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is a strange but real phenomenon.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But why do people not pursue change, even if it is for their own good? What is going on here?</div>\r\n\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The phenomenon is related to what researchers call “<strong>system justification</strong>”. According to Aaron C. Kay, a psychologist at Department of Psychology & Neuroscience of the Fuqua School of Business, Duke University, system justification motivates us to defend the status quo.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>What is system justification?</strong></div>\r\n<div style="text-align: justify; ">\r\n When feeling threatened under crisis, we tend to defend ourselves and want to believe that the system that we have relied upon all this while, does work after all – even though they have serious loopholes.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To support the assertion, Kay and fellow researcher Justin <span data-scayt_word="Friesen" data-scaytid="3">Friesen</span>, a graduate student from the University of Waterloo, provide examples such as the 9/11 event in 2001 and Hurricane Katrina in 2005. Despite their national system’s failure to prevent those tragic outcomes, the general public still supported the system of the day – their approval rating for President Bush increased (surprise!) after 9/11 and where Hurricane Katrina was concerned, the public blamed the victims themselves for their predicament. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The phenomenon was further highlighted in an experiment on university students. Students who felt reliant on their university defended their school funding policy, but yet they disapproved of the very same policy if it came from the government. On the other hand, students who felt reliant on the government liked the policy when it originated from the government, but did not like that same policy when it originated from the university!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Nevertheless, system justification is not the same as acquiescence. Unlike acquiescence which implies compliance or silence without objection, <strong>system justification is proactive</strong>, explains Kay. This is because “…when someone comes to justify the status quo, they also come to see it as what it should be.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Why does system justification happen?</strong></div>\r\n<div style="text-align: justify; ">\r\n Humans adapt. When we feel we cannot escape a system, we find ways to <strong>cope and adapt</strong>. Somehow we manage to persuade ourselves that the things which we would have otherwise deemed undesirable are alright.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Here’s another study by Kay and <span data-scayt_word="Friesen" data-scaytid="4">Friesen</span> to illustrate the point: Participants were informed that men''s salaries in their country were 20 percent higher than that of the women. Participants who perceived that they could not emigrate attributed the wage discrepancy to innate gender differences instead of implicating an unjust system.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In short, <strong>the more stuck people are in their situation, the likelier they are to justify its shortcomings</strong>. From Kay and <span data-scayt_word="Friesen’s" data-scaytid="6">Friesen’s</span> review of many laboratory and cross-national studies, there are four scenarios that foster system justification: (i) system threat, (ii) system dependence, (iii) system <span data-scayt_word="inescapability" data-scaytid="7">inescapability</span>, and (iv) low personal control.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>How does the study on system justification help us?</strong></div>\r\n<div style="text-align: justify; ">\r\n Very often, leaders who desire social or organizational change are frustrated when people fail to stand up for what is clearly good for themselves. But instead of feeling frustrated, leaders must first understand the conditions that make people resist change, for example:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>threatened</strong> by the system? (System threat)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>dependent</strong> on the system? (System dependence)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>trapped</strong> within the system? (System <span data-scayt_word="inescapability" data-scaytid="8">inescapability</span>)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel he has <strong>no control</strong> over his life/decision making? (Low personal control)</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Implications</strong></div>\r\n<div style="text-align: justify; ">\r\n If the answers to the above questions are “yes”, then the likelihood of system justification is high. However, by understanding and addressing those specific conditions, we can find ways to effectively inspire and convince people of the necessity for real change. Through training development and coaching, we can help people overcome the self-limiting beliefs they have accumulated over the years, and empower them to take bold charge of their lives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=659">Salvatore <span data-scayt_word="Vuono" data-scaytid="12">Vuono</span></a></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>R<span style="font-size:11px;">eference</span></strong></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;">A. C. Kay and J. <span data-scayt_word="Friesen" data-scaytid="10">Friesen</span>. 2011, “On Social Stability and Social Change: Understanding when System Justification Does and Does Not Occur”, <em>Current Directions in Psychological Science</em>, 20(6).</span></div>', 'The Mystery of Our Inability to Change', '', 'inherit', 'open', 'open', '', '4128-revision', '', '', '2012-01-19 16:24:16', '2012-01-19 16:24:16', '', 4128, 'http://invictusleader.com/home/?p=4194', 0, 'revision', '', 0),
(4195, 1, '2012-01-19 16:24:16', '2012-01-19 16:24:16', '\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The phenomenon is related to what researchers call “<strong>system justification</strong>”. According to Aaron C. Kay, a psychologist at Department of Psychology & Neuroscience of the Fuqua School of Business, Duke University, system justification motivates us to defend the status quo.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>What is system justification?</strong></div>\r\n<div style="text-align: justify; ">\r\n When feeling threatened under crisis, we tend to defend ourselves and want to believe that the system that we have relied upon all this while, does work after all – even though they have serious loopholes.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To support the assertion, Kay and fellow researcher Justin <span data-scayt_word="Friesen" data-scaytid="3">Friesen</span>, a graduate student from the University of Waterloo, provide examples such as the 9/11 event in 2001 and Hurricane Katrina in 2005. Despite their national system’s failure to prevent those tragic outcomes, the general public still supported the system of the day – their approval rating for President Bush increased (surprise!) after 9/11 and where Hurricane Katrina was concerned, the public blamed the victims themselves for their predicament. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The phenomenon was further highlighted in an experiment on university students. Students who felt reliant on their university defended their school funding policy, but yet they disapproved of the very same policy if it came from the government. On the other hand, students who felt reliant on the government liked the policy when it originated from the government, but did not like that same policy when it originated from the university!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Nevertheless, system justification is not the same as acquiescence. Unlike acquiescence which implies compliance or silence without objection, <strong>system justification is proactive</strong>, explains Kay. This is because “…when someone comes to justify the status quo, they also come to see it as what it should be.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Why does system justification happen?</strong></div>\r\n<div style="text-align: justify; ">\r\n Humans adapt. When we feel we cannot escape a system, we find ways to <strong>cope and adapt</strong>. Somehow we manage to persuade ourselves that the things which we would have otherwise deemed undesirable are alright.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Here’s another study by Kay and <span data-scayt_word="Friesen" data-scaytid="4">Friesen</span> to illustrate the point: Participants were informed that men''s salaries in their country were 20 percent higher than that of the women. Participants who perceived that they could not emigrate attributed the wage discrepancy to innate gender differences instead of implicating an unjust system.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In short, <strong>the more stuck people are in their situation, the likelier they are to justify its shortcomings</strong>. From Kay and <span data-scayt_word="Friesen’s" data-scaytid="6">Friesen’s</span> review of many laboratory and cross-national studies, there are four scenarios that foster system justification: (i) system threat, (ii) system dependence, (iii) system <span data-scayt_word="inescapability" data-scaytid="7">inescapability</span>, and (iv) low personal control.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>How does the study on system justification help us?</strong></div>\r\n<div style="text-align: justify; ">\r\n Very often, leaders who desire social or organizational change are frustrated when people fail to stand up for what is clearly good for themselves. But instead of feeling frustrated, leaders must first understand the conditions that make people resist change, for example:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>threatened</strong> by the system? (System threat)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>dependent</strong> on the system? (System dependence)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>trapped</strong> within the system? (System <span data-scayt_word="inescapability" data-scaytid="8">inescapability</span>)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel he has <strong>no control</strong> over his life/decision making? (Low personal control)</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Implications</strong></div>\r\n<div style="text-align: justify; ">\r\n If the answers to the above questions are “yes”, then the likelihood of system justification is high. However, by understanding and addressing those specific conditions, we can find ways to effectively inspire and convince people of the necessity for real change. Through training development and coaching, we can help people overcome the self-limiting beliefs they have accumulated over the years, and empower them to take bold charge of their lives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=659">Salvatore <span data-scayt_word="Vuono" data-scaytid="12">Vuono</span></a></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>R<span style="font-size:11px;">eference</span></strong></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;">A. C. Kay and J. <span data-scayt_word="Friesen" data-scaytid="10">Friesen</span>. 2011, “On Social Stability and Social Change: Understanding when System Justification Does and Does Not Occur”, <em>Current Directions in Psychological Science</em>, 20(6).</span></div>', 'The Mystery of Our Inability to Change', '<div style="text-align: justify; ">\r\n <span style="font-size:14px;"><em><strong>Why do we endorse systems of authority even when we know that those systems are inept, unjust or corrupt?</strong></em></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/ChangeClock.jpg" style="margin-left: 14px; margin-right: 14px; float: left; width: 155px; height: 116px; " />When a system obviously “sucks”, people <span data-scayt_word="clamour" data-scaytid="2">clamour</span> for change, right? Amazingly, no.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Instead people prefer to preserve the status quo. They may whine and groan, but at the same time, they stick up for the very system they are frustrated about – be it an organization, or a government, or even a relationship.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is a strange but real phenomenon.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But why do people not pursue change, even if it is for their own good? What is going on here?</div>\r\n', 'inherit', 'open', 'open', '', '3928-revision', '', '', '2012-01-19 16:24:16', '2012-01-19 16:24:16', '', 3928, 'http://invictusleader.com/home/?p=4195', 0, 'revision', '', 0),
(4196, 1, '2012-01-19 16:16:17', '2012-01-19 16:16:17', '\r\n<p style="text-align: justify; ">\r\n If the leadership is poor, then what could have made the organization successful? <span data-scayt_word="Riggio" data-scaytid="3">Riggio</span> offers two possible reasons:</p>\r\n<div style="text-align: justify; ">\r\n <strong>Timing can be everything.</strong></div>\r\n<div style="text-align: justify; ">\r\n If a company happens to be in the right industry at the right time, it could achieve success despite its poor leadership, at least in the short term.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Over-attributing success to the leader.</strong></div>\r\n<div style="text-align: justify; ">\r\n This phenomenon was investigated by <span data-scayt_word="Riggio’s" data-scaytid="5">Riggio’s</span> two colleagues in an experiment conducted in both the US and Turkey. Students were presented with scenarios of either a successful or unsuccessful work group. When asked how much the success or failure was due to the leader, the US students (individualistic culture) attributed far more credit or blame to the leader, compared with the Turkish students (more collectivistic, group-oriented culture) who gave far less credit or blame to the leader. Today as more people around the world are increasingly influenced by the US and other Western cultures, we tend to assume that all successful companies must have good leaders as well.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n I would like to suggest another two possible reasons why some companies seem successful despite having poor leaders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>An incredibly good team compensates for the leader’s weaknesses.</strong></div>\r\n<div style="text-align: justify; ">\r\n Some incompetent leaders are very fortunate to be supported by a very capable team of managers and executives. However, if these leaders do not shape up soon enough, they will eventually lose their valuable team members to discerning competitors, and then the painful truth will be exposed.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Some leaders ride on their predecessor’s success.</strong></div>\r\n<div style="text-align: justify; ">\r\n John Smith*, the CEO of AAA for the past one year, was offered the CEO position in a rival company, BBB, which was a world-renowned multinational corporation. Happily, Smith accepted the new post with a significantly improved remuneration package. Less than two years later, Smith resigned, presumably because he did not deliver what was expected at BBB. In fact, his former colleagues at AAA attested that he had not done well at AAA either. But if Smith had <span data-scayt_word="underperformed" data-scaytid="6">underperformed</span>, how could he have impressed BBB’s decision makers and secured the coveted position at BBB? </div>\r\n<div style="text-align: justify; ">\r\n <em>(*Names have been changed for confidentiality)</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In the industry that Smith worked in, sales deals closed in the current year should be attributed to sales and marketing efforts initiated from as far back as 6-12 or even 18 months before, due to the product’s rather complex and tedious sales cycle – no client would commit millions without first studying all the feasible options thoroughly. Therefore, the impressive sales record during Smith’s one-year tenure at AAA was not truly the product of his own capability but largely his predecessor’s.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n We cannot infer that good leadership exists just because the company is enjoying success (executive search consultants, beware!).</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leadership is not measured solely by company successes. Good leadership, asserts <span data-scayt_word="Riggio" data-scaytid="7">Riggio</span>, is more about the <strong>leader''s competency, character and motivations</strong> – attributes that help steer the company to successful and <span data-scayt_word="honourable" data-scaytid="9">honourable</span> outcomes. In summary, good leadership goes hand in hand with <strong>sustainable organizational success that can stand the test of time and the scrutiny of stakeholders</strong>.</div>', 'Can Organizations Have Bad Leaders and Still Be Successful?', '<p style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Man pointing finger.jpg" style="margin-left: 14px; margin-right: 14px; margin-top: 4px; margin-bottom: 4px; float: right; width: 141px; height: 123px; " />One morning in September 2010, an associate of mine was slated to interview the CEO of a company with an impressive financial record. The aim of the interview was to highlight the company’s success. It was not the kind of uncomfortable interview that sought to probe the possibility of malpractice.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But for reasons best known to himself, the CEO turned out to be the least polite interviewee my associate had come across in her career so far. She was perplexed. The successful performance of the company that was reflected in their annual reports did not match the way the CEO carried himself that day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Maybe he was just having a really bad day. And yet maybe not – read what Ronald E. <span data-scayt_word="Riggio" data-scaytid="2">Riggio</span>, Professor of Leadership and Organizational Psychology at Claremont McKenna College, USA, shared in <em>Psychology Tod</em>ay, “<strong>An organization''s success, however, can be completely unrelated to the company''s leader, or can occur in spite of a bad leader</strong>.”</div>\r\n', 'inherit', 'open', 'open', '', '3927-revision', '', '', '2012-01-19 16:16:17', '2012-01-19 16:16:17', '', 3927, 'http://invictusleader.com/home/?p=4196', 0, 'revision', '', 0),
(4197, 1, '2012-01-17 14:32:10', '2012-01-17 14:32:10', '<p>\r\n </p>\r\n<div>\r\n <em><strong><span data-scayt_word="INVICTUS" data-scaytid="1">INVICTUS</span></strong>*</em></div>\r\n<div>\r\n </div>\r\n<div>\r\n <em>…..It matters not how strait the gate,<br />\r\n How charged with punishments the scroll,<br />\r\n I am the master of my fate:<br />\r\n I am the captain of my soul.</em></div>\r\n<div>\r\n </div>\r\n<div>\r\n ~ William Ernest Henley, 1875</div>\r\n<div>\r\n </div>\r\n<div>\r\n *<span data-scayt_word="invictus" data-scaytid="2">invictus</span> (Latin): unconquerable, undefeated</div>\r\n<div>\r\n Source: <a href="http://www.wordinfo.info/words/index/info/view_unit/2301/2" target="_blank">http://www.wordinfo.info/words/index/<span data-scayt_word="inf" data-scaytid="3">inf</span></a></div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Who We Are</strong></div>\r\n<div style="text-align: justify; ">\r\n High achieving leaders in today’s world of unprecedented change and uncertainty have to remain relevant as they strive to renew and reinvent themselves constantly to keep abreast of the hectic pace. Leaders know how lonely it can be at the top and how difficult it is to stay on the cutting edge, not just for a season but for the long term.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Whether you are a CEO, MD, GM, head of department, manager, entrepreneur or even a leader without a title, we can work with you to become your trusted thought partner in your success.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n We challenge you to think, behave and act in ways that you may have never dared explore before, whether due to insecurity, ignorance or inertia. We realize that many corporate executives lack the opportunity for genuine expression and constructive feedback simply because of the political systems, insular mindsets and anachronistic traditions that have taken root in their organizations. We intervene professionally to break these shackles before they mortally stifle the organization’s lifeblood.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Our clients grow as emotionally intelligent leaders by understanding and developing their unique purpose, strengths and brand attributes on a much deeper level. We help them embark on their inner journey of self-discovery and self-development, whilst ensuring that they deliver the results expected of them as successful leaders and professionals.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Our team is qualified and experienced in applying many of the leading profiling tools available, constantly drawing out your best attributes and greatest potential to help you become a self-directed leader who can in turn raise other leaders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n We <strong><span style="color:#0000ff;">lead</span>, <span style="color:#ff0000;">innovate</span>, <span style="color:#006400;">coach</span></strong>. <strong>We develop leaders…and leaders develop leaders</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n We are <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="4">INVICTUS</span></span> <span style="color:#0000ff;">LEADER</span></strong>.</div>', 'About Us', '', 'inherit', 'open', 'open', '', '3926-revision', '', '', '2012-01-17 14:32:10', '2012-01-17 14:32:10', '', 3926, 'http://invictusleader.com/home/?p=4197', 0, 'revision', '', 0),
(4198, 1, '2012-01-16 11:30:29', '2012-01-16 11:30:29', '<p>\r\n This section under construction</p>', 'Coach', '', 'inherit', 'open', 'open', '', '3925-revision', '', '', '2012-01-16 11:30:29', '2012-01-16 11:30:29', '', 3925, 'http://invictusleader.com/home/?p=4198', 0, 'revision', '', 0),
(4199, 1, '2012-01-16 11:30:00', '2012-01-16 11:30:00', '<p>\r\n This section under construction</p>', 'Innovate', '', 'inherit', 'open', 'open', '', '3924-revision', '', '', '2012-01-16 11:30:00', '2012-01-16 11:30:00', '', 3924, 'http://invictusleader.com/home/?p=4199', 0, 'revision', '', 0),
(4200, 1, '2012-01-16 10:55:14', '2012-01-16 10:55:14', '<p>\r\n This section is under construction</p>', 'Lead', '', 'inherit', 'open', 'open', '', '3923-revision', '', '', '2012-01-16 10:55:14', '2012-01-16 10:55:14', '', 3923, 'http://invictusleader.com/home/?p=4200', 0, 'revision', '', 0),
(4201, 1, '2011-07-25 04:05:06', '2011-07-25 04:05:06', '\r\n<p style="text-align: justify; ">\r\n Recognizing who in your workforce exhibits these <span data-scayt_word="behaviours" data-scaytid="6">behaviours</span> will help you identify people who are predisposed to success as project managers.</p>\r\n<p style="text-align: justify; ">\r\n Project management is the discipline (art and science) of defining and managing the vision, tasks and resources required to complete a project. It’s really the management acumen that oversees the conversion of “vision” into “reality”. Project management, while traditionally applied to the management of projects, is now being deployed to help organizations manage all types of change.</p>\r\n<h3 style="text-align: justify; ">\r\n Role of the Project Manager</h3>\r\n<p style="text-align: justify; ">\r\n The project manager has the sole responsibility and authority for project and contract direction and control. Support managers (task managers) who report within the various line organizations and departments have the responsibility for work definition and effective management of the resources to accomplish the authorized work. The project manager is responsible for each contract’s end item (i.e., knowing what needs doing, by whom, when and the required amount of resources by cost element and/or cost code).</p>\r\n<p style="text-align: justify; ">\r\n Senior management appoints the project manager. Normally the project manager is accountable to the general manager, or vice president, or president depending on the size of the organization; and is accountable to the customer for project and contract success. The project manager has delegated authority to commit the organization on matters concerning performance that are within the contract scope.</p>\r\n<p style="text-align: justify; ">\r\n The project manager is responsible for defining the organizational structure of the project and for interfacing with the functional organizations. The project manager directs and controls all work performed within the framework of the Work Breakdown Structure (<span data-scayt_word="WBS" data-scaytid="7">WBS</span>). The project manager has the authority for <span data-scayt_word="WBS" data-scaytid="8">WBS</span> element’s task assignment; control and assigns budgets; and master project schedules. The project manager is responsible for daily communications and formal project reviews with both the customer and his/her senior management.</p>\r\n<p style="text-align: justify; ">\r\n Projects vary in duration, value and complexity. On a large or complex project, the project manager may elect to appoint one or more assistant project managers. The project manager may delegate single or multiple responsibilities, including budget responsibility, to an assistant project manager. The project manager may direct the assistant project manager to control all work performed within the framework of various assigned <span data-scayt_word="WBS" data-scaytid="9">WBS</span> legs. This includes defining work scope, authorizing work, assigning and controlling budgets, and monitoring progress.</p>\r\n<p style="text-align: justify; ">\r\n Most companies operate under a functional organizational structure. The functional maintains adequate technical resources and disciplines within their own organization entities. The project manager must provide written direction to the various functional organizations on their individual contribution. This written direction, called the work authorization, provides the support managers (task managers) with the contract’s work scope, schedule and budget information.</p>\r\n<hr class="system-pagebreak" title="Role of Project Leaders" />\r\n<h3>\r\n <span style="text-align: justify; ">Role of the Project Leader</span></h3>\r\n<p style="text-align: justify; ">\r\n Being proficient at handling day-to-day job responsibilities does not indicate proficiency at project management. The skills required of a project leader can be difficult to pin down. Part politician, part general, a true project leader can successfully drive a project team to completion of assigned tasks without destroying the effectiveness of any members of the team. Often project leaders are selected to manage projects based on the criteria that they are available. Their skills may not be suited to project leadership with the level of objectivity that is required.</p>\r\n<p style="text-align: justify; ">\r\n Leadership at an executive level demands special skills. You must use power and influence adeptly to achieve goals…make organizational politics work for you…build teams and alliances across departments…get people who don’t work, work for you! You’re expected to be a coach, mentor and motivator.</p>\r\n<p style="text-align: justify; ">\r\n To provide direction, make tough decisions and get the job done; truly effective leaders today are more than just technically proficient professionals. They are leaders who not only lead others in solving today’s problems but will also anticipate tomorrow’s.</p>\r\n<p style="text-align: justify; ">\r\n Leaders who are able to effectively communicate can co-ordinate action, develop people and get them to achieve worthwhile goals as a team. To achieve worthwhile goals as a team, leaders must be able to position their teams to meet fresh challenges! The cry you hear everywhere is that we need more effective and efficient leaders.</p>\r\n<p style="text-align: justify; ">\r\n Although no two leaders possess the same personality or management style, effective leaders exhibit a contagious enthusiasm for life, genuine concern for others, clarity of purpose and firm commitment to worthwhile values and goals. “To lead the people, walk behind them”, said Lao Tzu.</p>\r\n<p style="text-align: justify; ">\r\n As the strength of the foundation determines the height of the building, so a leader determines the future of the organization. True leadership emerges from those whose primary motivation is the <strong>desire to help others</strong>. The greatest leader (who may be a “little” person) is seen as a servant first because that is what he is deep down inside. Herman in <span data-scayt_word="Hesse’s" data-scaytid="11">Hesse’s</span> short novel,<em> Journey to the East</em>, clearly exemplifies that leadership is bestowed on the person who is, by nature, a true servant. Leadership is something, given or assumed, that could be taken away.</p>\r\n<p style="text-align: justify; ">\r\n The scope and level of project management can vary greatly from project to project. Whether managing a project team consisting of other project consulting professionals, a client company group of resources, or a combination of all these, our staff is comfortable. While being committed to the successful achievements of all milestones and timelines, a project leader always strive to make all projects members feel like part of the team. After all, a significant part of project management is motivation. When a project is completed, team members will go back to their normal jobs and any bad feelings created during the life of the project can linger and be disruptive. Very few organizational leaders understand the issue - they will not be able to complete a project while destroying the members of the project team.</p>\r\n<p style="text-align: justify; ">\r\n While producing updated project plans and status reports is a critical part of managing a project, they are not alone, the answer for <strong>SUCCESSFULLY managed</strong> projects.</p>\r\n<p style="text-align: justify; ">\r\n Life is about the development and execution of projects. Whether your field is architecture or information technology, successful planning involves a carefully crafted set of steps leading to a planned and measurable goals. In today’s fast-paced business environment, this is no simple task. As deadlines get tighter and budgets get smaller, organizations turn to their managers to do more with less. Therefore, successful managers need to replenish their supply of practical skills, insightful strategies and cutting-edge concepts in order to remain a valuable asset to their company.</p>\r\n<p style="text-align: justify; ">\r\n <span data-scayt_word="Rightsizing" data-scaytid="12">Rightsizing</span>, downsizing, de-layering, re-engineering - today’s organizations are changing so fast you can barely keep up. One outcome of all this change is that project management has taken on new importance as a significant way of organizing and getting work done at the workplace. The need for solid project management tools and methodologies has become increasingly evident as companies restructure their organizations, business processes, management and even the workforce itself.</p>\r\n<h3 style="text-align: justify; ">\r\n Project Management''s future is NOW!</h3>\r\n<p style="text-align: justify; ">\r\n A future trend within organizations is the increasing movement towards project management as a highly prized career field. Industry experts such as William <span data-scayt_word="Dauphinais" data-scaytid="13">Dauphinais</span>, a partner at Price <span data-scayt_word="Waterhouse" data-scaytid="15">Waterhouse</span>, have noticed this trend; <span data-scayt_word="Dauphinais" data-scaytid="14">Dauphinais</span> says, “Project management is going to be huge in the next decade. The project manager is the linchpin in the horizontal/vertical organization we’re creating”. Articles in publications such as <em>Fortune</em> magazine have highlighted the growing importance of project management and have positioned it within the four career fields of the future: Strategic, Technical, Resource owners and Project Management.</p>', 'Project Managers vs Project Leaders', '<div>\r\n </div>\r\n<div>\r\n You can train somebody to be a good project manager, but great project managers seem to be born and not made. Excellence depends on certain innate characteristics: "Some of us got ‘em, and some of us don’t."</div>\r\n<p style="text-align: justify; ">\r\n “Project management requires competencies in three subject areas: technology, business and <span data-scayt_word="behaviour" data-scaytid="1">behaviour</span>,” says Lind <span data-scayt_word="Pittinger" data-scaytid="3">Pittinger</span>, CEO of <span data-scayt_word="People3" data-scaytid="4">People3</span>, a human resources, consultancy in Somerset, N.J. Ideally, project managers should have all three, she says, but if you have to choose only one to focus on, it should be <span data-scayt_word="behaviour" data-scaytid="2">behaviour</span>. “People can go to school to learn the technical things and they can learn the business over time,” she says. “The <span data-scayt_word="behavioural" data-scaytid="5">behavioural</span> competencies are the ones people are least able to learn. They’re intuitive”.</p>\r\n', 'inherit', 'open', 'open', '', '3922-revision', '', '', '2011-07-25 04:05:06', '2011-07-25 04:05:06', '', 3922, 'http://invictusleader.com/home/?p=4201', 0, 'revision', '', 0),
(4202, 1, '2011-07-25 03:34:03', '2011-07-25 03:34:03', '\r\n<p style="text-align: justify; ">\r\n Naturally, a variety of solutions exist but one idea has been making concrete waves in the workplace pool. It has been termed revolutionary; in fact the sheer novelty of the idea itself has made it a buzzword. Self-management, be it of teams or individual employees, is a solution that may to counter the very real shortage of people of managerial capacity and capability. Whatever else it may be, it is certainly the highest form of empowerment that exists in today’s workplace arena. Needless to say, there is a lot of <span data-scayt_word="scepticism" data-scaytid="1">scepticism</span> revolving around the very idea of self-management itself and it has certainly been very slow to catch on, not in the least due to a general reluctant malaise from management itself.</p>\r\n<p style="text-align: justify; ">\r\n The more enthusiastic proponents, on the other hand, tend to label self-management as a win-win strategy. After all, its very nature is to get employees fully involved and enthusiastic in their jobs – from the most basic of customer relationship to more complex task specific needs. It allows and encourages improvement in their jobs especially where effectiveness is concerned.</p>\r\n<p style="text-align: justify; ">\r\n Of course, it is important to distinguish between self-management and leadership as both ideas are concurrent yet quite distinct. They both involve some form of original action or idea from the concerned party, but when it comes to self-management, it is more initiative-based as opposed to actual leading. You take the initiative to do things and better yourself and your job aspects; you create varied and efficient paths towards betterment. With leadership, you tend to trail blaze in an expert manner and expect others to follow along the very path that you have carved.</p>\r\n<p style="text-align: justify; ">\r\n Self-management in itself is not a new concept; in fact it has been around for centuries. Look at the agriculturist, the fisherman and the young entrepreneur - they incorporate the discipline of self-management in their line of work as no other alternative exists for them. If they do not follow the strictest tenet of self-management, then they will most certainly experience failure.</p>\r\n<p style="text-align: justify; ">\r\n As technology and innovation experiences rapid cyclic evolution, self-management is starting to make its presence felt in vocations of a different nature. The corporate world, however, has shown resistance, with the major obstacle in its implementation coming from management itself. Indeed, the very development and installation of these ideas and tenets would require the need for new management information and data, but there is no guarantee that all are willing to or are able to bite into this radical pie.</p>\r\n<p style="text-align: justify; ">\r\n Convincing the top management, especially managers, is essential in experimenting and nurturing self-management ideologies; getting their commitment is what would really make this a ‘win-win situation.” Management has long been viewed as ‘command and control <span data-scayt_word="centres’" data-scaytid="2">centres’</span>, used to telling, supervising, leading and setting down rules. To revolutionize and instill change in this anachronistic part of the corporate world would require readiness and unconditional acceptance from all parties concerned.</p>\r\n<p style="text-align: justify; ">\r\n Self-management is a great idea that has many things going for it, provided the correct guidelines are followed. Employee satisfaction and loyalty, motivated and highly energized work attitudes, and high ratings of success are the benefits of a self-management ideology that has been implemented in the correct manner.</p>\r\n<p style="text-align: justify; ">\r\n What does it take to make self-management work? Proponents tend to advocate small team sizes and appropriate entry-level employees. Selecting the right kind of people who can work together in the given environment s what really makes the difference between success and failure. Of course, you don’t always manage to secure the right kind of ‘people’; in such cases, intensive and extensive training would need to be given. Then again, training is for the acquisition of skills and knowledge and any corporation that views training as anathema is not the kind of place you may want to build your future upon.</p>\r\n<p style="text-align: justify; ">\r\n Getting the right kind of people, and training them in the right manner, will also limit personality conflicts ensuring a smooth transition of between start-up to the delivery of the end results. Self-management would also need good SOPs and work structures, to ensure that the team does not collapse upon itself or that an individual does not lose track of what essential responsibility needs to be observed. An efficient self-management initiative would be to provide essential training so that the employee is empowered to use their newly acquired knowledge and ancillary technology to expand the theme of self-management itself.</p>\r\n<p style="text-align: justify; ">\r\n Process is of paramount importance; understanding and nurturing human development is essential to the success criteria of any organization. Self-managed teams can use their self-management disciplines to achieve success in their projects or recruit others who will be able to also employ self-management tenets and achieve success. What you get at the end of the day are work teams that actually work and are buzzing with new ideas.</p>\r\n<p style="text-align: justify; ">\r\n The final step would be to ensure that there are enough incentives to make self-management worthwhile to the prospective employee. Rapid-success <span data-scayt_word="programmes" data-scaytid="3">programmes</span> along the corporate ladder, target-specific bonuses, performance incentives, fringe benefits, are all enticements that can be used to procure the right person who can make the difference between success and failure.</p>\r\n<p style="text-align: justify; ">\r\n Self-management has the ability to change workplace views of employees as mere drones; it has the capacity to instill values in employees that management can and should recognize; it makes the workplace itself a place where recognition and interest work hand in hand to lay the foundations of success. Self-management is a herald of the new era of workplace mantra, and the management that does not chant this song may just not have anything to sing about before long.</p>', 'Man, Manage Thyself!', '<p style="text-align: justify; ">\r\n <strong><em>Employees are not necessary evils; with the right ideas, they can be nurtured into valuable and productive </em></strong><strong><em>assets.</em></strong></p>\r\n<p style="text-align: justify; ">\r\n Corporate crisis tends to rear its ugly head now and then; a hydra of old, it has many visages that can cause untold misfortune and misery in the workplace. One such ‘head’ that has manifested appears to be a shortage of efficient people in managerial levels who can effectively and conclusively manage teams and troubleshoot problems as they arise.</p>\r\n<p style="text-align: justify; ">\r\n Let’s face it - if you have a good manager, chances are very high that somebody else will be willing to ‘steal’ him or her away from you at all costs. Hiring someone else may be an obstacle simply because there is no one else of that capacity to hire.</p>\r\n', 'inherit', 'open', 'open', '', '3921-revision', '', '', '2011-07-25 03:34:03', '2011-07-25 03:34:03', '', 3921, 'http://invictusleader.com/home/?p=4202', 0, 'revision', '', 0);
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(4203, 1, '2011-07-25 03:34:03', '2011-07-25 03:34:03', '<p style="text-align: justify; ">\r\n <strong><em>Employees are not necessary evils; with the right ideas, they can be nurtured into valuable and productive </em></strong><strong><em>assets.</em></strong></p>\r\n<p style="text-align: justify; ">\r\n Corporate crisis tends to rear its ugly head now and then; a hydra of old, it has many visages that can cause untold misfortune and misery in the workplace. One such ‘head’ that has manifested appears to be a shortage of efficient people in managerial levels who can effectively and conclusively manage teams and troubleshoot problems as they arise.</p>\r\n<p style="text-align: justify; ">\r\n Let’s face it - if you have a good manager, chances are very high that somebody else will be willing to ‘steal’ him or her away from you at all costs. Hiring someone else may be an obstacle simply because there is no one else of that capacity to hire.</p>\r\n\r\n<p style="text-align: justify; ">\r\n Naturally, a variety of solutions exist but one idea has been making concrete waves in the workplace pool. It has been termed revolutionary; in fact the sheer novelty of the idea itself has made it a buzzword. Self-management, be it of teams or individual employees, is a solution that may to counter the very real shortage of people of managerial capacity and capability. Whatever else it may be, it is certainly the highest form of empowerment that exists in today’s workplace arena. Needless to say, there is a lot of <span data-scayt_word="scepticism" data-scaytid="1">scepticism</span> revolving around the very idea of self-management itself and it has certainly been very slow to catch on, not in the least due to a general reluctant malaise from management itself.</p>\r\n<p style="text-align: justify; ">\r\n The more enthusiastic proponents, on the other hand, tend to label self-management as a win-win strategy. After all, its very nature is to get employees fully involved and enthusiastic in their jobs – from the most basic of customer relationship to more complex task specific needs. It allows and encourages improvement in their jobs especially where effectiveness is concerned.</p>\r\n<p style="text-align: justify; ">\r\n Of course, it is important to distinguish between self-management and leadership as both ideas are concurrent yet quite distinct. They both involve some form of original action or idea from the concerned party, but when it comes to self-management, it is more initiative-based as opposed to actual leading. You take the initiative to do things and better yourself and your job aspects; you create varied and efficient paths towards betterment. With leadership, you tend to trail blaze in an expert manner and expect others to follow along the very path that you have carved.</p>\r\n<p style="text-align: justify; ">\r\n Self-management in itself is not a new concept; in fact it has been around for centuries. Look at the agriculturist, the fisherman and the young entrepreneur - they incorporate the discipline of self-management in their line of work as no other alternative exists for them. If they do not follow the strictest tenet of self-management, then they will most certainly experience failure.</p>\r\n<p style="text-align: justify; ">\r\n As technology and innovation experiences rapid cyclic evolution, self-management is starting to make its presence felt in vocations of a different nature. The corporate world, however, has shown resistance, with the major obstacle in its implementation coming from management itself. Indeed, the very development and installation of these ideas and tenets would require the need for new management information and data, but there is no guarantee that all are willing to or are able to bite into this radical pie.</p>\r\n<p style="text-align: justify; ">\r\n Convincing the top management, especially managers, is essential in experimenting and nurturing self-management ideologies; getting their commitment is what would really make this a ‘win-win situation.” Management has long been viewed as ‘command and control <span data-scayt_word="centres’" data-scaytid="2">centres’</span>, used to telling, supervising, leading and setting down rules. To revolutionize and instill change in this anachronistic part of the corporate world would require readiness and unconditional acceptance from all parties concerned.</p>\r\n<p style="text-align: justify; ">\r\n Self-management is a great idea that has many things going for it, provided the correct guidelines are followed. Employee satisfaction and loyalty, motivated and highly energized work attitudes, and high ratings of success are the benefits of a self-management ideology that has been implemented in the correct manner.</p>\r\n<p style="text-align: justify; ">\r\n What does it take to make self-management work? Proponents tend to advocate small team sizes and appropriate entry-level employees. Selecting the right kind of people who can work together in the given environment s what really makes the difference between success and failure. Of course, you don’t always manage to secure the right kind of ‘people’; in such cases, intensive and extensive training would need to be given. Then again, training is for the acquisition of skills and knowledge and any corporation that views training as anathema is not the kind of place you may want to build your future upon.</p>\r\n<p style="text-align: justify; ">\r\n Getting the right kind of people, and training them in the right manner, will also limit personality conflicts ensuring a smooth transition of between start-up to the delivery of the end results. Self-management would also need good SOPs and work structures, to ensure that the team does not collapse upon itself or that an individual does not lose track of what essential responsibility needs to be observed. An efficient self-management initiative would be to provide essential training so that the employee is empowered to use their newly acquired knowledge and ancillary technology to expand the theme of self-management itself.</p>\r\n<p style="text-align: justify; ">\r\n Process is of paramount importance; understanding and nurturing human development is essential to the success criteria of any organization. Self-managed teams can use their self-management disciplines to achieve success in their projects or recruit others who will be able to also employ self-management tenets and achieve success. What you get at the end of the day are work teams that actually work and are buzzing with new ideas.</p>\r\n<p style="text-align: justify; ">\r\n The final step would be to ensure that there are enough incentives to make self-management worthwhile to the prospective employee. Rapid-success <span data-scayt_word="programmes" data-scaytid="3">programmes</span> along the corporate ladder, target-specific bonuses, performance incentives, fringe benefits, are all enticements that can be used to procure the right person who can make the difference between success and failure.</p>\r\n<p style="text-align: justify; ">\r\n Self-management has the ability to change workplace views of employees as mere drones; it has the capacity to instill values in employees that management can and should recognize; it makes the workplace itself a place where recognition and interest work hand in hand to lay the foundations of success. Self-management is a herald of the new era of workplace mantra, and the management that does not chant this song may just not have anything to sing about before long.</p>', 'Man, Manage Thyself!', '', 'inherit', 'open', 'open', '', '4127-revision', '', '', '2011-07-25 03:34:03', '2011-07-25 03:34:03', '', 4127, 'http://invictusleader.com/home/?p=4203', 0, 'revision', '', 0),
(4204, 1, '2011-07-25 03:17:20', '2011-07-25 03:17:20', '\r\n<p style="text-align: justify; ">\r\n Needless to say, good leaders play a very critical role in any organization and identifying, training and most importantly, retaining them is the primary concern of all organizations. This is the most basic tenet of success, and most organizations are able to meet this standard reasonably well. However, it leads inevitably to the next step – how do you continue this tenet of success in the next and forthcoming generations? How do you ensure a continuous succession plan that brings the crème de la crème of leaders into your organization?</p>\r\n<p style="text-align: justify; ">\r\n The answer lies in finding and nurturing the next generation of leaders. That means grooming entry-level employees to fit into the soon-to-be-vacant shoes of your organization’s key leadership roles. After all, who ever heard of <span data-scayt_word="plebian" data-scaytid="1">plebian</span> crème de la crème? </p>\r\n<p style="text-align: justify; ">\r\n The challenges are tremendous, competition is tight and the very nature of good leadership ensures a complexity that will require almost superhuman dynamism to succeed in. Yet all these are surmountable issues; what is actually taxing is that unfortunately, today’s talent pool is seriously lacking in employees that evince enough natural grooming to fit into the multifaceted shoes of a leader.</p>\r\n<p style="text-align: justify; ">\r\n Our esteemed and acumen-laden ex-Prime Minister Tun Dr <span data-scayt_word="Mahathir" data-scaytid="2">Mahathir</span> propounds the fact that we should be raising ‘international Malaysians.’ Yet, one look at the national newspapers shows us that we are falling far short of any such notion. In fact, you could just walk up to a store cashier and ask him or her a simple question, and chances are that 9 out of 10 times you will either be pointed in the wrong direction, given the wrong information, ignored, looked at like a microscopic and highly irritable flea, or answered in a language that you do not understand. All of this in the rudest tone of voice imaginable!</p>\r\n<p style="text-align: justify; ">\r\n Who is to blame? The media, the schools or the parents? Debates rage of course and some day someone may come up with a solution and win a Nobel prize for it and be declared president of the world – all that is in the nebulous future. What matters to most organizations is the ‘now’ of it. You have this tainted yield in the talent pool – which by the way is microscopic to begin with – so what do you do? Instead of laying blame, the best thing to do is to find a workable solution that may just tip the balance in <span data-scayt_word="favour" data-scaytid="3">favour</span> of success.</p>\r\n<p style="text-align: justify; ">\r\n Training is one such solution – organizations that have formal <span data-scayt_word="programmes" data-scaytid="4">programmes</span> which root out, identify and nurture potentials in the talent pool will have a key advantage over the rest. Talent really does provide organizations a key competitive advantage, but there must be managers and a process in place to carry the whole thing through. Talent-identification systems and a good infrastructure coupled with reliable and extensive human resource capabilities will be able to cope with just about anything.</p>\r\n<p style="text-align: justify; ">\r\n As for the talent pool itself, the challenges may seem tremendous and thus daunting. After all, employees nowadays are no longer looking at things on a mere national front; everything is globalized these days and gaining diverse and extensive business acumen can be a challenge even to the intrinsically talented.</p>\r\n<p style="text-align: justify; ">\r\n Employees have to learn how to lead unilaterally, bilaterally and just about every direction that you can imagine – leadership has to occur in ideas as well as actions as it is about putting theory into practice in a realistic and successful manner. This is where the leadership demarcation occurs and it is grooming that really distinguishes between those capable enough to do the job for the organization and those able to lead the organization higher up the rung of corporate success.</p>\r\n<p style="text-align: justify; ">\r\n The defining criteria will hinge on whether that particular employee is dexterous and flexible enough to adapt to rapidly changing and challenging environments in a timely manner. The proper grooming will enable talents identify, emulate and eventually go beyond the arena where they naturally excel in and aim for higher and bigger avenues of success. Talent identification <span data-scayt_word="programmes" data-scaytid="5">programmes</span> supplemented by intensive training will enable and empower future leaders to recognize leadership qualities not only in themselves but in others as well. It allows them to ask the right questions, frame the right answers, come up with the right business plan and execute productive and successful lines of action.</p>\r\n<p style="text-align: justify; ">\r\n Grooming allows next ‘G’ leaders to understand the intrinsic nature of leadership and master the skills required to <span data-scayt_word="practise" data-scaytid="7">practise</span> it – it avoids the pitfalls that expertise and know-how in merely one particular area tends to throw in your path. It is important to understand that your organization''s talents are being groomed into positions of power that culminate in the execution of organizational vision.</p>\r\n<p style="text-align: justify; ">\r\n In an ideal world, organizations should be able to dip right into the pool clearly marked “leaders” and take what they require. In today’s real world, we have to make do with whatever limited resources we have. Investing in the right <span data-scayt_word="programmes" data-scaytid="8">programmes</span> and the right people is the first step towards securing your next ‘G’ leaders. They really do exist in the limited talent pool that is available to organizations today. Most do not know they have it and as such need to be identified, nurtured and groomed so that they can really fit into the shoes of the next ‘G’ leaders.</p>\r\n<p style="text-align: justify; ">\r\n In a top management group, there are never enough leaders.</p>', 'Next "G" Leaders', '<h4>\r\n <strong><em>The “G” is not just for generation; it is also for “Grooming”</em>. </strong></h4>\r\n<p style="text-align: justify; ">\r\n What makes or breaks organizational success almost always comes down to the leadership criteria existent in that particular company. Indeed, talented and dynamic leaders provide a very keen competitive edge that spans trans-global barriers and hyper-competitive environments.</p>\r\n', 'inherit', 'open', 'open', '', '3920-revision', '', '', '2011-07-25 03:17:20', '2011-07-25 03:17:20', '', 3920, 'http://invictusleader.com/home/?p=4204', 0, 'revision', '', 0),
(4205, 1, '2011-07-25 03:07:03', '2011-07-25 03:07:03', '\r\n<p style="text-align: justify; ">\r\n In a management textbook, <span data-scayt_word="Donelson" data-scaytid="1">Donelson</span> Forsyth outlined several decades ago what was then the conventional wisdom of requirements for leadership. He listed things like achievement drive, adaptability, alertness, energy, responsibility, self-confidence and sociability.</p>\r\n<p style="text-align: justify; ">\r\n Leadership guru John Gardner thinks leaders need to have physical stamina, intelligence and judgment; eagerness to accept responsibilities, task competence, a capacity to motivate, skill in dealing with people, the capacity to win and hold trust, the capacity to manage and decide and set priorities—and of course, if at all possible, charisma.</p>\r\n<p style="text-align: justify; ">\r\n Warren <span data-scayt_word="Bennis’s" data-scaytid="2">Bennis’s</span> list of leadership qualifications begins with "a guiding vision" and includes passion, integrity, trust (and trustworthiness), curiosity and daring, a "congruity" between visions and a leader’s life and personality, and reliability.</p>\r\n<p style="text-align: justify; ">\r\n His earlier list of traits not being enough of a job description, Howard Gardner added a number of more detailed requirements. These included "a tie to the community (or audience)"; "a certain rhythm of life" that allows time for reflection and renewal; "an evident relation between stories and embodiments" in the person of the leader; and "the centrality of choice," exercised by followers who need to be won over.</p>\r\n<p style="text-align: justify; ">\r\n In <em>The Leadership Challenge</em>, James <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Posner list as the "five fundamental practices of exemplary leadership" to "challenge the process," "inspire a shared vision," "enable others to act," "model the way," and "encourage the heart."</p>\r\n<p style="text-align: justify; ">\r\n Colin Powell’s <span data-scayt_word="well-travelled" data-scaytid="4">well-travelled</span> "Leadership Primer" has eighteen points, beginning with "Being responsible means sometimes pissing people off" and continuing to …</p>\r\n<p style="text-align: justify; ">\r\n You begin to get the point.</p>\r\n<p style="text-align: justify; ">\r\n For people aspiring to leadership positions in organizations, or new to them, thumbing through three or four of the leading books in the field can be a menacing experience. Curious would-be leaders are left with literally dozens of things that will be expected of them in their new roles. What if, they might rightly ask, "I’m not sure if I can "encourage the heart?", "What if my ''rhythm of life'' is off the mark?", "What if I’m not charismatic enough?"</p>\r\n<p style="text-align: justify; ">\r\n And especially, "How in the world can I keep these dozens of things in my head all the time? How can I be speaking to someone and be thinking: Gee! Am I <span data-scayt_word="modelling" data-scaytid="5">modelling</span> the way right now? Am I pissing people off enough or am I seeking their approval too much?"</p>\r\n<p style="text-align: justify; ">\r\n Anyone who’s done it or studied it will be quick to admit that leadership is far more art than science.</p>\r\n<p style="text-align: justify; ">\r\n And yet, in good social scientific style, the leadership literature just can’t help but try to quasi-quantify this animal by boiling it down to the four or eight or twenty-three "essential principles."</p>\r\n<p style="text-align: justify; ">\r\n Even if any given list were accurate, there’s one thing the literature resolutely cannot promise you: that following it will guarantee success. A leader might be self-confident, but in a way that’s wrong for the context (for example, a nonprofit organization). She might "model the way" too aggressively for her colleagues in a partnership context (such as a law firm). She might deny authority once too often and earn her way out of a firm’s inner circle.</p>\r\n<p style="text-align: justify; ">\r\n Then, too, any given context — organizational, national, industry-wise — will demand its own list. To lead scientists, for example, it helps an awful lot to have been a widely respected scientist at some point in one’s career, much more so than the same "specialist knowledge credibility" rule is true of, say, salespeople or marketers.</p>\r\n<p style="text-align: justify; ">\r\n The bottom line is that the leadership literature — even the stuff by people who are rightly legends, like Warren <span data-scayt_word="Bennis" data-scaytid="6">Bennis</span> and John Gardner — does a great disservice by promoting list-mania. We’ve quite enough of that around, in this "seven principles" age of ours.</p>\r\n<p style="text-align: justify; ">\r\n What makes a successful leader? God knows, most of the time. Did Winston Churchill "enable others to act"? Did Martin Luther King have adaptability? Did Jack Welch display adequate sociability?</p>\r\n<p style="text-align: justify; ">\r\n More than anything, great leaders seem to embody these lists, to reflect them naturally rather than making a study of them and pasting them to the top of the sunshade in their car for handy reference. They have a gut sense of what the context demands and a rough-and-ready approximation of the timeless practices of leaders.</p>\r\n<p style="text-align: justify; ">\r\n Bottom line? To those emerging leaders and current leaders who would rely on the insightful works in this field, perhaps it’s best to ignore the lists. Focus on the analysis, the stories, the case histories. Absorb something of the flavour of these works. But no book or article provide any leader with the six or eight principles they need to succeed, partly because that list is ultimately often unique to each job. Leadership cannot be reduced to lists.</p>', 'Leadership Cannot Be Reduced to Lists', '<p style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/articles.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 133px; height: 100px; " />Leaders, writes psychologist Howard Gardner, tend to have — and to need — an "inclination from early childhood for risk-taking and a willingness to go to great lengths — often in defiance of others, including those in positions of authority — in order to achieve their ends." Then, too, a "motive to gain power — either for its own sake or in pursuit of a specific aim — is invariably present," in leaders, as well as "a confidence that one will at least sometimes attain success" and an "implacability in the face of opposition."</p>\r\n', 'inherit', 'open', 'open', '', '3919-revision', '', '', '2011-07-25 03:07:03', '2011-07-25 03:07:03', '', 3919, 'http://invictusleader.com/home/?p=4205', 0, 'revision', '', 0),
(4206, 1, '2011-07-24 16:59:15', '2011-07-24 16:59:15', '\r\n<p style="text-align: justify; ">\r\n Ever get the feeling that it just isn’t worth it to go in to work today? Has your get up and go ‘got up and gone’ never to return? Do the doldrums hit you senseless the moment you cross the threshold of your office and not even caffeine can snap you out of it? Well, the good news is that you are not alone as a majority of the workforce out there share your emotional frustration and dilemma. In fact, in most business environments it happens quite often to professionals who have challenging careers.</p>\r\n<p style="text-align: justify; ">\r\n The even better news is that it may just be the best thing that could have happened to you! Experts tend to view it as ‘character building’ and just what a flagging or stagnating career needs. It may not be as exciting as striking the lottery perhaps, but it really does have a silver lining.</p>\r\n<p style="text-align: justify; ">\r\n Finding that hard to believe? Well look at it this way – life is a continuous cyclic measure of time and change; by analogy, this applies to the workplace as well. We are in a continuous process of learning and perpetually applying our knowledge to our surroundings and our life. A child learns to walk; a teenager learns to drive; an adult learns to work. Sometimes the learning is apt for application; but more oft than not, it is lacking in some manner. Education may be insufficient or the person may lack skills and is unable to acquire it. In the words of Joseph Heller, “Something Happens!” and what was once an interesting workplace, an interesting life, is now a ‘real drag’. Crisis is starting to peep around the corner.</p>\r\n<p style="text-align: justify; ">\r\n When this happens, feelings of frustration naturally appear, coupled with some pretty strong beliefs that one is unappreciated. Needless to say this, this eventually leads to job dissatisfaction. You feel that you are not performing up to mark; that management is coming down unduly hard upon you; that the job itself has no real attraction and there is no empathy with the workplace. That’s a whole lot or negative energy for one individual to cope with and it just keeps getting worse.</p>\r\n<p style="text-align: justify; ">\r\n At this point it is necessary, however, to make a distinction between day- to-day irritants and actually being in a dead-end. Day-to-day irritants are easily distinguished as they tend to happen in the ‘now’ of the moment, and can generally be solved almost immediately. They can, however, contribute to a more serious problem, that of dead-ending. Dead-ending in your workplace tends to happen gradually, there is a build-up that occurs over the weeks and finally culminates in a very strong feeling of being stuck where you are and seriously lacking in motivation. You tend to ask yourself, “What am I doing here, anyway?” Crisis is gathering over the horizon.</p>\r\n<p style="text-align: justify; ">\r\n Lacking an answer may lead to depression which in turn will allow job dissatisfaction to take over. Lethargy, laziness, even paranoia may be some of the ugly Gorgon heads that make its presence felt in the workplace. Surprisingly, all this negative energy can be turned into a positive action simply by altering one’s mindset.</p>\r\n<p style="text-align: justify; ">\r\n By accepting that dead-ending and all its resident evils are a necessary part of life and not just the workplace, it is possible to actually accomplish something quite pro-active in your career as well as the way you live. Crisis tends to lead to change, which in turn facilitates personal growth; the trick is to make it a positive one. By accepting that change is the norm of life and certainly the workplace, we accept that we need to change too in order to keep up with the ever-evolving pace of life.</p>\r\n<p style="text-align: justify; ">\r\n When dead-ending occurs, it is actually the body’s biological way of letting the mind know that the time for change has arrived. It is time to move on to the next phase of life and how the mind handles it is what makes the difference in the outcome. By embracing the problem, adapting the way we handle and understand it, we affect a change in the outcome as well. By looking at dead-ending as a life and workplace improving event, it is possible for us to actually take that all important next step known as progress.</p>\r\n<p style="text-align: justify; ">\r\n Thinking that it is possible to sit-out or rough it out through a dead-ending is never the correct attitude to take. Ignoring a problem does not make it go away, nor does a shoddy, half-hearted attempt at fixing it. What is essential is that you realize what is happening, or rather not happening. Your dead end means your workplace or business model is not working as well as it should or could be. The old ways are no longer any good and you need some new ones to replace it.</p>\r\n<p style="text-align: justify; ">\r\n At this point, you need to step back, look at the situation at hand and analyze what exactly is the problem. Then, institute a solution that will change dead-ending into an upward step towards a better environment. By doing so, we actually capitalize on an opportunity to institute a better understanding of ourselves, and what works best for us as well as our environment. The Irish poet, Oscar Wilde sums it up best when he says, “A man who is master of himself can end a sorrow as easily as he can invent a pleasure. I do not want to be at the mercy of my emotions; I wish to use them, to enjoy them, and to dominate them”.</p>', 'The Importance of Going Nowhere', '<p>\r\n <em>Feeling ‘dead-ended’ at your workplace may just be a blessing in disguise – here’s how you can capitalize on a negative emotion and come out tops!</em></p>\r\n', 'inherit', 'open', 'open', '', '3918-revision', '', '', '2011-07-24 16:59:15', '2011-07-24 16:59:15', '', 3918, 'http://invictusleader.com/home/?p=4206', 0, 'revision', '', 0),
(4207, 1, '2011-07-24 16:59:15', '2011-07-24 16:59:15', '<p>\r\n <em>Feeling ‘dead-ended’ at your workplace may just be a blessing in disguise – here’s how you can capitalize on a negative emotion and come out tops!</em></p>\r\n\r\n<p style="text-align: justify; ">\r\n Ever get the feeling that it just isn’t worth it to go in to work today? Has your get up and go ‘got up and gone’ never to return? Do the doldrums hit you senseless the moment you cross the threshold of your office and not even caffeine can snap you out of it? Well, the good news is that you are not alone as a majority of the workforce out there share your emotional frustration and dilemma. In fact, in most business environments it happens quite often to professionals who have challenging careers.</p>\r\n<p style="text-align: justify; ">\r\n The even better news is that it may just be the best thing that could have happened to you! Experts tend to view it as ‘character building’ and just what a flagging or stagnating career needs. It may not be as exciting as striking the lottery perhaps, but it really does have a silver lining.</p>\r\n<p style="text-align: justify; ">\r\n Finding that hard to believe? Well look at it this way – life is a continuous cyclic measure of time and change; by analogy, this applies to the workplace as well. We are in a continuous process of learning and perpetually applying our knowledge to our surroundings and our life. A child learns to walk; a teenager learns to drive; an adult learns to work. Sometimes the learning is apt for application; but more oft than not, it is lacking in some manner. Education may be insufficient or the person may lack skills and is unable to acquire it. In the words of Joseph Heller, “Something Happens!” and what was once an interesting workplace, an interesting life, is now a ‘real drag’. Crisis is starting to peep around the corner.</p>\r\n<p style="text-align: justify; ">\r\n When this happens, feelings of frustration naturally appear, coupled with some pretty strong beliefs that one is unappreciated. Needless to say this, this eventually leads to job dissatisfaction. You feel that you are not performing up to mark; that management is coming down unduly hard upon you; that the job itself has no real attraction and there is no empathy with the workplace. That’s a whole lot or negative energy for one individual to cope with and it just keeps getting worse.</p>\r\n<p style="text-align: justify; ">\r\n At this point it is necessary, however, to make a distinction between day- to-day irritants and actually being in a dead-end. Day-to-day irritants are easily distinguished as they tend to happen in the ‘now’ of the moment, and can generally be solved almost immediately. They can, however, contribute to a more serious problem, that of dead-ending. Dead-ending in your workplace tends to happen gradually, there is a build-up that occurs over the weeks and finally culminates in a very strong feeling of being stuck where you are and seriously lacking in motivation. You tend to ask yourself, “What am I doing here, anyway?” Crisis is gathering over the horizon.</p>\r\n<p style="text-align: justify; ">\r\n Lacking an answer may lead to depression which in turn will allow job dissatisfaction to take over. Lethargy, laziness, even paranoia may be some of the ugly Gorgon heads that make its presence felt in the workplace. Surprisingly, all this negative energy can be turned into a positive action simply by altering one’s mindset.</p>\r\n<p style="text-align: justify; ">\r\n By accepting that dead-ending and all its resident evils are a necessary part of life and not just the workplace, it is possible to actually accomplish something quite pro-active in your career as well as the way you live. Crisis tends to lead to change, which in turn facilitates personal growth; the trick is to make it a positive one. By accepting that change is the norm of life and certainly the workplace, we accept that we need to change too in order to keep up with the ever-evolving pace of life.</p>\r\n<p style="text-align: justify; ">\r\n When dead-ending occurs, it is actually the body’s biological way of letting the mind know that the time for change has arrived. It is time to move on to the next phase of life and how the mind handles it is what makes the difference in the outcome. By embracing the problem, adapting the way we handle and understand it, we affect a change in the outcome as well. By looking at dead-ending as a life and workplace improving event, it is possible for us to actually take that all important next step known as progress.</p>\r\n<p style="text-align: justify; ">\r\n Thinking that it is possible to sit-out or rough it out through a dead-ending is never the correct attitude to take. Ignoring a problem does not make it go away, nor does a shoddy, half-hearted attempt at fixing it. What is essential is that you realize what is happening, or rather not happening. Your dead end means your workplace or business model is not working as well as it should or could be. The old ways are no longer any good and you need some new ones to replace it.</p>\r\n<p style="text-align: justify; ">\r\n At this point, you need to step back, look at the situation at hand and analyze what exactly is the problem. Then, institute a solution that will change dead-ending into an upward step towards a better environment. By doing so, we actually capitalize on an opportunity to institute a better understanding of ourselves, and what works best for us as well as our environment. The Irish poet, Oscar Wilde sums it up best when he says, “A man who is master of himself can end a sorrow as easily as he can invent a pleasure. I do not want to be at the mercy of my emotions; I wish to use them, to enjoy them, and to dominate them”.</p>', 'The Importance of Going Nowhere', '', 'inherit', 'open', 'open', '', '4126-revision', '', '', '2011-07-24 16:59:15', '2011-07-24 16:59:15', '', 4126, 'http://invictusleader.com/home/?p=4207', 0, 'revision', '', 0),
(4208, 1, '2011-07-24 16:56:33', '2011-07-24 16:56:33', '<p>\r\n <em>AI – artificial intelligence – may be the way of the future, but <span data-scayt_word="EI" data-scaytid="1">EI</span> – executive intelligence – is what your organization needs now.</em></p>\r\n<p>\r\n </p>\r\n\r\n<p>\r\n <span style="text-align: justify; ">Read any article on leadership and talent, and one of the recurrent themes is that there are many varied forms of these available to the discerning organization. From leaders who lead to those who ‘nudge’, it takes all kinds to make an organization complete. At the end of the day, management tends to look at personality traits, grooming styles and success ratios of the leader or</span><span style="text-align: justify; "> talent in question in order to asses how well they fit into their specific workplace cultures.</span></p>\r\n<p style="text-align: justify; ">\r\n Rarely, very rarely, is executive intelligence ever considered, let alone required, in the selection criteria of leaders. What exactly is executive intelligence and how can it affect your organization’s continuous efforts to successfully garner market share?</p>\r\n<p style="text-align: justify; ">\r\n Executive intelligence, for the uninitiated, can be likened to osmosis – you take in the information, digest it, and spew out action-orientated results. Sounds easy enough? Well, consider the fact that the amount of information needed to be ingested is huge and diversified. You need an enhanced maven-like ability to do so. It really requires the ability to multitask and organize your thought processes, sorting them out, classifying and storing away information in little filling cabinets in your brain. Neat, orderly, and available at a moment’s notice.</p>\r\n<p style="text-align: justify; ">\r\n The next step requires the ability of instinctively being able to connect the information with the situation at hand – be it people, projects or business plans. This requires superior planning abilities, an agile thought process capability with razor sharp acumen, and the ability to emulate these thoughts into workable action-oriented results. Its all starting to sound a bit more complicated now, isn’t it?</p>\r\n<p style="text-align: justify; ">\r\n Finally, there is the actual result of this process of osmosis – the end product designed to produce the envisaged success story. It takes a person with <span data-scayt_word="calibre" data-scaytid="3">calibre</span> and dynamism to actually execute these ideas in action-oriented results. Most importantly, is the need to get others in the organization to actually buy into the whole idea. Without the buy-in, without belief in the virtual success of the plan, without conviction of the person selling the ideas, internal collapse is inevitable. It takes a really dynamic personality to actually ensure buy-in, belief and conviction, simultaneously. Well, what a super executive this person has to be!</p>\r\n<p style="text-align: justify; ">\r\n Collectively, our super executive has <span data-scayt_word="EQ" data-scaytid="4">EQ</span>, IQ, leadership talent, personality, unquestionable values and immense experience. Our super executive is actually imbued with what is known as executive intelligence. In fact, you can always spot the leadership talent who is imbued with executive intelligence - it ‘shines’ through their very thoughts, actions and presence. They tend to leave an impression upon any who encounter them. They are ‘personalities’ that stand out in any sphere that they are thrown into and tend to dominate, be it aggressively or subtly, radiating confidence and intelligence.</p>\r\n<p style="text-align: justify; ">\r\n Now that we have identified executive intelligence, how do we go about measuring it? This where the grey area or lacuna exists as there is no definite way to measure executive intelligence. This would explain why it is easier for organizations to simply ignore its existence all together when considering a particular leadership talent, usually taking it for granted that it comes along with the package.</p>\r\n<p style="text-align: justify; ">\r\n There is always the very real problem of mistaking executive instincts with executive intelligence as one is quite similar to the other. The difference lies in the fact that executive intelligence must come first; i.e. it must exist in order for the leadership talent to have honed his instincts upon. The leadership talent would have applied his intelligence in situations as they arise, building up a case history where it soon becomes second nature or instinct to apply executive intelligence. In a real time scenario, it is possible to capitulate it as an analytical journey whose steps are dictated by a systematic and conceptual perspective.</p>\r\n<p style="text-align: justify; ">\r\n It is really a very unique blend of leadership skills, the ability to think about conceptual matters and the capacity to act upon it. They thrive upon challenges especially in unfamiliar grounds, employing unprecedented methodologies to arrive at a plausible solution. Indeed, this is acknowledge as one of the best ways in developing a keen-edged intelligence that can make the critical difference between mere success and taking success onto another level.</p>\r\n<p style="text-align: justify; ">\r\n Despite the obvious advantageous edge that organizations employing talents with executive intelligence will have, it also has the hidden advantage of subtly influencing workplace mores and customs. Leadership needs followers; otherwise there is nothing to lead. Leaders need to engage followers to accomplish projects, ideas and business plans. Having the right attitude and mindset is essential in making shifting the balance.</p>\r\n<p style="text-align: justify; ">\r\n A leader with executive intelligence tends to inspire his team with that self-same intelligence. He imparts his expertise and knowledge to them and some essence of that precious executive knowledge will seep through to even the most laid back team member. At the end of the day, you find that executive intelligence can actually be quite catching. The organization will find that its star talents now have a better grasp and understanding of work mechanics and are able to cope better with challenging workplace environments. They are more focused on work and have an all-round enthusiasm that does wonders for morale, and subsequently, workplace success.</p>\r\n<p style="text-align: justify; ">\r\n The next time the talent pool opens it doors to you, you might want to go the extra mile and cast your line a bit more carefully, so that you actually snare something worth the whole effort. The truth is, having a whole battalion of leadership talents with a string of success stories behind them will not ensure that that particular organization is destined for success. The ability of good and successful leaders includes putting the right people in the right place at the right time to do the right thing in the right manner. And that, quite simply calls for executive intelligence.</p>\r\n<p style="text-align: justify; ">\r\n <em>The author is the Regional Vice President of Management Concepts Asia Pacific.He</em><em> enjoys balancing the need to develop business skills with the interpersonal and personal development areas for individuals. He has a strong belief that everyone can continue to learn and grow? Even if they do not think so! One problem that many people have in the workplace is that they continue to seek new ideas and the latest knowledge, without learning to apply what they already know. He enjoys awakening this in people and helping them exceed their own expectations in a practical way. He has been involved in Leadership Management Learning and Business Advisory Development since 1986. In his role, he has worked for clients in a variety of sectors in the public and private sector as well as in education, both in the Malaysia and overseas. After graduating he began his working life in teaching and business advisory, before moving into running a business in learning and business advisory development. He has successfully contributed to a wide variety of businesses and levels within them. </em></p>', 'The Search For Executive Intelligence', '', 'inherit', 'open', 'open', '', '4125-revision', '', '', '2011-07-24 16:56:33', '2011-07-24 16:56:33', '', 4125, 'http://invictusleader.com/home/?p=4208', 0, 'revision', '', 0);
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(4209, 1, '2011-07-24 16:56:33', '2011-07-24 16:56:33', '\r\n<p>\r\n <span style="text-align: justify; ">Read any article on leadership and talent, and one of the recurrent themes is that there are many varied forms of these available to the discerning organization. From leaders who lead to those who ‘nudge’, it takes all kinds to make an organization complete. At the end of the day, management tends to look at personality traits, grooming styles and success ratios of the leader or</span><span style="text-align: justify; "> talent in question in order to asses how well they fit into their specific workplace cultures.</span></p>\r\n<p style="text-align: justify; ">\r\n Rarely, very rarely, is executive intelligence ever considered, let alone required, in the selection criteria of leaders. What exactly is executive intelligence and how can it affect your organization’s continuous efforts to successfully garner market share?</p>\r\n<p style="text-align: justify; ">\r\n Executive intelligence, for the uninitiated, can be likened to osmosis – you take in the information, digest it, and spew out action-orientated results. Sounds easy enough? Well, consider the fact that the amount of information needed to be ingested is huge and diversified. You need an enhanced maven-like ability to do so. It really requires the ability to multitask and organize your thought processes, sorting them out, classifying and storing away information in little filling cabinets in your brain. Neat, orderly, and available at a moment’s notice.</p>\r\n<p style="text-align: justify; ">\r\n The next step requires the ability of instinctively being able to connect the information with the situation at hand – be it people, projects or business plans. This requires superior planning abilities, an agile thought process capability with razor sharp acumen, and the ability to emulate these thoughts into workable action-oriented results. Its all starting to sound a bit more complicated now, isn’t it?</p>\r\n<p style="text-align: justify; ">\r\n Finally, there is the actual result of this process of osmosis – the end product designed to produce the envisaged success story. It takes a person with <span data-scayt_word="calibre" data-scaytid="3">calibre</span> and dynamism to actually execute these ideas in action-oriented results. Most importantly, is the need to get others in the organization to actually buy into the whole idea. Without the buy-in, without belief in the virtual success of the plan, without conviction of the person selling the ideas, internal collapse is inevitable. It takes a really dynamic personality to actually ensure buy-in, belief and conviction, simultaneously. Well, what a super executive this person has to be!</p>\r\n<p style="text-align: justify; ">\r\n Collectively, our super executive has <span data-scayt_word="EQ" data-scaytid="4">EQ</span>, IQ, leadership talent, personality, unquestionable values and immense experience. Our super executive is actually imbued with what is known as executive intelligence. In fact, you can always spot the leadership talent who is imbued with executive intelligence - it ‘shines’ through their very thoughts, actions and presence. They tend to leave an impression upon any who encounter them. They are ‘personalities’ that stand out in any sphere that they are thrown into and tend to dominate, be it aggressively or subtly, radiating confidence and intelligence.</p>\r\n<p style="text-align: justify; ">\r\n Now that we have identified executive intelligence, how do we go about measuring it? This where the grey area or lacuna exists as there is no definite way to measure executive intelligence. This would explain why it is easier for organizations to simply ignore its existence all together when considering a particular leadership talent, usually taking it for granted that it comes along with the package.</p>\r\n<p style="text-align: justify; ">\r\n There is always the very real problem of mistaking executive instincts with executive intelligence as one is quite similar to the other. The difference lies in the fact that executive intelligence must come first; i.e. it must exist in order for the leadership talent to have honed his instincts upon. The leadership talent would have applied his intelligence in situations as they arise, building up a case history where it soon becomes second nature or instinct to apply executive intelligence. In a real time scenario, it is possible to capitulate it as an analytical journey whose steps are dictated by a systematic and conceptual perspective.</p>\r\n<p style="text-align: justify; ">\r\n It is really a very unique blend of leadership skills, the ability to think about conceptual matters and the capacity to act upon it. They thrive upon challenges especially in unfamiliar grounds, employing unprecedented methodologies to arrive at a plausible solution. Indeed, this is acknowledge as one of the best ways in developing a keen-edged intelligence that can make the critical difference between mere success and taking success onto another level.</p>\r\n<p style="text-align: justify; ">\r\n Despite the obvious advantageous edge that organizations employing talents with executive intelligence will have, it also has the hidden advantage of subtly influencing workplace mores and customs. Leadership needs followers; otherwise there is nothing to lead. Leaders need to engage followers to accomplish projects, ideas and business plans. Having the right attitude and mindset is essential in making shifting the balance.</p>\r\n<p style="text-align: justify; ">\r\n A leader with executive intelligence tends to inspire his team with that self-same intelligence. He imparts his expertise and knowledge to them and some essence of that precious executive knowledge will seep through to even the most laid back team member. At the end of the day, you find that executive intelligence can actually be quite catching. The organization will find that its star talents now have a better grasp and understanding of work mechanics and are able to cope better with challenging workplace environments. They are more focused on work and have an all-round enthusiasm that does wonders for morale, and subsequently, workplace success.</p>\r\n<p style="text-align: justify; ">\r\n The next time the talent pool opens it doors to you, you might want to go the extra mile and cast your line a bit more carefully, so that you actually snare something worth the whole effort. The truth is, having a whole battalion of leadership talents with a string of success stories behind them will not ensure that that particular organization is destined for success. The ability of good and successful leaders includes putting the right people in the right place at the right time to do the right thing in the right manner. And that, quite simply calls for executive intelligence.</p>\r\n<p style="text-align: justify; ">\r\n <em>The author is the Regional Vice President of Management Concepts Asia Pacific.He</em><em> enjoys balancing the need to develop business skills with the interpersonal and personal development areas for individuals. He has a strong belief that everyone can continue to learn and grow? Even if they do not think so! One problem that many people have in the workplace is that they continue to seek new ideas and the latest knowledge, without learning to apply what they already know. He enjoys awakening this in people and helping them exceed their own expectations in a practical way. He has been involved in Leadership Management Learning and Business Advisory Development since 1986. In his role, he has worked for clients in a variety of sectors in the public and private sector as well as in education, both in the Malaysia and overseas. After graduating he began his working life in teaching and business advisory, before moving into running a business in learning and business advisory development. He has successfully contributed to a wide variety of businesses and levels within them. </em></p>', 'The Search For Executive Intelligence', '<p>\r\n <em>AI – artificial intelligence – may be the way of the future, but <span data-scayt_word="EI" data-scaytid="1">EI</span> – executive intelligence – is what your organization needs now.</em></p>\r\n<p>\r\n </p>\r\n', 'inherit', 'open', 'open', '', '3917-revision', '', '', '2011-07-24 16:56:33', '2011-07-24 16:56:33', '', 3917, 'http://invictusleader.com/home/?p=4209', 0, 'revision', '', 0),
(4210, 1, '2011-07-24 16:51:33', '2011-07-24 16:51:33', '\r\n<h3>\r\n <span style="text-align: justify; ">The Need for Leadership</span></h3>\r\n<p style="text-align: justify; ">\r\n As the new millennium begins, the world continues to undergo change. Throughout history change has occurred; however, the present rapidness of change is staggering by comparison to just a decade ago. In just the last several years, we have seen rapid growth in information technology, biotechnology and the expansion of the Internet, providing almost unlimited access to information. Companies have rapidly risen to prominence through new technology. Their financial and personnel growth has been phenomenal. Other more traditional companies have faltered or had to make radical adjustments to the way they conduct business or make decisions. Companies and organizations have had to reinvent themselves to survive or be gobbled up in the merger mania. Competition has become global and very aggressive. Fortunes are made and lost based upon the performance of small groups of people. Growth is being experienced in practically in all disciplines. Change is all about us. Organizations, companies and groups of people must have effective leadership to survive.</p>\r\n<h3 style="text-align: justify; ">\r\n Reflections on Leadership</h3>\r\n<p style="text-align: justify; ">\r\n Historically, senior management has not seen the link between people and bottom line business results. Annual reports are prepared with sentiments such as ‘people are our most important asset’ or that ‘people are our source of competitive advantage,’ but many of these same organizations are reluctant to spend time, money and energy on <span data-scayt_word="programmes" data-scaytid="1">programmes</span> that will help people to perform and contribute to their optimum level. Companies which would not in their wildest dreams allow a major piece of capital equipment to go without repair, maintenance or upgrading allow their people assets to rust and deteriorate in their performance. The problem is neither dishonesty nor malicious, evil disregard for people. The problem is the failure to see the link between people and business results. It is based on a misguided view that ‘strategy’ or ‘process’ is more important than people.</p>\r\n<p style="text-align: justify; ">\r\n What do you think it is that makes a company truly successful? Is it leaders, technology, products, strategy? It can be argued that any company’s business success is a function of all of those factors (and others) working in concert. But in my opinion, the single most important foundation stone of business success today is leadership – especially <em>visionary</em> leadership.</p>\r\n<p style="text-align: justify; ">\r\n Unfortunately, many companies are hobbled by a lack of visionary leadership and the effective process tools that they can use to enhance their critical leadership competency. Executives today face some tough challenges – more complex and demanding than ever. Global forces, e-business, shifts in industry partnerships as well as evolving global networks and alliances challenge both your leadership style and personal insight. When was the last time you had a tune-up of your leadership practices?</p>\r\n<p style="text-align: justify; ">\r\n And finally don’t follow the antiquated notion that only top executives can be leaders. <strong>Leadership should occur at all levels.</strong></p>', 'A Road To Leadership', '<p style="text-align: justify; ">\r\n The formula of life: we are born, we mature, we are educated, we work, we retire and we die. There are only two constants in this equation: we are <strong>born</strong> and we <strong>die</strong>. The richness and tapestry of life between these milestones is a factor of many things, but the main factors are our environment and what we choose to do with our talents and gifts. What we do between the milestones can largely be controlled by ourselves. Just as life has constants, leadership’s two constants are, either you <strong>lead</strong>, or you <strong>follow</strong>. There is nothing in between. All of us at one time or another are followers. Some are chosen to lead and some desire to lead.</p>\r\n', 'inherit', 'open', 'open', '', '3916-revision', '', '', '2011-07-24 16:51:33', '2011-07-24 16:51:33', '', 3916, 'http://invictusleader.com/home/?p=4210', 0, 'revision', '', 0),
(4211, 1, '2011-07-24 14:06:21', '2011-07-24 14:06:21', '<p style="text-align: justify; ">\r\n What do the Kuala Lumpur Commonwealth Games, <span data-scayt_word="Petronas" data-scaytid="1">Petronas</span> Twin Tower, Kuala Lumpur City Center (<span data-scayt_word="KLCC" data-scaytid="2">KLCC</span>), <span data-scayt_word="Sepang" data-scaytid="3">Sepang</span> <span data-scayt_word="F1" data-scaytid="4">F1</span> circuit, Kuala Lumpur International Airport and many more successful projects have in common?</p>\r\n<p style="text-align: justify; ">\r\n Answer: <strong>Project Management.</strong></p>\r\n\r\n<p style="text-align: justify; ">\r\n However, it would be erroneous to associate the concept of project management with engineering and construction, as in reality the usage of project management transcends industry. For example, the United States based non-profit organization Project Management Institute (PMI) defines a project as "any <span data-scayt_word="endeavour" data-scaytid="5">endeavour</span> in which human, material and financial resources are organized, in a novel way, to undertake a unique scope of work, of a given specification, within the constraints of cost and time, so as to achieve a beneficial change defined by quantitative and qualitative objectives." Project management can be applied to most organizational activity, including human resource, costing, marketing, information technology, management, administration, communication and leadership.</p>\r\n<p style="text-align: justify; ">\r\n This being so, it is not hard to see how the success of an organization can easily be affected by poor project management. Projects run into problems for a number of reasons: a lack of clear objectives, poor organizational design, informal communication methods, and inadequate structured planning and control methods. For example, a project manager often seldom has the authority to command resources as required and must negotiate with functional managers for their cooperation. Due to the importance of project management of the overall success of a project, it is imperative that companies only engage the most competent project managers to run their projects.</p>\r\n<h3 style="text-align: justify; ">\r\n The Malaysian Scenario</h3>\r\n<p style="text-align: justify; ">\r\n Project management is not new to Malaysia, however its advanced application to broader organizational activity is not prevalent.</p>\r\n<p style="text-align: justify; ">\r\n A small number of organizations have attempted to assimilate project management in their business processes. The majority are either unaware of contemporary project management techniques or are unable to adopt them because of a lack of expertise or resources. This situation needs immediate remedial action, if Malaysia is to achieve the goals laid out in Vision 2020.</p>\r\n<p style="text-align: justify; ">\r\n In Malaysia today, there is no shortage of projects. There is however a chronic shortage project managers trained to internationally recognized levels of certification. The demand for computer literate, professional project managers is so great that companies are busily poaching these professionals from each other to cope with their own demand. But this approach does little to solve the current shortage of project management skills.</p>\r\n<hr class="system-pagebreak" title="How do we overcome this vacuum?" />\r\n<h3 style="text-align: justify; ">\r\n How do we overcome this vacuum?</h3>\r\n<p style="text-align: justify; ">\r\n The adoption of broad training <span data-scayt_word="programmes" data-scaytid="6">programmes</span> designed to develop competencies, knowledge and skills to international levels is a starting point. These training programs need to be aligned to an internationally recognized standard and lead to international certification for those who seek to make project management their pathway to advancement.</p>\r\n<p style="text-align: justify; ">\r\n Many global organizations have adopted the Project Management Institute’s (PMI) project management body of knowledge (<span data-scayt_word="PMBOK" data-scaytid="8">PMBOK</span>®) as their recognized standard of “best practice” in project management. The PMI undertake the professional certification of project managers (<span data-scayt_word="PMP" data-scaytid="9">PMP</span>®). Malaysian organizations need to take a lead from these international organizations and embrace the <span data-scayt_word="PMP" data-scaytid="10">PMP</span>® certification as a marque of excellence in project management. More importantly, Malaysian organizations need to recognize that excellence in project management is a key strategy in achieving competitiveness and sustainability in the global economy.</p>\r\n<h3 style="text-align: justify; ">\r\n Training Project Managers is only part of the answer</h3>\r\n<p style="text-align: justify; ">\r\n Organizations that have achieved this excellence in project management have adopted a broader solution than the training of an elite few. Their training <span data-scayt_word="programmes" data-scaytid="7">programmes</span> address all roles associated with project management, from project team members to senior managers and in so doing have been able to permanently change the culture within the organization and have adopted a “management by projects” approach.</p>\r\n<p style="text-align: justify; ">\r\n These successful organizations have introduced organization wide standards and procedures, based upon the PMI’s <span data-scayt_word="PMBOK" data-scaytid="12">PMBOK</span> that are applied across all projects. The training programs they have adopted support the uptake of these new ways of operation. They have also introduced technology across the organization to support the application of these new processes. In short, their leaders have created an environment for successful projects and in doing so, have established themselves as leaders in their fields.</p>\r\n<h3 style="text-align: justify; ">\r\n Getting Started</h3>\r\n<p style="text-align: justify; ">\r\n The change from a functionally orientated organization to one with more project orientation is not an overnight event, it may take several years, but along the way there are many incremental gains that will sustain the continued investment in this strategy. No organization is without some competency in project management. A good starting point therefore is to baseline the current level of project management maturity within your organization. This assessment will enable the development of a series of measurable integrated steps for improving project performance and advancement towards the goal of excellence in project management.</p>', 'Project Management in Malaysia', '', 'inherit', 'open', 'open', '', '4124-revision', '', '', '2011-07-24 14:06:21', '2011-07-24 14:06:21', '', 4124, 'http://invictusleader.com/home/?p=4211', 0, 'revision', '', 0),
(4212, 1, '2011-07-24 14:06:21', '2011-07-24 14:06:21', '\r\n<p style="text-align: justify; ">\r\n However, it would be erroneous to associate the concept of project management with engineering and construction, as in reality the usage of project management transcends industry. For example, the United States based non-profit organization Project Management Institute (PMI) defines a project as "any <span data-scayt_word="endeavour" data-scaytid="5">endeavour</span> in which human, material and financial resources are organized, in a novel way, to undertake a unique scope of work, of a given specification, within the constraints of cost and time, so as to achieve a beneficial change defined by quantitative and qualitative objectives." Project management can be applied to most organizational activity, including human resource, costing, marketing, information technology, management, administration, communication and leadership.</p>\r\n<p style="text-align: justify; ">\r\n This being so, it is not hard to see how the success of an organization can easily be affected by poor project management. Projects run into problems for a number of reasons: a lack of clear objectives, poor organizational design, informal communication methods, and inadequate structured planning and control methods. For example, a project manager often seldom has the authority to command resources as required and must negotiate with functional managers for their cooperation. Due to the importance of project management of the overall success of a project, it is imperative that companies only engage the most competent project managers to run their projects.</p>\r\n<h3 style="text-align: justify; ">\r\n The Malaysian Scenario</h3>\r\n<p style="text-align: justify; ">\r\n Project management is not new to Malaysia, however its advanced application to broader organizational activity is not prevalent.</p>\r\n<p style="text-align: justify; ">\r\n A small number of organizations have attempted to assimilate project management in their business processes. The majority are either unaware of contemporary project management techniques or are unable to adopt them because of a lack of expertise or resources. This situation needs immediate remedial action, if Malaysia is to achieve the goals laid out in Vision 2020.</p>\r\n<p style="text-align: justify; ">\r\n In Malaysia today, there is no shortage of projects. There is however a chronic shortage project managers trained to internationally recognized levels of certification. The demand for computer literate, professional project managers is so great that companies are busily poaching these professionals from each other to cope with their own demand. But this approach does little to solve the current shortage of project management skills.</p>\r\n<hr class="system-pagebreak" title="How do we overcome this vacuum?" />\r\n<h3 style="text-align: justify; ">\r\n How do we overcome this vacuum?</h3>\r\n<p style="text-align: justify; ">\r\n The adoption of broad training <span data-scayt_word="programmes" data-scaytid="6">programmes</span> designed to develop competencies, knowledge and skills to international levels is a starting point. These training programs need to be aligned to an internationally recognized standard and lead to international certification for those who seek to make project management their pathway to advancement.</p>\r\n<p style="text-align: justify; ">\r\n Many global organizations have adopted the Project Management Institute’s (PMI) project management body of knowledge (<span data-scayt_word="PMBOK" data-scaytid="8">PMBOK</span>®) as their recognized standard of “best practice” in project management. The PMI undertake the professional certification of project managers (<span data-scayt_word="PMP" data-scaytid="9">PMP</span>®). Malaysian organizations need to take a lead from these international organizations and embrace the <span data-scayt_word="PMP" data-scaytid="10">PMP</span>® certification as a marque of excellence in project management. More importantly, Malaysian organizations need to recognize that excellence in project management is a key strategy in achieving competitiveness and sustainability in the global economy.</p>\r\n<h3 style="text-align: justify; ">\r\n Training Project Managers is only part of the answer</h3>\r\n<p style="text-align: justify; ">\r\n Organizations that have achieved this excellence in project management have adopted a broader solution than the training of an elite few. Their training <span data-scayt_word="programmes" data-scaytid="7">programmes</span> address all roles associated with project management, from project team members to senior managers and in so doing have been able to permanently change the culture within the organization and have adopted a “management by projects” approach.</p>\r\n<p style="text-align: justify; ">\r\n These successful organizations have introduced organization wide standards and procedures, based upon the PMI’s <span data-scayt_word="PMBOK" data-scaytid="12">PMBOK</span> that are applied across all projects. The training programs they have adopted support the uptake of these new ways of operation. They have also introduced technology across the organization to support the application of these new processes. In short, their leaders have created an environment for successful projects and in doing so, have established themselves as leaders in their fields.</p>\r\n<h3 style="text-align: justify; ">\r\n Getting Started</h3>\r\n<p style="text-align: justify; ">\r\n The change from a functionally orientated organization to one with more project orientation is not an overnight event, it may take several years, but along the way there are many incremental gains that will sustain the continued investment in this strategy. No organization is without some competency in project management. A good starting point therefore is to baseline the current level of project management maturity within your organization. This assessment will enable the development of a series of measurable integrated steps for improving project performance and advancement towards the goal of excellence in project management.</p>', 'Project Management in Malaysia', '<p style="text-align: justify; ">\r\n What do the Kuala Lumpur Commonwealth Games, <span data-scayt_word="Petronas" data-scaytid="1">Petronas</span> Twin Tower, Kuala Lumpur City Center (<span data-scayt_word="KLCC" data-scaytid="2">KLCC</span>), <span data-scayt_word="Sepang" data-scaytid="3">Sepang</span> <span data-scayt_word="F1" data-scaytid="4">F1</span> circuit, Kuala Lumpur International Airport and many more successful projects have in common?</p>\r\n<p style="text-align: justify; ">\r\n Answer: <strong>Project Management.</strong></p>\r\n', 'inherit', 'open', 'open', '', '3915-revision', '', '', '2011-07-24 14:06:21', '2011-07-24 14:06:21', '', 3915, 'http://invictusleader.com/home/?p=4212', 0, 'revision', '', 0),
(4213, 1, '2011-06-15 11:42:27', '2011-06-15 11:42:27', '<p>\r\n Developing Leadership Relationships Through Interpersonal Skills</p>', 'Developing Leadership Relationships Through Interpersonal Skills', '', 'inherit', 'open', 'open', '', '3914-revision', '', '', '2011-06-15 11:42:27', '2011-06-15 11:42:27', '', 3914, 'http://invictusleader.com/home/?p=4213', 0, 'revision', '', 0),
(4214, 1, '2011-06-11 19:04:21', '2011-06-11 19:04:21', '<ul>\r\n <li>\r\n Train the Trainer</li>\r\n <li>\r\n Customised Workshops</li>\r\n <li>\r\n Assessments</li>\r\n <li>\r\n Books</li>\r\n</ul>', 'Corporate Services', '', 'inherit', 'open', 'open', '', '3913-revision', '', '', '2011-06-11 19:04:21', '2011-06-11 19:04:21', '', 3913, 'http://invictusleader.com/home/?p=4214', 0, 'revision', '', 0),
(4215, 1, '2011-06-11 19:02:25', '2011-06-11 19:02:25', '<p>\r\n In today's competitive environment staying ahead in business means staying ahead in technology. Regardless of your industry, technology enhancements play a huge part in growing your business, improving productivity, and as a result, delivering more revenue to the bottom line.</p>\r\n<p>\r\n We offer a comprehensive array of strategic business software solutions designed to meet the most challenging and complex requirements of today’s global economy. Our technology solutions help achieve immediate, significant returns and enable successful and sustained growth.</p>\r\n<p>\r\n Understanding that each engagement is unique, IL offers professional services and IT solutions across a wide range of software applications and implementation delivery. IL's high-end consulting services include software development, enterprise application integration, as well as, legacy system maintenance and enhancements. With expertise across platforms and technologies, IL can implement solutions across a wide spectrum of product lines and industries.<br />\r\n </p>', 'Business Technology & Systems', '', 'inherit', 'open', 'open', '', '3912-revision', '', '', '2011-06-11 19:02:25', '2011-06-11 19:02:25', '', 3912, 'http://invictusleader.com/home/?p=4215', 0, 'revision', '', 0),
(4216, 1, '2011-06-11 18:59:08', '2011-06-11 18:59:08', '<ul>\r\n <li>\r\n Project Management\r\n <ul>\r\n <li>\r\n Workshop\r\n <ul>\r\n <li>\r\n Project Management 101</li>\r\n <li>\r\n PMP Certification Exam Preparation Boot Camp</li>\r\n <li>\r\n Managing by Project Simulation</li>\r\n <li>\r\n Leading High Performing Project Teams Simulation</li>\r\n <li>\r\n Program Management Simulation</li>\r\n </ul>\r\n </li>\r\n </ul>\r\n </li>\r\n <li>\r\n Business Analysis<br />\r\n </li>\r\n</ul>', 'Business Process', '', 'inherit', 'open', 'open', '', '3911-revision', '', '', '2011-06-11 18:59:08', '2011-06-11 18:59:08', '', 3911, 'http://invictusleader.com/home/?p=4216', 0, 'revision', '', 0),
(4217, 1, '2011-06-11 18:53:52', '2011-06-11 18:53:52', '<h2>\r\n Why Leadership Coaching?</h2>\r\n<p>\r\n Leaders of today need a collaborative approach to be effective in the workplace. Leadership Coaching is an important way to help executive team members develop leadership skills to build stronger relationships with each other, and to more skillfully develop their direct reports. This commitment starts with an in-depth awareness of one’s behavior and how it impacts others in the organization.</p>\r\n<h3>\r\n What is Leadership Alignment Coaching?</h3>\r\n<p>\r\n <strong>Workshop</strong></p>\r\n<ol>\r\n <li>\r\n Leadership Alignment Coaching</li>\r\n <li>\r\n Lead like a Coach, Think like a Mentor and Influence like a Leader<br />\r\n </li>\r\n</ol>', 'Coaching', '', 'inherit', 'open', 'open', '', '3910-revision', '', '', '2011-06-11 18:53:52', '2011-06-11 18:53:52', '', 3910, 'http://invictusleader.com/home/?p=4217', 0, 'revision', '', 0),
(4218, 1, '2013-06-28 05:38:21', '2013-06-28 05:38:21', '<h2>\r\n Your Business Leadership Needs</h2>\r\n<table border="0" cellpadding="5" cellspacing="0" style="border: 1px solid #404040; border-collapse: collapse;" width="100%">\r\n <tbody>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n INDIVIDUAL LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n EMERGING LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n MID-LEVEL LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n SENIOR LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n EXECUTIVE LEADERS</td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="5" style="border:1px solid #404040; border-collapse: collapse; background-color:#ffcd2f;">\r\n Developing Leadership Relationships Through Interpersonal Skills</td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="3" style="border:1px solid #404040; border-collapse: collapse; background-color:#92d050;">\r\n <a href="http://invictusleader.com/home/?p=3899">Take Charge Leadership – Mark of the Lion</a></td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="2" style="border:1px solid #404040; border-collapse: collapse; background-color:#b2a1c7;">\r\n <a href="http://invictusleader.com/home/?p=3893">Big Think Transformational Leadership Strategy for Leaders</a></td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="5" style="border:1px solid #404040; border-collapse: collapse; background-color:#fabf8f;">\r\n Leadership Alignment Coaching</td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="2" style="border:1px solid #404040; border-collapse: collapse; background-color:#d99594;">\r\n <a href="http://invictusleader.com/home/?p=3895">Lead like a Coach, Think like a Mentor and Influence like a Leader</a></td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="4" style="border:1px solid #404040; border-collapse: collapse; background-color:#c4bc96;">\r\n <a href="http://invictusleader.com/home/?p=3892">Leadership Mastery for High Performance Leaders</a></td>\r\n </tr>\r\n <tr>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="3" style="border:1px solid #404040; border-collapse: collapse; background-color:#bfbfbf;">\r\n Management Innovation Leadership for Managers</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n </tr>\r\n </tbody>\r\n</table>\r\n<p>\r\n </p>\r\n<h3>\r\n Leadership Levels</h3>\r\n<ol>\r\n <li>\r\n <strong>Individual Leaders</strong> may not have positional authority or a formal leadership role, but these people are expected to perform, contribute and influence in a leader-like manner. </li>\r\n <li>\r\n <strong>Emerging Leaders</strong> are at an early-stage in their careers. They have been identified for their leadership potential and aspirations.</li>\r\n <li>\r\n <strong>Mid-Level Leaders</strong> are typically mid-level managers making the transition from tactical to strategic leadership. Their focus is shifting beyond functional responsibilities to the overall organizational issues.</li>\r\n <li>\r\n <strong>Senior Leaders</strong> manage divisions or business units. In addition to their operational responsibilities, they are responsible for enterprise-wide opportunities and challenges.</li>\r\n <li>\r\n <strong>Executive Leaders</strong> operate at the strategic level of the business. They are responsible for crafting and executing your organization’s business model.<br />\r\n </li>\r\n</ol>', 'Leadership', '', 'inherit', 'open', 'open', '', '3909-revision-5', '', '', '2013-06-28 05:38:21', '2013-06-28 05:38:21', '', 3909, 'http://invictusleader.com/home/?p=4218', 0, 'revision', '', 0),
(4219, 1, '2011-06-11 18:17:00', '2011-06-11 18:17:00', '<p>\r\n List of current clients</p>', 'Our Clients - Current', '', 'inherit', 'open', 'open', '', '3908-revision', '', '', '2011-06-11 18:17:00', '2011-06-11 18:17:00', '', 3908, 'http://invictusleader.com/home/?p=4219', 0, 'revision', '', 0),
(4220, 1, '2011-06-11 18:13:02', '2011-06-11 18:13:02', '<p>\r\n Description of the team</p>', 'Our Team', '', 'inherit', 'open', 'open', '', '3907-revision', '', '', '2011-06-11 18:13:02', '2011-06-11 18:13:02', '', 3907, 'http://invictusleader.com/home/?p=4220', 0, 'revision', '', 0),
(4221, 1, '2011-05-28 06:00:06', '2011-05-28 06:00:06', '<p>\r\n <img alt="" src="images/banners/profiles_logo_200px.png" style="width: 200px; height: 64px; float: left; margin-left: 5px; margin-right: 5px;" />Profiles International is the world leader in selecting and developing high-performance <span data-scayt_word="workforces" data-scaytid="2">workforces</span> through innovative human resource management solutions. We offer a comprehensive suite of employment assessments that help companies gain a competitive advantage by selecting, hiring, retaining and developing great talent.</p>\r\n<p>\r\n </p>\r\n<p>\r\n </p>\r\n<p>\r\n <img alt="" src="images/logos/corp-coach-u_logo.jpg" style="width: 200px; height: 76px; float: right; margin-left: 5px; margin-right: 5px;" /></p>\r\n<p>\r\n Corporate Coach U is the largest provider of customized, cutting-edge coach education, products, and services for the business market worldwide. <span data-scayt_word="CCU" data-scaytid="3">CCU</span> has trained over 16,000 corporate and organizational managers and consultants through its Coaching Clinic® and Manager as Coach product. The Advanced Coaching Program™ (<span data-scayt_word="ACP™" data-scaytid="4">ACP™</span>) meets the academic requirements for becoming an Associate Certified Coach (ACC), Professional Certified Coach (<span data-scayt_word="PCC" data-scaytid="5">PCC</span>) or Master Certified Coach (<span data-scayt_word="MCC" data-scaytid="6">MCC</span>) through the International Coach Federation (<span data-scayt_word="ICF" data-scaytid="7">ICF</span>).</p>\r\n<p>\r\n </p>\r\n<p>\r\n <img alt="" src="images/logos/colexecoach_logo.jpg" style="width: 200px; height: 140px; float: left; margin-left: 5px; margin-right: 5px;" />College of Executive Coaching, the leader in coach training for professionals with graduate degrees. The College of Executive Coaching is an International Coach Federation Accredited Coach Training Program with fifteen <span data-scayt_word="Ph.D" data-scaytid="1">Ph.D</span>. level faculty.</p>\r\n<p>\r\n </p>\r\n<p>\r\n </p>\r\n<p>\r\n </p>\r\n<p>\r\n </p>\r\n<p>\r\n <img alt="" src="images/logos/flightsim_logo.jpg" style="width: 200px; height: 72px; float: right; margin-left: 5px; margin-right: 5px;" />In the same way pilots are trained in flight simulators, we immerse project managers in relevant, realistic re-creations of their workplace, inundating them with hundreds of simultaneous, multi-dimensional dilemmas that real-world project managers face, and add the urgency and intensity of a compressing time line.</p>', 'Partners & Licensed Trainers', '', 'inherit', 'open', 'open', '', '3906-revision', '', '', '2011-05-28 06:00:06', '2011-05-28 06:00:06', '', 3906, 'http://invictusleader.com/home/?p=4221', 0, 'revision', '', 0),
(4222, 1, '2011-05-28 05:59:17', '2011-05-28 05:59:17', '<p>\r\n List of GLCs</p>', 'Our Clients - Government Linked Companies', '', 'inherit', 'open', 'open', '', '3905-revision', '', '', '2011-05-28 05:59:17', '2011-05-28 05:59:17', '', 3905, 'http://invictusleader.com/home/?p=4222', 0, 'revision', '', 0),
(4223, 1, '2011-05-28 05:58:47', '2011-05-28 05:58:47', '<p>\r\n List of Private Sector clients</p>', 'Our Clients - Private Sector', '', 'inherit', 'open', 'open', '', '3904-revision', '', '', '2011-05-28 05:58:47', '2011-05-28 05:58:47', '', 3904, 'http://invictusleader.com/home/?p=4223', 0, 'revision', '', 0),
(4224, 1, '2011-05-28 05:58:01', '2011-05-28 05:58:01', '<p>\r\n List of government sector clients</p>', 'Our Clients - Government Sector', '', 'inherit', 'open', 'open', '', '3903-revision', '', '', '2011-05-28 05:58:01', '2011-05-28 05:58:01', '', 3903, 'http://invictusleader.com/home/?p=4224', 0, 'revision', '', 0),
(4225, 1, '2011-05-28 05:54:58', '2011-05-28 05:54:58', '<div style="margin-left: 120px; ">\r\n </div>\r\n<div style="margin-left: 160px; ">\r\n <em><strong><span data-scayt_word="INVICTUS" data-scaytid="1">INVICTUS</span></strong>*</em></div>\r\n<div>\r\n </div>\r\n<div style="margin-left: 80px; ">\r\n <em>…..It matters not how strait the gate,<br />\r\n How charged with punishments the scroll,<br />\r\n I am the master of my fate:<br />\r\n I am the captain of my soul.</em></div>\r\n<div style="margin-left: 80px; ">\r\n </div>\r\n<div style="margin-left: 80px; ">\r\n ~ William Ernest Henley, 1875</div>\r\n<div style="margin-left: 80px; ">\r\n </div>\r\n<div style="margin-left: 80px; ">\r\n </div>\r\n<div style="margin-left: 80px; ">\r\n *<span data-scayt_word="invictus" data-scaytid="2">invictus</span> (Latin): unconquerable, undefeated</div>\r\n<div style="margin-left: 80px; ">\r\n <span style="font-size:9px;"> Source: http://www.wordinfo.info/words/index/<span data-scayt_word="inf" data-scaytid="3">inf</span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Who We Are</strong></div>\r\n<div>\r\n High achieving leaders in today’s world of unprecedented change and uncertainty have to remain relevant as they strive to renew and reinvent themselves constantly to keep abreast of the hectic pace. Leaders know how lonely it can be at the top and how difficult it is to stay on the cutting edge, not just for a season but for the long term.</div>\r\n<div>\r\n </div>\r\n<div>\r\n Whether you are a CEO, MD, GM, head of department, manager, entrepreneur or even a leader without a title, we can work with you to become your trusted thought partner in your success.</div>\r\n<div>\r\n </div>\r\n<div>\r\n We challenge you to think, behave and act in ways that you may have never dared explore before, whether due to insecurity, ignorance or inertia. We realize that many corporate executives lack the opportunity for genuine expression and constructive feedback simply because of the political systems, insular mindsets and anachronistic traditions that have taken root in their organizations. We intervene professionally to break these shackles before they mortally stifle the organization’s lifeblood.</div>\r\n<div>\r\n </div>\r\n<div>\r\n Our clients grow as emotionally intelligent leaders by understanding and developing their unique purpose, strengths and brand attributes on a much deeper level. We help them embark on their inner journey of self-discovery and self-development, whilst ensuring that they deliver the results expected of them as successful leaders and professionals.</div>\r\n<div>\r\n </div>\r\n<div>\r\n Our team is qualified and experienced in applying many of the leading profiling tools available, constantly drawing out your best attributes and greatest potential to help you become a self-directed leader who can in turn raise other leaders.</div>\r\n<div>\r\n </div>\r\n<div>\r\n We <strong><span style="color:#0066cc;">lead</span>, <span style="color:#ff0000;">innovate</span>, <span style="color:#006400;">coach</span></strong>. <strong>We develop leaders…and leaders develop leaders</strong>.</div>\r\n<div>\r\n </div>\r\n<div>\r\n We are <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="5">INVICTUS</span></span> <span style="color:#0066cc;">LEADER</span></strong>.</div>', 'About us', '', 'inherit', 'open', 'open', '', '3902-revision', '', '', '2011-05-28 05:54:58', '2011-05-28 05:54:58', '', 3902, 'http://invictusleader.com/home/?p=4225', 0, 'revision', '', 0),
(4226, 1, '2011-05-26 03:18:28', '2011-05-26 03:18:28', '<p>\r\n <strong>Payment Details</strong></p>\r\n<p>\r\n Invoice(s) will be issued upon receipt of registration form(s). Full payment MUST be made at least 15 days before the program.<br />\r\n <br />\r\n <strong>Cancellation and Substitution Policy</strong></p>\r\n<p>\r\n The client may substitute participant for another if the registered participant is unable to attend the program.</p>\r\n<p>\r\n Cancellation must be in writing and subject to the following conditions:</p>\r\n<ol>\r\n <li>\r\n Cancellation received and acknowledged by Invictus Leader over 14 days prior to commencement of program is entitled to a refund of 50% of the registration fee;</li>\r\n <li>\r\n Cancellation received and acknowledged by Invictus Leader less than or equal to 14 days prior to commencement of program or no show at the day of program, full fee will be applicable. </li>\r\n</ol>\r\n<p>\r\n <strong>Disclaimer</strong><br />\r\n Invictus Leader Sdn Bhd reserves the rights to amend and/or postpone and/or cancel the program without prior notice to the participant(s).</p>\r\n<p>\r\n <strong>Note: </strong>Certificate will be given upon completion of the program<a href="http://www.invictusleader.com/home/files/forms/Mark-of-the-Lion_Registration_Form.pdf" target="_blank"><br />\r\n <br />\r\n Click here to download the registration form</a></p>', 'The Mark of the Lion - Offline Payment', '', 'inherit', 'open', 'open', '', '3901-revision', '', '', '2011-05-26 03:18:28', '2011-05-26 03:18:28', '', 3901, 'http://invictusleader.com/home/?p=4226', 0, 'revision', '', 0);
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(4227, 1, '2011-04-29 10:24:54', '2011-04-29 10:24:54', '<h2>\r\n Leadership Presence</h2>\r\n<p>\r\n Today’s leaders navigate a world that is undergoing continuous change. As the landscape changes, so do the tools needed for leaders to harness that change and improve organisational and individual performance. We appreciate the impact that talented leaders can have on business and society as a whole and we dedicate significant resources to attract, develop and retain talented employees.<br />\r\n <br />\r\n The current complex, continually changing, ever challenging domestic, international, transnational, and global economic, ecological, political, cultural, and social environments couples with the threats of terrorism and natural disasters require exceptional organisational leadership. Success on the battlefield - military or business - requires timely collaborative tactical and strategic win-win asset allocation and alignment with flawless execution.<br />\r\n <br />\r\n Balancing multiple competing demands -- most especially customer, employee and shareholder satisfaction -- within the context of finite resources in the business of the day. What are the requisite competencies and capabilities for executive success in this environment?<br />\r\n <br />\r\n </p>\r\n<h2>\r\n Methodology</h2>\r\n<p>\r\n The learning methodology is based on the following philosophy:<br />\r\n <br />\r\n <strong><span style="color:#ff0000;">Tell me and I will forget. Show me and I may remember. Involve me and I will understand….</span></strong></p>\r\n<p style="text-align: right;">\r\n <strong><span style="color: rgb(255, 0, 0);">Confucius</span></strong></p>\r\n<p>\r\n </p>\r\n<h2>\r\n Leadership Learning Objectives</h2>\r\n<p>\r\n You will be exposed to variety of leadership skills and approaches but asked to visualize and determine your own definition of effective leadership. If you learn to lead with vision and inspiration while demonstrating effective interpersonal skills, you can expect to:</p>\r\n<ul>\r\n <li>\r\n Lead from deeper sense of self</li>\r\n <li>\r\n Build deeper connections to others</li>\r\n <li>\r\n Achieve greater organizational and personal results</li>\r\n</ul>\r\n<p>\r\n Ethics are so vital to effective leadership is that there is an implicit, often unstated, expectation from people that their <strong>leaders engage in ethical decision making</strong>. Leaders are the role-models-in-chief for ethical decision making in organizations – they have profound influence on how individuals value and appreciate ethics. In this program we tackle the idea of ethics and how leaders influence the ethical decision making of those around them.<br />\r\n <br />\r\n You will learn what EQ really means; how effective leaders understand and use it to better themselves, others, and the workplace; and how you can develop your own EQ. Equip yourself with a huge advantage as a leader<br />\r\n <br />\r\n </p>\r\n<h2>\r\n Leadership Learning Outcome</h2>\r\n<p>\r\n You will:</p>\r\n<ul>\r\n <li>\r\n Get the perspectives and skills to develop into more effective, authentic leaders who can lead high-performance teams;</li>\r\n <li>\r\n Learn best practices in collaborative planning, creative visioning, and visual communication;</li>\r\n <li>\r\n Gain new ideas and values to infuse into your culture;</li>\r\n <li>\r\n Experience greater cohesion, teamwork, productivity, and communication in their teams;</li>\r\n <li>\r\n Gain the necessary skills to help lead the roll out of a collaborative strategic planning or change management program</li>\r\n</ul>\r\n<p>\r\n <br />\r\n </p>\r\n<h2>\r\n Leadership Practical Competence;</h2>\r\n<ul>\r\n <li>\r\n You will develop a comprehensive set of practical skills and tools to rely on through leadership practice.</li>\r\n <li>\r\n You will learn how to communicate effectively in order to develop relationships, manage conflicts, and work across differences</li>\r\n <li>\r\n You will learn the skills to engage in conflict productively and work toward conflict resolution<br />\r\n </li>\r\n</ul>\r\n<h2>\r\n Pre-work</h2>\r\n<p>\r\n The pre-course work is based on a reading assignment that encourages you to examine how well prepared you are to lead others. The reading assignment is followed by a few questions that ask you to reflect on the reading in terms of your own situation. The intent of this reading assignment is two-fold. First, by reading this article as pre-course work you are afforded some time to think about the topic of leadership prior to attending the course. Second, reading in order to foster continuous learning is a key strategy for individuals who desire to improve their leadership skills throughout their career, no matter what type of business or endeavour they pursue. <br />\r\n </p>\r\n<h2>\r\n Some of the Tools, Workbooks & Simulation Used In The Program</h2>\r\n<h3>\r\n 1. What’s My Style</h3>\r\n<p>\r\n <img alt="" src="images/stories/whats-my-style-cover.jpg" style="width: 114px; height: 152px; margin: 3px; border-width: 0px; border-style: solid; float: left;" />What’s My Style is a personality style assessment for management development training. Individuals identify personality style, improve their people skills, learn how personality drives behavior and improve interpersonal interactions.<br />\r\n <br />\r\n What makes people act the way they do? There’s much debate about what drives human behavior. But one thing is certain – research proves that personality plays a major role in how we act when given complete freedom to do so.</p>\r\n<p>\r\n <br clear="all" />\r\n <strong>Learning Outcomes</strong></p>\r\n<ul>\r\n <li>\r\n Pinpoint one of four style preferences</li>\r\n <li>\r\n Discover how style affects behavior</li>\r\n <li>\r\n Recognize the strengths and weaknesses of each style</li>\r\n <li>\r\n Learn how to interact with different styles</li>\r\n</ul>\r\n<p>\r\n </p>\r\n<h3>\r\n 2. Leadership Courage Workbook</h3>\r\n<p>\r\n <img alt="" src="images/stories/leadership-crge-cvr.jpg" style="width: 129px; height: 148px; border-width: 0px; border-style: solid; margin: 3px; float: left;" />We have high and often conflicting expectations of leaders. Be reasonable but passionate. Decisive but inclusive.Visionary but explicit. Powerful but humble. Add to that emotionally intelligent, caring, impartial, people-oriented, and of course, profit-driven. The list is so long that it often leaves leaders scratching their heads, thinking: how am I supposed to be all of these things at once?</p>\r\n<p>\r\n The answer is courage. It's what enables a leader to face tough times and step up to the plate. It is what gives leadership its backbone.</p>\r\n<br clear="all" />\r\n<p>\r\n <strong>Learning Outcomes</strong></p>\r\n<ul>\r\n <li>\r\n Understand the impact fear has on personal and organizational performance</li>\r\n <li>\r\n Identify which of the three types of courage one uses most often</li>\r\n <li>\r\n Learn about three types of courage and when (and how) to use each</li>\r\n <li>\r\n Discover two distinct ways of leading that inspire more courageous behavior</li>\r\n <li>\r\n Find opportunities to apply courage frequently</li>\r\n</ul>\r\n<p>\r\n </p>\r\n<h3>\r\n 3. Leadership Unlimited Profile Workbook</h3>\r\n<p>\r\n <img alt="" src="images/stories/leadership-unlimited-profil.jpg" style="width: 132px; height: 171px; border-width: 0px; border-style: solid; margin: 3px; float: right;" />The business pages of the world’s newspapers are filled with stories about managers and executives who suddenly self destruct. Individuals who were once considered to be successful ultimately fail, either ending up in a dead-end career or let go by their once seemingly loyal organization. This phenomenon is called Derailment. Just as a train falls off of its tracks, this breakdown is never intentional, and it almost always causes considerable damage. The good news is that derailment can be predicted – and even prevented – when managers are given the right resources. Based on more than 20 years of research, it provides specific, targeted feedback on those behaviors that severely limit effectiveness, including:</p>\r\n<ul>\r\n <li>\r\n Organizing Behavior</li>\r\n <li>\r\n Relationship Behavior</li>\r\n <li>\r\n Learning Initiatives Behavior</li>\r\n <li>\r\n Emotional Behavior</li>\r\n <li>\r\n Career Management Behavior</li>\r\n</ul>\r\n<p>\r\n <br />\r\n The assessment serves as an “early warning” tool by providing quick insights into the critical areas of performance, identifies the skills sets needed to reach the next level, and establishes benchmarks to help people take charge of their development.<br />\r\n <br />\r\n <strong>Learning Outcomes</strong></p>\r\n<ul>\r\n <li>\r\n Measure five key career behaviors and 12 scales of behaviors</li>\r\n <li>\r\n Understand the management skills needed to maintain and ensure success</li>\r\n <li>\r\n Learn how to predict problems that can cause career derailment</li>\r\n <li>\r\n Pinpoint development needs to avoid derailment</li>\r\n <li>\r\n How to develop and align critical competencies</li>\r\n <li>\r\n Identify Career Accelerators, Neutralizers, and Blockers</li>\r\n <li>\r\n Create an individual personal development plan</li>\r\n</ul>\r\n<h3>\r\n <br />\r\n 4. Leadout Simulations</h3>\r\n<p>\r\n <img alt="" src="images/stories/leadout-sim-cover.jpg" style="width: 190px; height: 141px; border-width: 0px; border-style: solid; margin: 3px; float: left;" />Welcome to Leadout: An Experience in Leadership, an intense and exciting simulation that uses a real-life business scenario to drive home the importance of core leadership and team behaviors. Rooted in the theories developed by top management experts, the challenge is for teams to make quality decisions while confronting typical organizational issues. Never before has there been a more positive way to distill best practices in planning, decision making, communication, conflict resolution, and interpersonal relationships.</p>\r\n<p>\r\n The simulation goes beyond just fun. It offers real learning, through the use of midpoint reflection, discussion questions, and a Force Field Analysis exercise.</p>\r\n<br clear="all" />\r\n<h3>\r\n 5. MARS Surface Rover Leadership Game</h3>\r\n<p>\r\n <img alt="" src="images/stories/mars-rover-game.jpg" style="width: 304px; height: 214px; border-width: 0px; border-style: solid; margin: 3px; float: right;" /></p>\r\n<p>\r\n This hands-on activity allows participants to see the damaging consequences of traditional and passive leadership styles and experience the benefits of facilitative leadership. This exercise is based upon six skills:</p>\r\n<ul>\r\n <li>\r\n Communication</li>\r\n <li>\r\n Thinking</li>\r\n <li>\r\n Administration</li>\r\n <li>\r\n Influence</li>\r\n <li>\r\n Interpersonal</li>\r\n <li>\r\n Change Management</li>\r\n</ul>\r\n<p>\r\n <br />\r\n <strong>Learning Outcomes:</strong></p>\r\n<ul>\r\n <li>\r\n Understand the benefits of facilitative leadership</li>\r\n <li>\r\n Discover the drawbacks of traditional and passive styles of leadership</li>\r\n <li>\r\n Recognize the balance between too much and too little authority</li>\r\n</ul>\r\n<h2>\r\n </h2>\r\n<h2>\r\n Target Audience</h2>\r\n<p>\r\n Choosing to lead is one of the most rewarding decisions you may ever make. But it’s not about you. Yes, you will bring your unique and much needed gifts to the world, but not for your own sake. Your job is to use your gifts to help others express, make known and fulfilltheir potential. Influencing others with a purpose, a calling, and with opportunities they never imagined they had.<br />\r\n <br />\r\n Leadership, It’s a mindset of service. It’s a mindset of continual learning. It’s a mindset of growth.<br />\r\n <br />\r\n <strong>The single biggest truth of leadership is that by building leadership of others we are building ours.</strong><br />\r\n <br />\r\n That doesn’t come naturally to us, but it’s your call, if you want to be a leader. It's your journey.</p>\r\n<p>\r\n </p>\r\n<h2>\r\n <a href="index.php?option=com_courseman&view=category&cid=1&Itemid=70">Click here</a> to book a place now!</h2>\r\n<h2>\r\n </h2>\r\n<h3>\r\n Suggested Reading List</h3>\r\n<ol>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0316346624" target="_blank" title="Buy this in our bookstore">Tipping Point by Malcolm Gladwell</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0316010669" target="_blank" title="Buy this in our bookstore">Blink by MalcolmGladwell</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0316017922" target="_blank" title="Buy this in our bookstore">Outliers by Malcolm Gladwell</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0316076201" target="_blank" title="Buy this in our bookstore">Who the Dog Saw by Malcolm Gladwell</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0553378589" target="_blank" title="Buy this in our bookstore">Working with Emotional Intelligence by Daniel Coleman</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/1594484805" target="_blank" title="Buy this in our bookstore">Drive by Daniel H Pink</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0470633549" target="_blank" title="Buy this in our bookstore">The Truth About Leadership by Kouzes and Posner</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0446556084" target="_blank" title="Buy this in our bookstore">Good Boss, Bad Boss by Robert I.Sutton</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0385516304" target="_blank" title="Buy this in our bookstore">Presence by Peter Senge, C. Scharmer</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0066620996" target="_blank" title="Buy this in our bookstore">Good to Great by Jim Collins</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0787996327" target="_blank" title="Buy this in our bookstore">The Riddle by Andrew Razeghi</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/1422103218" target="_blank" title="Buy this in our bookstore">Big Think by Bernd H Schmitt</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/031236198X" target="_blank" title="Buy this in our bookstore">Our Iceberg Is Melting by John Kotter</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0714843377" target="_blank" title="Buy this in our bookstore">It’s Not How Good You Are, It’s How Good You Want To Be, by Paul Arden</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0751533815" target="_blank" title="Buy this in our bookstore">The New Leaders by Daniel Goleman</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/1401301304" target="_blank" title="Buy this in our bookstore">What You Got You Here Won’t Get You There</a></li>\r\n</ol>\r\n<p>\r\n </p>\r\n<p>\r\n <img align="left" alt="" src="images/stories/leadership-courage-cvr.jpg" /></p>', 'The Mark of the Lion - Course Details', '', 'inherit', 'open', 'open', '', '3900-revision', '', '', '2011-04-29 10:24:54', '2011-04-29 10:24:54', '', 3900, 'http://invictusleader.com/home/?p=4227', 0, 'revision', '', 0),
(4228, 1, '2013-06-28 05:38:20', '2013-06-28 05:38:20', '\r\n<p style="text-align: justify">\r\n Leadership is said to be everything and nothing. It is everything because it can be found everywhere in organizations, not just at the top. Leadership is everything because it is infused in all that we do; it is not sacred. You may not have a title or a team to be a leader. Each individual <span data-scayt_word="behaviour" data-scaytid="2">behaviour</span> has leadership implications. Because leadership is based on action, it emerges as a function of participation and interaction.<br />\r\n <br />\r\n Given this description, how can leadership be nothing? Leadership is nothing in the sense that it seems impossible to define completely. Decades of scientific study have yet to yield a single definition that fully captures the nature of leadership, much less articulate a definitive approach to developing it. Perhaps it is impossible to define leadership in words, but we agree that we know it when we see it.<br />\r\n <br />\r\n Colin Powell, retired Secretary of State and Chairman, Joint Chiefs of Staff, once said:<br />\r\n <br />\r\n “Leadership is the art of accomplishing more than the science of management says is possible.”<br />\r\n <br />\r\n As leaders, we need to improve our effectiveness. Effective leaders need to articulate vivid, over-arching goals and values, which we use to drive daily <span data-scayt_word="behaviours" data-scaytid="3">behaviours</span> and choices among competing alternatives. Our visions and priorities need to be lean and compelling, not cluttered and buzzword-laden. Our decisions need to be crisp and clear, not tentative and ambiguous. They need to convey an unwavering firmness and consistency in our actions, aligned with the future picture they paint. The result: clarity of purpose, credibility of leadership, and integrity in organization.<br />\r\n <br />\r\n Are you that kind of leader? For more information <a href="http://invictusleader.com/home/?p=3900">click here</a>.</p>', 'Take Charge Leadership - The Mark of the Lion ', '<p style="text-align: justify;">\r\n <img alt="alt" src="images/stories/motl_article2_small.jpg" style="margin-left: 12px; margin-right: 12px; margin-top: 5px; margin-bottom: 5px; float: left; width: 121px; height: 160px; " />Leadership is like a cancer cell. It exists in all of our bodies. Thanks to the presence of Natural Killer (<span data-scayt_word="NK" data-scaytid="1">NK</span>) cells that diligently patrol our system, these cells are prevented from mutating into dangerous cancerous growth. But once the trigger or the dangerous cancer is activated through a catalyst, it just mutates as dangerous growth. It is the same with leadership. Something will ignite or trigger our senses and our leadership cells gets ignited. Leadership is within all of us. We call it <strong>Take Charge Leadership – Mark of the Lion</strong>.</p>\r\n', 'inherit', 'open', 'open', '', '3899-revision-2', '', '', '2013-06-28 05:38:20', '2013-06-28 05:38:20', '', 3899, 'http://invictusleader.com/home/?p=4228', 0, 'revision', '', 0),
(4229, 1, '2010-11-14 04:10:17', '2010-11-14 04:10:17', '<table border="0" cellpadding="2" cellspacing="0" class="caltbl" style="font-size: 9pt; border: 1px solid gray; border-collapse: collapse;" width="100%">\r\n <tbody>\r\n <tr style="background-color: navy; color: white;">\r\n <th align="center" colspan="14" style="border: 1px solid gray;">\r\n 2011</th>\r\n <th align="center" colspan="2" style="border: 1px solid gray;">\r\n Fees</th>\r\n </tr>\r\n <tr style="background-color: navy; color: white;">\r\n <th align="left" style="border: 1px solid gray;">\r\n Program</th>\r\n <th align="right" style="border: 1px solid gray;">\r\n Dur.</th>\r\n <th style="border: 1px solid gray;">\r\n Jan</th>\r\n <th style="border: 1px solid gray;">\r\n Feb</th>\r\n <th style="border: 1px solid gray;">\r\n Mar</th>\r\n <th style="border: 1px solid gray;">\r\n Apr</th>\r\n <th style="border: 1px solid gray;">\r\n May</th>\r\n <th style="border: 1px solid gray;">\r\n Jun</th>\r\n <th style="border: 1px solid gray;">\r\n Jul</th>\r\n <th style="border: 1px solid gray;">\r\n Aug</th>\r\n <th style="border: 1px solid gray;">\r\n Sep</th>\r\n <th style="border: 1px solid gray;">\r\n Oct</th>\r\n <th style="border: 1px solid gray;">\r\n Nov</th>\r\n <th style="border: 1px solid gray;">\r\n Dec</th>\r\n <th align="right" style="border: 1px solid gray;">\r\n (RM)</th>\r\n <th align="right" style="border: 1px solid gray;">\r\n (SG)</th>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="height: 5px;">\r\n </td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="font-size: 140%; background-color: rgb(39, 121, 180); color: white;">\r\n <b>LEADERSHIP & MANAGEMENT</b></td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="height: 5px;">\r\n </td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Management Innovation Leadership<br />\r\n for Managers</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 21-23</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 23-25</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 8-10</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 14-16</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Lead Like A Coach Think Like A<br />\r\n Mentor & Influence Like A Leader</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 14-16</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 20-22</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 12-14</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 12-14</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Big Think Transformational Leadership<br />\r\n Strategy for Leaders</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 21-23</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 18-20</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 21-23</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Leadership Mastery for High<br />\r\n Performance Leaders</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 9-11</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 11-13</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 13-15</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 15-17</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 17-19</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 19-21</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="height: 5px;">\r\n </td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="font-size: 140%; background-color: rgb(39, 121, 180); color: white;">\r\n <b>PROJECT MANAGEMENT</b></td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="height: 5px;">\r\n </td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Project Management 101</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 21-23</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 18-20</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 20-22</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 15-17</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 24-26</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 12-14</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 16009</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 900</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n PMP Exam Preparation Bootcamp</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 5</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 25-29</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 22-26</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 19-23</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1500</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Managing By Projects</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 14-16</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 11-13</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 14-16</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 5000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2500</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Leading High Performing Project Teams</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 9-10</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 12-13</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 4000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2000</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Program Management</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 21-22</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 18-19</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 21-22</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 4000</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 2000</td>\r\n </tr>\r\n </tbody>\r\n</table>\r\n<p>\r\n Note: Dates are subject to change by Invictus Global *****Terms and Conditions Apply</p>\r\n<p>\r\n </p>\r\n<div align="right" style="width: 420px;">\r\n <table bgcolor="white" border="0" cellpadding="5" cellspacing="0">\r\n <tbody>\r\n <tr>\r\n <td align="right">\r\n <table border="0" cellpadding="0" cellspacing="0" width="400">\r\n <tbody>\r\n <tr>\r\n <td>\r\n <a href="http://www.astd.org/"><img border="0" src="http://www.invictusleader.com/home/images/logos/astd.org_n.jpg" /></a></td>\r\n <td>\r\n <a href="http://www.pmi.org/"><img border="0" src="http://www.invictusleader.com/home/images/logos/pmi.org_n.jpg" /></a></td>\r\n <td>\r\n <a href="http://www.profilesinternational.com/"><img border="0" src="http://www.invictusleader.com/home/images/logos/profiles_intl_n.jpg" /></a></td>\r\n </tr>\r\n </tbody>\r\n </table>\r\n <table border="0" cellpadding="0" cellspacing="0" style="padding: 3px;" width="400">\r\n <tbody>\r\n <tr>\r\n <td align="right">\r\n <img border="0" src="http://www.invictusleader.com/home/images/logos/davisndean_n.jpg" /></td>\r\n <td style="width: 10px;">\r\n </td>\r\n <td align="left">\r\n <img border="0" src="http://www.invictusleader.com/home/images/logos/flightsim_n.jpg" /></td>\r\n </tr>\r\n </tbody>\r\n </table>\r\n </td>\r\n </tr>\r\n </tbody>\r\n </table>\r\n</div>', 'Malaysia Training Calendar 2011', '', 'inherit', 'open', 'open', '', '3898-revision', '', '', '2010-11-14 04:10:17', '2010-11-14 04:10:17', '', 3898, 'http://invictusleader.com/home/?p=4229', 0, 'revision', '', 0),
(4230, 1, '2010-11-14 04:10:17', '2010-11-14 04:10:17', '<table border="0" cellpadding="2" cellspacing="0" class="caltbl" style="font-size: 9pt; border: 1px solid gray; border-collapse: collapse;" width="100%">\r\n <tbody>\r\n <tr style="background-color: navy; color: white;">\r\n <th align="center" colspan="14" style="border: 1px solid gray;">\r\n 2011</th>\r\n <th align="center" style="border: 1px solid gray;">\r\n Fees</th>\r\n </tr>\r\n <tr style="background-color: navy; color: white;">\r\n <th align="left" style="border: 1px solid gray;">\r\n Program</th>\r\n <th align="right" style="border: 1px solid gray;">\r\n Dur.</th>\r\n <th style="border: 1px solid gray;">\r\n Jan</th>\r\n <th style="border: 1px solid gray;">\r\n Feb</th>\r\n <th style="border: 1px solid gray;">\r\n Mar</th>\r\n <th style="border: 1px solid gray;">\r\n Apr</th>\r\n <th style="border: 1px solid gray;">\r\n May</th>\r\n <th style="border: 1px solid gray;">\r\n Jun</th>\r\n <th style="border: 1px solid gray;">\r\n Jul</th>\r\n <th style="border: 1px solid gray;">\r\n Aug</th>\r\n <th style="border: 1px solid gray;">\r\n Sep</th>\r\n <th style="border: 1px solid gray;">\r\n Oct</th>\r\n <th style="border: 1px solid gray;">\r\n Nov</th>\r\n <th style="border: 1px solid gray;">\r\n Dec</th>\r\n <th align="right" style="border: 1px solid gray;">\r\n (SG)</th>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="height: 5px;">\r\n </td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="16" style="font-size: 140%; background-color: rgb(39, 121, 180); color: white;">\r\n <b>LEADERSHIP & MANAGEMENT</b></td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="15" style="height: 5px;">\r\n </td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Management Innovation Leadership<br />\r\n for Managers</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 16-18</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 15-17</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 12-14</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Lead Like A Coach Think Like A<br />\r\n Mentor & Influence Like A Leader</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 23-25</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 13-15</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 9-11</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Big Think Transformational Leadership<br />\r\n Strategy for Leaders</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 20-22</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 24-26</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 7-9</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td style="border: 1px dotted gray;">\r\n Leadership Mastery for High<br />\r\n Performance Leaders</td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 3</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 11-13</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n 21-23</td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td style="border: 1px dotted gray;">\r\n </td>\r\n <td align="right" style="border: 1px dotted gray;">\r\n 1000</td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="15" style="height: 5px;">\r\n </td>\r\n </tr>\r\n </tbody>\r\n</table>\r\n<p>\r\n Note: Dates are subject to change by Invictus Global *****Terms and Conditions Apply</p>\r\n<table align="right" bgcolor="white" border="0" cellpadding="5" cellspacing="0" width="420">\r\n <tbody>\r\n <tr>\r\n <td align="right">\r\n <table border="0" cellpadding="0" cellspacing="0" width="400">\r\n <tbody>\r\n <tr>\r\n <td>\r\n <a href="http://www.astd.org/"><img border="0" src="http://www.invictusleader.com/home/images/logos/astd.org_n.jpg" /></a></td>\r\n <td>\r\n <a href="http://www.pmi.org/"><img border="0" src="http://www.invictusleader.com/home/images/logos/pmi.org_n.jpg" /></a></td>\r\n <td>\r\n <a href="http://www.profilesinternational.com/"><img border="0" src="http://www.invictusleader.com/home/images/logos/profiles_intl_n.jpg" /></a></td>\r\n </tr>\r\n </tbody>\r\n </table>\r\n <table border="0" cellpadding="0" cellspacing="0" style="padding: 3px;" width="400">\r\n <tbody>\r\n <tr>\r\n <td align="right">\r\n <img border="0" src="http://www.invictusleader.com/home/images/logos/davisndean_n.jpg" /></td>\r\n <td style="width: 10px;">\r\n </td>\r\n <td align="left">\r\n <img border="0" src="http://www.invictusleader.com/home/images/logos/flightsim_n.jpg" /></td>\r\n </tr>\r\n </tbody>\r\n </table>\r\n </td>\r\n </tr>\r\n </tbody>\r\n</table>', 'Singapore Training Calendar 2011', '', 'inherit', 'open', 'open', '', '3897-revision', '', '', '2010-11-14 04:10:17', '2010-11-14 04:10:17', '', 3897, 'http://invictusleader.com/home/?p=4230', 0, 'revision', '', 0),
(4231, 1, '2010-09-04 13:37:24', '2010-09-04 13:37:24', '<h2>\r\n Web Site Terms and Conditions of Use</h2>\r\n<p>\r\n </p>\r\n<h3>\r\n 1. Terms</h3>\r\n<p style="padding-left: 30px;">\r\n By accessing this web site, you are agreeing to be bound by these web site Terms and Conditions of Use, all applicable laws and regulations, and agree that you are responsible for compliance with any applicable local laws. If you do not agree with any of these terms, you are prohibited from using or accessing this site. The materials contained in this web site are protected by applicable copyright and trade mark law.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 2. Use License</h3>\r\n<ol style="padding-left: 60px;" type="a">\r\n <li>\r\n Permission is granted to temporarily download one copy of the materials (information or software) on InvictusLeader's web site for personal, non-commercial transitory viewing only. This is the grant of a license, not a transfer of title, and under this license you may not:\r\n <ol type="i">\r\n <li>\r\n modify or copy the materials;</li>\r\n <li>\r\n use the materials for any commercial purpose, or for any public display (commercial or non-commercial);</li>\r\n <li>\r\n attempt to decompile or reverse engineer any software contained on InvictusLeader's web site;</li>\r\n <li>\r\n remove any copyright or other proprietary notations from the materials; or</li>\r\n <li>\r\n transfer the materials to another person or "mirror" the materials on any other server.</li>\r\n </ol>\r\n </li>\r\n <li>\r\n This license shall automatically terminate if you violate any of these restrictions and may be terminated by InvictusLeader at any time. Upon terminating your viewing of these materials or upon the termination of this license, you must destroy any downloaded materials in your possession whether in electronic or printed format.</li>\r\n</ol>\r\n<p>\r\n </p>\r\n<h3>\r\n 3. Disclaimer</h3>\r\n<p style="padding-left: 30px;">\r\n The materials on InvictusLeader's web site are provided "as is". InvictusLeader makes no warranties, expressed or implied, and hereby disclaims and negates all other warranties, including without limitation, implied warranties or conditions of merchantability, fitness for a particular purpose, or non-infringement of intellectual property or other violation of rights. Further, InvictusLeader does not warrant or make any representations concerning the accuracy, likely results, or reliability of the use of the materials on its Internet web site or otherwise relating to such materials or on any sites linked to this site.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 4. Limitations</h3>\r\n<p style="padding-left: 30px;">\r\n In no event shall InvictusLeader or its suppliers be liable for any damages (including, without limitation, damages for loss of data or profit, or due to business interruption,) arising out of the use or inability to use the materials on InvictusLeader's Internet site, even if InvictusLeader or a InvictusLeader authorized representative has been notified orally or in writing of the possibility of such damage. Because some jurisdictions do not allow limitations on implied warranties, or limitations of liability for consequential or incidental damages, these limitations may not apply to you.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 5. Revisions and Errata</h3>\r\n<p style="padding-left: 30px;">\r\n The materials appearing on InvictusLeader's web site could include technical, typographical, or photographic errors. InvictusLeader does not warrant that any of the materials on its web site are accurate, complete, or current. InvictusLeader may make changes to the materials contained on its web site at any time without notice. InvictusLeader does not, however, make any commitment to update the materials.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 6. Links</h3>\r\n<p style="padding-left: 30px;">\r\n InvictusLeader has not reviewed all of the sites linked to its Internet web site and is not responsible for the contents of any such linked site. The inclusion of any link does not imply endorsement by InvictusLeader of the site. Use of any such linked web site is at the user's own risk.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 7. Site Terms of Use Modifications</h3>\r\n<p style="padding-left: 30px;">\r\n InvictusLeader may revise these terms of use for its web site at any time without notice. By using this web site you are agreeing to be bound by the then current version of these Terms and Conditions of Use.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 8. Governing Law</h3>\r\n<p style="padding-left: 30px;">\r\n Any claim relating to InvictusLeader's web site shall be governed by the laws of Malaysia without regard to its conflict of law provisions.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h2>\r\n Privacy Policy</h2>\r\n<p style="padding-left: 30px;">\r\n Your privacy is very important to us. Accordingly, we have developed this Policy in order for you to understand how we collect, use, communicate and disclose and make use of personal information. The following outlines our privacy policy.</p>\r\n<ul style="padding-left: 60px;">\r\n <li>\r\n Before or at the time of collecting personal information, we will identify the purposes for which information is being collected.</li>\r\n <li>\r\n We will collect and use of personal information solely with the objective of fulfilling those purposes specified by us and for other compatible purposes, unless we obtain the consent of the individual concerned or as required by law.</li>\r\n <li>\r\n We will only retain personal information as long as necessary for the fulfillment of those purposes.</li>\r\n <li>\r\n We will collect personal information by lawful and fair means and, where appropriate, with the knowledge or consent of the individual concerned.</li>\r\n <li>\r\n Personal data should be relevant to the purposes for which it is to be used, and, to the extent necessary for those purposes, should be accurate, complete, and up-to-date.</li>\r\n <li>\r\n We will protect personal information by reasonable security safeguards against loss or theft, as well as unauthorized access, disclosure, copying, use or modification.</li>\r\n <li>\r\n We will make readily available to customers information about our policies and practices relating to the management of personal information.</li>\r\n</ul>\r\n<p style="padding-left: 30px;">\r\n We are committed to conducting our business in accordance with these principles in order to ensure that the confidentiality of personal information is protected and maintained.</p>', 'Terms of Service', '', 'inherit', 'open', 'open', '', '3896-revision', '', '', '2010-09-04 13:37:24', '2010-09-04 13:37:24', '', 3896, 'http://invictusleader.com/home/?p=4231', 0, 'revision', '', 0);
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(4232, 1, '2010-08-31 17:54:11', '2010-08-31 17:54:11', '\r\n<p style="text-align: justify; ">\r\n Coaching, Influencing and Mentoring are vital elements in any person’s growth because guidance is the utmost factor behind anybody’s success; hence, proper guidance and support from quality experts and experienced people will definitely help people to move ahead in their profession of choice.<br />\r\n <br />\r\n Influence is the capacity of having an effect on someone, or something. In organizations, it is the <strong>power of producing results through others</strong>. The success of your project - and the course of your career - depends on your ability to influence people to get things done.<br />\r\n <br />\r\n The potential within people is immense - what is needed is support and guidance. Organizations are finally realizing what we have known since the <span data-scayt_word="Vedic" data-scaytid="1">Vedic</span> Age: the value of the coach and mentor and the importance of this unique fulfilling relationship that can change the future of both and also that of the organization.<br />\r\n <br />\r\n <strong>Who should attend and Why YOU should attend </strong><br />\r\n <br />\r\n Consider these important leadership questions:</p>\r\n<ul>\r\n <li style="text-align: justify; ">\r\n How much potential do you see untapped in your organization?</li>\r\n <li style="text-align: justify; ">\r\n Want your leaders to be more effective coaches and mentors?</li>\r\n <li style="text-align: justify; ">\r\n Would you like to develop your next set of leaders internally, rather than having to hire outside your organization?</li>\r\n</ul>\r\n<p style="text-align: justify; ">\r\n <br />\r\n The answers to these questions lie within you and within the people of your organization. You have the raw materials. It takes coaches, mentoring and leadership influence to bring these things out - to unleash the potential!</p>', 'Lead like a Coach, Think like a Mentor and Influence like a Leader', '<p style="text-align: justify; ">\r\n <strong>The Key Driver of Growth, Profitability, Performance and Competitive Advantage</strong><br />\r\n <br />\r\n <em>“I don’t look to jump over 7-foot bars. I look around for 1-foot bars that I can step over.”- Warren Buffett</em><br />\r\n <br />\r\n Success is attributed great significance in recent times, and our careers are weighed against the success we are able to achieve in our chosen field. This is the era of competitiveness and thus, it is our due responsibility to be prepared for our jobs and duties even if we are fresh in the field.</p>\r\n', 'inherit', 'open', 'open', '', '3895-revision', '', '', '2010-08-31 17:54:11', '2010-08-31 17:54:11', '', 3895, 'http://invictusleader.com/home/?p=4232', 0, 'revision', '', 0),
(4233, 1, '2010-08-31 17:50:54', '2010-08-31 17:50:54', '\r\n<p style="text-align: justify; ">\r\n As with all core business processes, innovation needs to be linked to strategy and the business planning process. Innovation that is not aligned to business strategy runs the risk of diverting key resources and damaging the focus of an organization. Innovation activities MUST be driven by strategy and current business imperatives.<br />\r\n <br />\r\n Creating a culture of continuous innovation requires leadership and commitment from the Board and senior management teams (<span data-scayt_word="SMTs" data-scaytid="3">SMTs</span>). This is a MUST - a necessary prerequisite for success. It also requires agents of innovation and innovation teams across the organization, champions who will assist a project manager with the implementation and tracking of ideas, innovations and changes.<br />\r\n <br />\r\n Only by embracing innovation leadership will be able to compete on a world stage and be successful in a truly global economy.<br />\r\n <br />\r\n <strong>Who should attend and Why YOU should attend </strong><br />\r\n <br />\r\n Innovation is often about small, incremental changes to products, services and processes. It involves all managers in every department from Finance to Customer Service. It should be planned and managed as a core business covering all parts of a business. It needs to be integrated into the business at both strategic and operational levels. It is the core business skills and process for the <span data-scayt_word="21st" data-scaytid="4">21st</span> century.<br />\r\n <br />\r\n Research has indicated that one of the most important factors in installing an innovation culture within any company is having leaders and teams with ability and commitment. Senior managers need to understand the strategic direction and how innovation can help. They also need to be able to motivate others.</p>', 'Management Innovation Leadership for Managers', '<p style="text-align: justify; ">\r\n <strong>The Key Driver of Growth, Profitability, Performance and Competitive Advantage</strong><br />\r\n <br />\r\n <em> “Those that live by the sword will be shot by those that don’t.” - Gary <span data-scayt_word="Hamel" data-scaytid="6">Hamel</span></em><br />\r\n <br />\r\n Innovation is the core business of the <span data-scayt_word="21st" data-scaytid="2">21st</span> century. In order to not only compete and grow but to survive in a global economy, business must innovate. To date, innovation has been approached in a piecemeal fashion. But businesses can no longer compete on a world stage on price alone.</p>\r\n', 'inherit', 'open', 'open', '', '3894-revision', '', '', '2010-08-31 17:50:54', '2010-08-31 17:50:54', '', 3894, 'http://invictusleader.com/home/?p=4233', 0, 'revision', '', 0),
(4234, 1, '2010-08-31 17:42:43', '2010-08-31 17:42:43', '\r\n<p style="text-align: justify; ">\r\n Long-term corporate success is linked to the ability to innovate. Although corporate investment in improvements to existing products and processes does bring growth, it is new game changing breakthroughs that will launch company into new markets, enable rapid growth, and create high return on investment.<br />\r\n <br />\r\n So what separates extraordinary leaders from proponents of the status-quo? They break the rules except, not in an arbitrary or capricious way. To start, there is a declaration of what the future will be. There is also a purpose, something to stand for. And finally, there is clearly articulated commitment. This is the <span data-scayt_word="programme" data-scaytid="3">programme</span> that makes the difference.<br />\r\n <br />\r\n <strong>Who should attend and Why YOU should attend</strong><br />\r\n <br />\r\n Big Think Leadership Innovation Strategy is designed for senior executives and entrepreneurs who have significant input into the technology and innovation strategy of their organizations. Participants should play a key role within their organizations. Participants should play a key role within their organizations that gives them the ability and the perspective to look up and down the value chain to appraise strategic technology options wherever they arise.<br />\r\n <br />\r\n Managers and leaders who will take away the greatest value from the Big Think Leadership Innovation Strategy:</p>\r\n<ul>\r\n <li style="text-align: justify; ">\r\n CEOs, <span data-scayt_word="COOs" data-scaytid="5">COOs</span>, <span data-scayt_word="CIOs" data-scaytid="6">CIOs</span>, GMs, <span data-scayt_word="HODs" data-scaytid="7">HODs</span> and senior executives in charge of innovation or new business development;</li>\r\n <li style="text-align: justify; ">\r\n <span data-scayt_word="CTOs" data-scaytid="8">CTOs</span>, R&D directors, other senior executives and entrepreneurs who are responsible for technology, R&D and supply-chain strategy, especially where coordinated technology development issues are essential;</li>\r\n <li style="text-align: justify; ">\r\n Teams charged with planning and implementing innovation or value chain strategy.</li>\r\n</ul>', 'Big Think Leadership Innovation Strategy for Managers & Leaders ', '<p style="text-align: justify; ">\r\n <strong>The Key Driver of Growth, Profitability, Performance and Competitive Advantage</strong><br />\r\n <br />\r\n <em> “If you want to succeed, you have to forge new paths and avoid borrowed ones.” - John Rockefeller</em><br />\r\n <br />\r\n Is it possible for a leader or manager to create a new future for an organization? A big part of a leader or manager’s job is to do just that. Yet, many companies don’t invent the future. They maintain the status-quo. As a result, they become casualties of the economy or worse, the competition. Inventing the future requires one to rock the boat. Only by rocking the boat can a company create highly innovative products and services or achieve significant cost-cutting measures.</p>\r\n', 'inherit', 'open', 'open', '', '3893-revision', '', '', '2010-08-31 17:42:43', '2010-08-31 17:42:43', '', 3893, 'http://invictusleader.com/home/?p=4234', 0, 'revision', '', 0),
(4235, 1, '2010-08-31 17:40:07', '2010-08-31 17:40:07', '\r\n<p style="text-align: justify; ">\r\n The current complex, continually changing, ever challenging domestic, international, transnational, and global economic, ecological, political, cultural and social environments couples with the threats of terrorism and natural disasters require exceptional organizational leadership. Success on the battlefield - military or business - requires timely collaborative tactical and strategic win-win asset allocation and alignment with flawless execution. Balancing multiple competing demands - most especially customer, employee and shareholder satisfaction - within the context of finite resources in the business of the day. What are the requisite competencies and capabilities for executive success in this environment?</p>\r\n<p style="text-align: justify; ">\r\n <strong>Who and Why should you attend?</strong></p>\r\n<p style="text-align: justify; ">\r\n This senior management training seminar is designed for CEO’s General Managers, Senior Managers and Entrepreneurs who wish to broaden their experience and skills in private or public sector business by learning a practical framework, with superior methods. This could be called just a “CEO Boot Camp”, but the ones we have seen are so much less, because they are mainly anecdotal, not complete blueprints for success.</p>\r\n<p style="text-align: justify; ">\r\n This executive level management seminar is an investment to your abilities and skills that will last a lifetime and can literally generate millions in extra profits for you/or your company. If you are a CEO, or want to be a CEO, or a General Manager, of a growth business or a service sector for the public, or if you are thinking of launching a company, this will be the best investment you will ever make.</p>\r\n<p style="text-align: justify; ">\r\n You will learn practical “How To” techniques that will build any business faster and more profitable. This executive management training seminar will also help you design, launch and improve any new products or businesses by broadening our executive skills and becoming more fluent in the business areas you are not an expert in today.</p>', 'Leadership Mastery for High Performance Leaders', '<p style="text-align: justify; ">\r\n <strong>The Key Driver of Growth, Profitability, Performance and Competitive Advantage</strong></p>\r\n<p style="text-align: justify; ">\r\n <em>“You must be the change you wish to see in the world.” - Mahatma <span data-scayt_word="Gandhii" data-scaytid="1">Gandhii</span></em></p>\r\n<p style="text-align: justify; ">\r\n Today’s leaders navigate a world that’s undergoing continuous change. As the landscape changes, so do the tools needed for leaders to harness that change and improve organizational and individual performance. We appreciate the impact that talented leaders can have on business and society as a whole, and we dedicate significant resources to attract, develop and retain talented employees.</p>\r\n', 'inherit', 'open', 'open', '', '3892-revision', '', '', '2010-08-31 17:40:07', '2010-08-31 17:40:07', '', 3892, 'http://invictusleader.com/home/?p=4235', 0, 'revision', '', 0),
(4236, 1, '2011-07-24 14:06:21', '2011-07-24 14:06:21', '<p style="text-align: justify; ">\r\n What do the Kuala Lumpur Commonwealth Games, <span data-scayt_word="Petronas" data-scaytid="1">Petronas</span> Twin Tower, Kuala Lumpur City Center (<span data-scayt_word="KLCC" data-scaytid="2">KLCC</span>), <span data-scayt_word="Sepang" data-scaytid="3">Sepang</span> <span data-scayt_word="F1" data-scaytid="4">F1</span> circuit, Kuala Lumpur International Airport and many more successful projects have in common?</p>\r\n<p style="text-align: justify; ">\r\n Answer: <strong>Project Management.</strong></p>\r\n\r\n<p style="text-align: justify; ">\r\n However, it would be erroneous to associate the concept of project management with engineering and construction, as in reality the usage of project management transcends industry. For example, the United States based non-profit organization Project Management Institute (PMI) defines a project as "any <span data-scayt_word="endeavour" data-scaytid="5">endeavour</span> in which human, material and financial resources are organized, in a novel way, to undertake a unique scope of work, of a given specification, within the constraints of cost and time, so as to achieve a beneficial change defined by quantitative and qualitative objectives." Project management can be applied to most organizational activity, including human resource, costing, marketing, information technology, management, administration, communication and leadership.</p>\r\n<p style="text-align: justify; ">\r\n This being so, it is not hard to see how the success of an organization can easily be affected by poor project management. Projects run into problems for a number of reasons: a lack of clear objectives, poor organizational design, informal communication methods, and inadequate structured planning and control methods. For example, a project manager often seldom has the authority to command resources as required and must negotiate with functional managers for their cooperation. Due to the importance of project management of the overall success of a project, it is imperative that companies only engage the most competent project managers to run their projects.</p>\r\n<h3 style="text-align: justify; ">\r\n The Malaysian Scenario</h3>\r\n<p style="text-align: justify; ">\r\n Project management is not new to Malaysia, however its advanced application to broader organizational activity is not prevalent.</p>\r\n<p style="text-align: justify; ">\r\n A small number of organizations have attempted to assimilate project management in their business processes. The majority are either unaware of contemporary project management techniques or are unable to adopt them because of a lack of expertise or resources. This situation needs immediate remedial action, if Malaysia is to achieve the goals laid out in Vision 2020.</p>\r\n<p style="text-align: justify; ">\r\n In Malaysia today, there is no shortage of projects. There is however a chronic shortage project managers trained to internationally recognized levels of certification. The demand for computer literate, professional project managers is so great that companies are busily poaching these professionals from each other to cope with their own demand. But this approach does little to solve the current shortage of project management skills.</p>\r\n<hr class="system-pagebreak" title="How do we overcome this vacuum?" />\r\n<h3 style="text-align: justify; ">\r\n How do we overcome this vacuum?</h3>\r\n<p style="text-align: justify; ">\r\n The adoption of broad training <span data-scayt_word="programmes" data-scaytid="6">programmes</span> designed to develop competencies, knowledge and skills to international levels is a starting point. These training programs need to be aligned to an internationally recognized standard and lead to international certification for those who seek to make project management their pathway to advancement.</p>\r\n<p style="text-align: justify; ">\r\n Many global organizations have adopted the Project Management Institute’s (PMI) project management body of knowledge (<span data-scayt_word="PMBOK" data-scaytid="8">PMBOK</span>®) as their recognized standard of “best practice” in project management. The PMI undertake the professional certification of project managers (<span data-scayt_word="PMP" data-scaytid="9">PMP</span>®). Malaysian organizations need to take a lead from these international organizations and embrace the <span data-scayt_word="PMP" data-scaytid="10">PMP</span>® certification as a marque of excellence in project management. More importantly, Malaysian organizations need to recognize that excellence in project management is a key strategy in achieving competitiveness and sustainability in the global economy.</p>\r\n<h3 style="text-align: justify; ">\r\n Training Project Managers is only part of the answer</h3>\r\n<p style="text-align: justify; ">\r\n Organizations that have achieved this excellence in project management have adopted a broader solution than the training of an elite few. Their training <span data-scayt_word="programmes" data-scaytid="7">programmes</span> address all roles associated with project management, from project team members to senior managers and in so doing have been able to permanently change the culture within the organization and have adopted a “management by projects” approach.</p>\r\n<p style="text-align: justify; ">\r\n These successful organizations have introduced organization wide standards and procedures, based upon the PMI’s <span data-scayt_word="PMBOK" data-scaytid="12">PMBOK</span> that are applied across all projects. The training programs they have adopted support the uptake of these new ways of operation. They have also introduced technology across the organization to support the application of these new processes. In short, their leaders have created an environment for successful projects and in doing so, have established themselves as leaders in their fields.</p>\r\n<h3 style="text-align: justify; ">\r\n Getting Started</h3>\r\n<p style="text-align: justify; ">\r\n The change from a functionally orientated organization to one with more project orientation is not an overnight event, it may take several years, but along the way there are many incremental gains that will sustain the continued investment in this strategy. No organization is without some competency in project management. A good starting point therefore is to baseline the current level of project management maturity within your organization. This assessment will enable the development of a series of measurable integrated steps for improving project performance and advancement towards the goal of excellence in project management.</p>', 'Project Management in Malaysia', '', 'publish', 'closed', 'closed', '', 'project-management-in-malaysia-3', '', '', '2013-06-29 09:58:54', '2013-06-29 09:58:54', '', 0, 'http://invictusleader.com/home/?p=4236', 0, 'post', '', 0),
(4237, 1, '2011-07-24 16:56:33', '2011-07-24 16:56:33', '<p>\r\n <em>AI – artificial intelligence – may be the way of the future, but <span data-scayt_word="EI" data-scaytid="1">EI</span> – executive intelligence – is what your organization needs now.</em></p>\r\n<p>\r\n </p>\r\n\r\n<p>\r\n <span style="text-align: justify; ">Read any article on leadership and talent, and one of the recurrent themes is that there are many varied forms of these available to the discerning organization. From leaders who lead to those who ‘nudge’, it takes all kinds to make an organization complete. At the end of the day, management tends to look at personality traits, grooming styles and success ratios of the leader or</span><span style="text-align: justify; "> talent in question in order to asses how well they fit into their specific workplace cultures.</span></p>\r\n<p style="text-align: justify; ">\r\n Rarely, very rarely, is executive intelligence ever considered, let alone required, in the selection criteria of leaders. What exactly is executive intelligence and how can it affect your organization’s continuous efforts to successfully garner market share?</p>\r\n<p style="text-align: justify; ">\r\n Executive intelligence, for the uninitiated, can be likened to osmosis – you take in the information, digest it, and spew out action-orientated results. Sounds easy enough? Well, consider the fact that the amount of information needed to be ingested is huge and diversified. You need an enhanced maven-like ability to do so. It really requires the ability to multitask and organize your thought processes, sorting them out, classifying and storing away information in little filling cabinets in your brain. Neat, orderly, and available at a moment’s notice.</p>\r\n<p style="text-align: justify; ">\r\n The next step requires the ability of instinctively being able to connect the information with the situation at hand – be it people, projects or business plans. This requires superior planning abilities, an agile thought process capability with razor sharp acumen, and the ability to emulate these thoughts into workable action-oriented results. Its all starting to sound a bit more complicated now, isn’t it?</p>\r\n<p style="text-align: justify; ">\r\n Finally, there is the actual result of this process of osmosis – the end product designed to produce the envisaged success story. It takes a person with <span data-scayt_word="calibre" data-scaytid="3">calibre</span> and dynamism to actually execute these ideas in action-oriented results. Most importantly, is the need to get others in the organization to actually buy into the whole idea. Without the buy-in, without belief in the virtual success of the plan, without conviction of the person selling the ideas, internal collapse is inevitable. It takes a really dynamic personality to actually ensure buy-in, belief and conviction, simultaneously. Well, what a super executive this person has to be!</p>\r\n<p style="text-align: justify; ">\r\n Collectively, our super executive has <span data-scayt_word="EQ" data-scaytid="4">EQ</span>, IQ, leadership talent, personality, unquestionable values and immense experience. Our super executive is actually imbued with what is known as executive intelligence. In fact, you can always spot the leadership talent who is imbued with executive intelligence - it ‘shines’ through their very thoughts, actions and presence. They tend to leave an impression upon any who encounter them. They are ‘personalities’ that stand out in any sphere that they are thrown into and tend to dominate, be it aggressively or subtly, radiating confidence and intelligence.</p>\r\n<p style="text-align: justify; ">\r\n Now that we have identified executive intelligence, how do we go about measuring it? This where the grey area or lacuna exists as there is no definite way to measure executive intelligence. This would explain why it is easier for organizations to simply ignore its existence all together when considering a particular leadership talent, usually taking it for granted that it comes along with the package.</p>\r\n<p style="text-align: justify; ">\r\n There is always the very real problem of mistaking executive instincts with executive intelligence as one is quite similar to the other. The difference lies in the fact that executive intelligence must come first; i.e. it must exist in order for the leadership talent to have honed his instincts upon. The leadership talent would have applied his intelligence in situations as they arise, building up a case history where it soon becomes second nature or instinct to apply executive intelligence. In a real time scenario, it is possible to capitulate it as an analytical journey whose steps are dictated by a systematic and conceptual perspective.</p>\r\n<p style="text-align: justify; ">\r\n It is really a very unique blend of leadership skills, the ability to think about conceptual matters and the capacity to act upon it. They thrive upon challenges especially in unfamiliar grounds, employing unprecedented methodologies to arrive at a plausible solution. Indeed, this is acknowledge as one of the best ways in developing a keen-edged intelligence that can make the critical difference between mere success and taking success onto another level.</p>\r\n<p style="text-align: justify; ">\r\n Despite the obvious advantageous edge that organizations employing talents with executive intelligence will have, it also has the hidden advantage of subtly influencing workplace mores and customs. Leadership needs followers; otherwise there is nothing to lead. Leaders need to engage followers to accomplish projects, ideas and business plans. Having the right attitude and mindset is essential in making shifting the balance.</p>\r\n<p style="text-align: justify; ">\r\n A leader with executive intelligence tends to inspire his team with that self-same intelligence. He imparts his expertise and knowledge to them and some essence of that precious executive knowledge will seep through to even the most laid back team member. At the end of the day, you find that executive intelligence can actually be quite catching. The organization will find that its star talents now have a better grasp and understanding of work mechanics and are able to cope better with challenging workplace environments. They are more focused on work and have an all-round enthusiasm that does wonders for morale, and subsequently, workplace success.</p>\r\n<p style="text-align: justify; ">\r\n The next time the talent pool opens it doors to you, you might want to go the extra mile and cast your line a bit more carefully, so that you actually snare something worth the whole effort. The truth is, having a whole battalion of leadership talents with a string of success stories behind them will not ensure that that particular organization is destined for success. The ability of good and successful leaders includes putting the right people in the right place at the right time to do the right thing in the right manner. And that, quite simply calls for executive intelligence.</p>\r\n<p style="text-align: justify; ">\r\n <em>The author is the Regional Vice President of Management Concepts Asia Pacific.He</em><em> enjoys balancing the need to develop business skills with the interpersonal and personal development areas for individuals. He has a strong belief that everyone can continue to learn and grow? Even if they do not think so! One problem that many people have in the workplace is that they continue to seek new ideas and the latest knowledge, without learning to apply what they already know. He enjoys awakening this in people and helping them exceed their own expectations in a practical way. He has been involved in Leadership Management Learning and Business Advisory Development since 1986. In his role, he has worked for clients in a variety of sectors in the public and private sector as well as in education, both in the Malaysia and overseas. After graduating he began his working life in teaching and business advisory, before moving into running a business in learning and business advisory development. He has successfully contributed to a wide variety of businesses and levels within them. </em></p>', 'The Search For Executive Intelligence', '', 'publish', 'closed', 'closed', '', 'the-search-for-executive-intelligence-3', '', '', '2013-06-29 09:58:35', '2013-06-29 09:58:35', '', 0, 'http://invictusleader.com/home/?p=4237', 0, 'post', '', 0),
(4238, 1, '2011-07-24 16:59:15', '2011-07-24 16:59:15', '<p>\r\n <em>Feeling ‘dead-ended’ at your workplace may just be a blessing in disguise – here’s how you can capitalize on a negative emotion and come out tops!</em></p>\r\n\r\n<p style="text-align: justify; ">\r\n Ever get the feeling that it just isn’t worth it to go in to work today? Has your get up and go ‘got up and gone’ never to return? Do the doldrums hit you senseless the moment you cross the threshold of your office and not even caffeine can snap you out of it? Well, the good news is that you are not alone as a majority of the workforce out there share your emotional frustration and dilemma. In fact, in most business environments it happens quite often to professionals who have challenging careers.</p>\r\n<p style="text-align: justify; ">\r\n The even better news is that it may just be the best thing that could have happened to you! Experts tend to view it as ‘character building’ and just what a flagging or stagnating career needs. It may not be as exciting as striking the lottery perhaps, but it really does have a silver lining.</p>\r\n<p style="text-align: justify; ">\r\n Finding that hard to believe? Well look at it this way – life is a continuous cyclic measure of time and change; by analogy, this applies to the workplace as well. We are in a continuous process of learning and perpetually applying our knowledge to our surroundings and our life. A child learns to walk; a teenager learns to drive; an adult learns to work. Sometimes the learning is apt for application; but more oft than not, it is lacking in some manner. Education may be insufficient or the person may lack skills and is unable to acquire it. In the words of Joseph Heller, “Something Happens!” and what was once an interesting workplace, an interesting life, is now a ‘real drag’. Crisis is starting to peep around the corner.</p>\r\n<p style="text-align: justify; ">\r\n When this happens, feelings of frustration naturally appear, coupled with some pretty strong beliefs that one is unappreciated. Needless to say this, this eventually leads to job dissatisfaction. You feel that you are not performing up to mark; that management is coming down unduly hard upon you; that the job itself has no real attraction and there is no empathy with the workplace. That’s a whole lot or negative energy for one individual to cope with and it just keeps getting worse.</p>\r\n<p style="text-align: justify; ">\r\n At this point it is necessary, however, to make a distinction between day- to-day irritants and actually being in a dead-end. Day-to-day irritants are easily distinguished as they tend to happen in the ‘now’ of the moment, and can generally be solved almost immediately. They can, however, contribute to a more serious problem, that of dead-ending. Dead-ending in your workplace tends to happen gradually, there is a build-up that occurs over the weeks and finally culminates in a very strong feeling of being stuck where you are and seriously lacking in motivation. You tend to ask yourself, “What am I doing here, anyway?” Crisis is gathering over the horizon.</p>\r\n<p style="text-align: justify; ">\r\n Lacking an answer may lead to depression which in turn will allow job dissatisfaction to take over. Lethargy, laziness, even paranoia may be some of the ugly Gorgon heads that make its presence felt in the workplace. Surprisingly, all this negative energy can be turned into a positive action simply by altering one’s mindset.</p>\r\n<p style="text-align: justify; ">\r\n By accepting that dead-ending and all its resident evils are a necessary part of life and not just the workplace, it is possible to actually accomplish something quite pro-active in your career as well as the way you live. Crisis tends to lead to change, which in turn facilitates personal growth; the trick is to make it a positive one. By accepting that change is the norm of life and certainly the workplace, we accept that we need to change too in order to keep up with the ever-evolving pace of life.</p>\r\n<p style="text-align: justify; ">\r\n When dead-ending occurs, it is actually the body’s biological way of letting the mind know that the time for change has arrived. It is time to move on to the next phase of life and how the mind handles it is what makes the difference in the outcome. By embracing the problem, adapting the way we handle and understand it, we affect a change in the outcome as well. By looking at dead-ending as a life and workplace improving event, it is possible for us to actually take that all important next step known as progress.</p>\r\n<p style="text-align: justify; ">\r\n Thinking that it is possible to sit-out or rough it out through a dead-ending is never the correct attitude to take. Ignoring a problem does not make it go away, nor does a shoddy, half-hearted attempt at fixing it. What is essential is that you realize what is happening, or rather not happening. Your dead end means your workplace or business model is not working as well as it should or could be. The old ways are no longer any good and you need some new ones to replace it.</p>\r\n<p style="text-align: justify; ">\r\n At this point, you need to step back, look at the situation at hand and analyze what exactly is the problem. Then, institute a solution that will change dead-ending into an upward step towards a better environment. By doing so, we actually capitalize on an opportunity to institute a better understanding of ourselves, and what works best for us as well as our environment. The Irish poet, Oscar Wilde sums it up best when he says, “A man who is master of himself can end a sorrow as easily as he can invent a pleasure. I do not want to be at the mercy of my emotions; I wish to use them, to enjoy them, and to dominate them”.</p>', 'The Importance of Going Nowhere', '', 'publish', 'closed', 'closed', '', 'the-importance-of-going-nowhere-3', '', '', '2013-06-29 09:58:11', '2013-06-29 09:58:11', '', 0, 'http://invictusleader.com/home/?p=4238', 0, 'post', '', 0),
(4239, 1, '2011-07-25 03:34:03', '2011-07-25 03:34:03', '<p style="text-align: justify; ">\r\n <strong><em>Employees are not necessary evils; with the right ideas, they can be nurtured into valuable and productive </em></strong><strong><em>assets.</em></strong></p>\r\n<p style="text-align: justify; ">\r\n Corporate crisis tends to rear its ugly head now and then; a hydra of old, it has many visages that can cause untold misfortune and misery in the workplace. One such ‘head’ that has manifested appears to be a shortage of efficient people in managerial levels who can effectively and conclusively manage teams and troubleshoot problems as they arise.</p>\r\n<p style="text-align: justify; ">\r\n Let’s face it - if you have a good manager, chances are very high that somebody else will be willing to ‘steal’ him or her away from you at all costs. Hiring someone else may be an obstacle simply because there is no one else of that capacity to hire.</p>\r\n\r\n<p style="text-align: justify; ">\r\n Naturally, a variety of solutions exist but one idea has been making concrete waves in the workplace pool. It has been termed revolutionary; in fact the sheer novelty of the idea itself has made it a buzzword. Self-management, be it of teams or individual employees, is a solution that may to counter the very real shortage of people of managerial capacity and capability. Whatever else it may be, it is certainly the highest form of empowerment that exists in today’s workplace arena. Needless to say, there is a lot of <span data-scayt_word="scepticism" data-scaytid="1">scepticism</span> revolving around the very idea of self-management itself and it has certainly been very slow to catch on, not in the least due to a general reluctant malaise from management itself.</p>\r\n<p style="text-align: justify; ">\r\n The more enthusiastic proponents, on the other hand, tend to label self-management as a win-win strategy. After all, its very nature is to get employees fully involved and enthusiastic in their jobs – from the most basic of customer relationship to more complex task specific needs. It allows and encourages improvement in their jobs especially where effectiveness is concerned.</p>\r\n<p style="text-align: justify; ">\r\n Of course, it is important to distinguish between self-management and leadership as both ideas are concurrent yet quite distinct. They both involve some form of original action or idea from the concerned party, but when it comes to self-management, it is more initiative-based as opposed to actual leading. You take the initiative to do things and better yourself and your job aspects; you create varied and efficient paths towards betterment. With leadership, you tend to trail blaze in an expert manner and expect others to follow along the very path that you have carved.</p>\r\n<p style="text-align: justify; ">\r\n Self-management in itself is not a new concept; in fact it has been around for centuries. Look at the agriculturist, the fisherman and the young entrepreneur - they incorporate the discipline of self-management in their line of work as no other alternative exists for them. If they do not follow the strictest tenet of self-management, then they will most certainly experience failure.</p>\r\n<p style="text-align: justify; ">\r\n As technology and innovation experiences rapid cyclic evolution, self-management is starting to make its presence felt in vocations of a different nature. The corporate world, however, has shown resistance, with the major obstacle in its implementation coming from management itself. Indeed, the very development and installation of these ideas and tenets would require the need for new management information and data, but there is no guarantee that all are willing to or are able to bite into this radical pie.</p>\r\n<p style="text-align: justify; ">\r\n Convincing the top management, especially managers, is essential in experimenting and nurturing self-management ideologies; getting their commitment is what would really make this a ‘win-win situation.” Management has long been viewed as ‘command and control <span data-scayt_word="centres’" data-scaytid="2">centres’</span>, used to telling, supervising, leading and setting down rules. To revolutionize and instill change in this anachronistic part of the corporate world would require readiness and unconditional acceptance from all parties concerned.</p>\r\n<p style="text-align: justify; ">\r\n Self-management is a great idea that has many things going for it, provided the correct guidelines are followed. Employee satisfaction and loyalty, motivated and highly energized work attitudes, and high ratings of success are the benefits of a self-management ideology that has been implemented in the correct manner.</p>\r\n<p style="text-align: justify; ">\r\n What does it take to make self-management work? Proponents tend to advocate small team sizes and appropriate entry-level employees. Selecting the right kind of people who can work together in the given environment s what really makes the difference between success and failure. Of course, you don’t always manage to secure the right kind of ‘people’; in such cases, intensive and extensive training would need to be given. Then again, training is for the acquisition of skills and knowledge and any corporation that views training as anathema is not the kind of place you may want to build your future upon.</p>\r\n<p style="text-align: justify; ">\r\n Getting the right kind of people, and training them in the right manner, will also limit personality conflicts ensuring a smooth transition of between start-up to the delivery of the end results. Self-management would also need good SOPs and work structures, to ensure that the team does not collapse upon itself or that an individual does not lose track of what essential responsibility needs to be observed. An efficient self-management initiative would be to provide essential training so that the employee is empowered to use their newly acquired knowledge and ancillary technology to expand the theme of self-management itself.</p>\r\n<p style="text-align: justify; ">\r\n Process is of paramount importance; understanding and nurturing human development is essential to the success criteria of any organization. Self-managed teams can use their self-management disciplines to achieve success in their projects or recruit others who will be able to also employ self-management tenets and achieve success. What you get at the end of the day are work teams that actually work and are buzzing with new ideas.</p>\r\n<p style="text-align: justify; ">\r\n The final step would be to ensure that there are enough incentives to make self-management worthwhile to the prospective employee. Rapid-success <span data-scayt_word="programmes" data-scaytid="3">programmes</span> along the corporate ladder, target-specific bonuses, performance incentives, fringe benefits, are all enticements that can be used to procure the right person who can make the difference between success and failure.</p>\r\n<p style="text-align: justify; ">\r\n Self-management has the ability to change workplace views of employees as mere drones; it has the capacity to instill values in employees that management can and should recognize; it makes the workplace itself a place where recognition and interest work hand in hand to lay the foundations of success. Self-management is a herald of the new era of workplace mantra, and the management that does not chant this song may just not have anything to sing about before long.</p>', 'Man, Manage Thyself!', '', 'publish', 'closed', 'closed', '', 'man-manage-thyself-3', '', '', '2013-06-29 09:57:49', '2013-06-29 09:57:49', '', 0, 'http://invictusleader.com/home/?p=4239', 0, 'post', '', 0);
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(4240, 1, '2012-01-19 16:24:16', '2012-01-19 16:24:16', '<div style="text-align: justify; ">\r\n <span style="font-size:14px;"><em><strong>Why do we endorse systems of authority even when we know that those systems are inept, unjust or corrupt?</strong></em></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/ChangeClock.jpg" style="margin-left: 14px; margin-right: 14px; float: left; width: 155px; height: 116px; " />When a system obviously “sucks”, people <span data-scayt_word="clamour" data-scaytid="2">clamour</span> for change, right? Amazingly, no.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Instead people prefer to preserve the status quo. They may whine and groan, but at the same time, they stick up for the very system they are frustrated about – be it an organization, or a government, or even a relationship.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is a strange but real phenomenon.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But why do people not pursue change, even if it is for their own good? What is going on here?</div>\r\n\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The phenomenon is related to what researchers call “<strong>system justification</strong>”. According to Aaron C. Kay, a psychologist at Department of Psychology & Neuroscience of the Fuqua School of Business, Duke University, system justification motivates us to defend the status quo.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>What is system justification?</strong></div>\r\n<div style="text-align: justify; ">\r\n When feeling threatened under crisis, we tend to defend ourselves and want to believe that the system that we have relied upon all this while, does work after all – even though they have serious loopholes.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To support the assertion, Kay and fellow researcher Justin <span data-scayt_word="Friesen" data-scaytid="3">Friesen</span>, a graduate student from the University of Waterloo, provide examples such as the 9/11 event in 2001 and Hurricane Katrina in 2005. Despite their national system’s failure to prevent those tragic outcomes, the general public still supported the system of the day – their approval rating for President Bush increased (surprise!) after 9/11 and where Hurricane Katrina was concerned, the public blamed the victims themselves for their predicament. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The phenomenon was further highlighted in an experiment on university students. Students who felt reliant on their university defended their school funding policy, but yet they disapproved of the very same policy if it came from the government. On the other hand, students who felt reliant on the government liked the policy when it originated from the government, but did not like that same policy when it originated from the university!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Nevertheless, system justification is not the same as acquiescence. Unlike acquiescence which implies compliance or silence without objection, <strong>system justification is proactive</strong>, explains Kay. This is because “…when someone comes to justify the status quo, they also come to see it as what it should be.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Why does system justification happen?</strong></div>\r\n<div style="text-align: justify; ">\r\n Humans adapt. When we feel we cannot escape a system, we find ways to <strong>cope and adapt</strong>. Somehow we manage to persuade ourselves that the things which we would have otherwise deemed undesirable are alright.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Here’s another study by Kay and <span data-scayt_word="Friesen" data-scaytid="4">Friesen</span> to illustrate the point: Participants were informed that men''s salaries in their country were 20 percent higher than that of the women. Participants who perceived that they could not emigrate attributed the wage discrepancy to innate gender differences instead of implicating an unjust system.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In short, <strong>the more stuck people are in their situation, the likelier they are to justify its shortcomings</strong>. From Kay and <span data-scayt_word="Friesen’s" data-scaytid="6">Friesen’s</span> review of many laboratory and cross-national studies, there are four scenarios that foster system justification: (i) system threat, (ii) system dependence, (iii) system <span data-scayt_word="inescapability" data-scaytid="7">inescapability</span>, and (iv) low personal control.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>How does the study on system justification help us?</strong></div>\r\n<div style="text-align: justify; ">\r\n Very often, leaders who desire social or organizational change are frustrated when people fail to stand up for what is clearly good for themselves. But instead of feeling frustrated, leaders must first understand the conditions that make people resist change, for example:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>threatened</strong> by the system? (System threat)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>dependent</strong> on the system? (System dependence)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>trapped</strong> within the system? (System <span data-scayt_word="inescapability" data-scaytid="8">inescapability</span>)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel he has <strong>no control</strong> over his life/decision making? (Low personal control)</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Implications</strong></div>\r\n<div style="text-align: justify; ">\r\n If the answers to the above questions are “yes”, then the likelihood of system justification is high. However, by understanding and addressing those specific conditions, we can find ways to effectively inspire and convince people of the necessity for real change. Through training development and coaching, we can help people overcome the self-limiting beliefs they have accumulated over the years, and empower them to take bold charge of their lives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=659">Salvatore <span data-scayt_word="Vuono" data-scaytid="12">Vuono</span></a></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>R<span style="font-size:11px;">eference</span></strong></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;">A. C. Kay and J. <span data-scayt_word="Friesen" data-scaytid="10">Friesen</span>. 2011, “On Social Stability and Social Change: Understanding when System Justification Does and Does Not Occur”, <em>Current Directions in Psychological Science</em>, 20(6).</span></div>', 'The Mystery of Our Inability to Change', '', 'publish', 'closed', 'closed', '', 'the-mystery-of-our-inability-to-change-3', '', '', '2013-06-29 09:57:32', '2013-06-29 09:57:32', '', 0, 'http://invictusleader.com/home/?p=4240', 0, 'post', '', 0),
(4241, 1, '2012-02-02 03:26:43', '2012-02-02 03:26:43', '<div>\r\n <span style="font-size:14px;"><em><strong>Achieving sustainable optimal energy</strong></em><span style="font-size:16px;"><strong>@</strong></span><em><strong>work</strong></em></span></div>\r\n<div>\r\n <br clear="all" />\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/clock.jpg" style="margin-left: 14px; margin-right: 14px; float: left; width: 168px; height: 125px; " />In “Four Destructive Myths Most Companies Still Live By”, Tony Schwartz reminds us to be wary of mistaken beliefs that plague and cripple many corporations. However, the most destructive myth out of the four, Schwartz warns, is this: “The best way to get more work done is to work longer hours”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, many bosses you and I know still cling on to that myth. They may not be so <span data-scayt_word="naïve" data-scaytid="2">naïve</span> as to declare it explicitly, but their body language screams it out loud even if they do so unconsciously.</div>\r\n<div />\r\n \r\n <p style="text-align: justify; ">\r\n For instance, the boss calls you in for a “brief” meeting just before you are supposed to be off work at 5 pm. The so-called brief meeting easily turns into one or two hours of discussion – you miss dinner with your spouse and kids, and have to cancel that bicycle ride with them in the park.</p>\r\n</div>\r\n<div style="text-align: justify; ">\r\n Don’t get me wrong – I’m not saying there is never any place for emergency or urgent meetings now and then or during a really challenging period. But if such expectations from your boss arise on a regular basis, then the boss is either inefficient or ineffective, if not plain ignorant.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n An article in <em>The Star</em> newspaper on 5 January 2012 highlighted Malaysia as one of the top ten countries in the world with the most public holidays. Being a multiethnic society, Malaysia observes public holidays for a number of diverse festivals, which allow Malaysians to travel back to their hometowns to celebrate with their families.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n At the same time, the article reported how employers lamented about the loss in productivity in their respective industries whenever many employees took prolonged breaks from work at the same time. The following day, the same newspaper quoted a psychologist who defended the need for employees to take such breaks for their well-being. After all, a global survey by <span data-scayt_word="Regus" data-scaytid="3">Regus</span> across 85 countries had found Malaysians to be “too hardworking”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The results of the survey, which was conducted on 12,000 business people and published in <em>The Star</em> on 9 November 2011, revealed that 15 percent of Malaysians regularly chalked up 11 hours of work a day, compared to 10 percent globally. In addition, 32 percent of Malaysians worked between nine and 11 hours daily. About 47 percent of Malaysians take their work home more than three times per week, compared to 43 percent globally.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Intense focus + Intermittent renewal = Sustainable optimized energy<span style="font-size:14px;">@</span>work</strong></div>\r\n<div style="text-align: justify; ">\r\n Unlike computers, we cannot operate at high speeds, continuously, for long periods of time without suffering dire consequences. And yet even machines need to be serviced and batteries recharged – think about your car, laptop or mobile phone – how much more important it is for humans to be renewed!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To borrow Schwartz’s words, we are designed to “pulse intermittently” between expending and renewing energy. Great achievers as well as enlightened leaders know that <strong>it is not the number of hours of work that determines the value people create, but rather</strong> <strong>the energy they bring into whatever hours they work</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n For many of us, our reservoir of energy systematically diminishes as the day progresses. However, <strong>intermittent renewal</strong> makes it possible to maintain our energy throughout the day. Schwartz recommends that we alternate periods of intense focus with <strong>periods of renewal every 90 minutes</strong>. In this way, we can get more done in less time and in a more <strong>sustainable</strong> manner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Give yourself a boost in productivity today!</strong></div>\r\n<div style="text-align: justify; ">\r\n Don’t believe that renewal time can really boost productivity? Schwartz challenges you to try out the following:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n (1) Select the most challenging task you have on your agenda <strong>before going to bed</strong> every night over the coming week.</div>\r\n<div style="text-align: justify; ">\r\n (2) Set aside <strong>60 to 90 minutes at the start of the following day</strong> to focus on the selected activity.</div>\r\n<div style="text-align: justify; ">\r\n (3) Choose a <strong>fixed start and stop time</strong>, with <strong>no interruptions</strong> wherever possible.</div>\r\n<div style="text-align: justify; ">\r\n (4) Once you’re able to set the above in motion, it will almost certainly turn out to be your most productive period of the day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, if you wish to be more effective, start encouraging intermittent renewal periods for yourself and your people.</div>', 'Get More Done in Less Time', '', 'publish', 'closed', 'closed', '', 'get-more-done-in-less-time-3', '', '', '2013-06-29 09:57:13', '2013-06-29 09:57:13', '', 0, 'http://invictusleader.com/home/?p=4241', 0, 'post', '', 0),
(4242, 1, '2012-02-03 06:37:07', '2012-02-03 06:37:07', '<div>\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <em> “To do two things at once is to do neither.” </em></div>\r\n<div>\r\n ~ <span data-scayt_word="Publilius" data-scaytid="2">Publilius</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/bigstock_Multitasking_Business_Woman_28745030.jpg" style="width: 198px; height: 132px; margin-left: 6px; margin-right: 6px; float: right; " /></div>\r\n<div style="text-align: justify; ">\r\n There was a time in corporate history that bosses expected their staff to multitask. Multitasking was thought to be a desirable managerial competency. It was even a popular buzzword. After all, our human brains are superior to computers; so if computers can multitask, why can’t we?</div>\r\n<div />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The truth is, we can’t. Bosses in today’s knowledge era should not embarrass themselves by trying to compel their staff to multitask because the latest scientific evidence against multitasking is freely accessible online. Tony Schwartz, who doesn’t believe in multitasking, says that one of the worst things a boss can do is to ask his staff to constantly look out for emails from him, even while they’re working on other things. [The irony is that some bosses detest us checking our phones while they speak during a meeting, but they do the same – in the name of multitasking – when others are speaking.]</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n Psychiatrist Dr Edward M. <span data-scayt_word="Hallowell" data-scaytid="3">Hallowell</span> describes multitasking as a “mythical activity in which people believe they can perform two or more tasks simultaneously as effectively as one.” Using our PCs as an analogy, <span data-scayt_word="neuro-psychologist" data-scaytid="4">neuro-psychologist</span> William <span data-scayt_word="Stixrud" data-scaytid="5">Stixrud</span>, PhD, points out that although you may have several screens open on your desktop, you are able to think about only one at a time. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Even without the scientific data at your disposal, deep down you must have sensed that multitasking was ineffective. Try reading and replying emails when listening to an audio presentation by Steven Covey. At best, you find yourself missing a few nuggets from Covey while completing your email message without event. At worst, you find that while you were immersed in Covey’s gems, you committed a cringe-worthy error in your email that will now be immortalized in cyberspace till Armageddon strikes.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Switches and bottlenecks</strong></div>\r\n<div style="text-align: justify; ">\r\n But what about the employee who happily listens to music while writing his report? Well, you can be sure that at any one specific time, his mind is either focused on the music or on the report, but not both. Though it may seem like he’s able to focus on both at once, in reality his brain merely switches back and forth between the two tasks. This "switching time" happens so quickly and unconsciously that most people don’t realize it happening. Nevertheless switching time, no matter how brief, still adds up. Researcher David Meyer, PhD, estimates that <strong>switching time could increase the duration taken to complete your primary task by an average of 25 percent.</strong></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Not only does it take longer to complete your tasks, the quality of at least one of the tasks will suffer. Meyer attests that <strong>more mistakes are made</strong> and the time taken therefore increases further – often even doubling – compared to if the tasks were done sequentially. The extra time is due to the brain’s natural compulsion to restart and refocus.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In addition, psychologist <span data-scayt_word="René" data-scaytid="6">René</span> <span data-scayt_word="Marois" data-scaytid="7">Marois</span>, PhD, has discovered that the brain exhibits what he calls a “<strong>response selection bottleneck</strong>” when performing several tasks at a time. Since the brain must decide which activity is most important, it takes up extra time.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In the field of learning and education, Richard E. Mayer, PhD, and Roxana Moreno, PhD, who have extensively studied the phenomenon of cognitive load in multimedia learning, concluded that it is difficult and <strong>most likely impossible to learn new information while multitasking.</strong> Furthermore, <span data-scayt_word="Reynol" data-scaytid="8">Reynol</span> Junco, D.Ed, and Shelia R. Cotton, PhD, who examined the effect of multitasking on academic success, found that <strong>students who multitasked more often reported more problems with their academic work</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Of course, there are scientists who believe that we can train our brains to multitask. However, the evidence for this is not conclusive. No doubt we can train people to perform simultaneous tasks more efficiently, but that’s because those people were totally unfamiliar with the tasks in the first place, hence significant improvement could easily be gained after training.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Further reading</strong></div>\r\n<div style="text-align: justify; ">\r\n If you wish to delve into the technicalities of multitasking, you might be interested to <span data-scayt_word="readThe" data-scaytid="9">read<em>The</em></span><em> Multitasking Mind </em>(Oxford University Press, 2010). The authors, Associate Professor Dario D. <span data-scayt_word="Salvucci" data-scaytid="10">Salvucci</span> and Professor <span data-scayt_word="Niels" data-scaytid="11">Niels</span> A. <span data-scayt_word="Taatgen" data-scaytid="12">Taatgen</span>, explain the meaning of <strong>concurrent multitasking</strong>(doing multiple tasks at once), <strong>sequential multitasking</strong> (interrupting and resuming tasks), and <strong>multitask skill acquisition</strong> (learning and <span data-scayt_word="practising" data-scaytid="18">practising</span> multiple tasks). The authors propose the <strong>Theory of Threaded Cognition</strong>, in which they posit that all tasks can operate in parallel, but that they have to share cognitive resources, which may be perceptual, motor or central. By combining the Theory of Threaded Cognition with ACT-R (Adaptive Control of Thought – Rational, a cognitive architecture developed by John Robert Anderson et al., 2004), <span data-scayt_word="Salvucci" data-scaytid="13">Salvucci</span> and <span data-scayt_word="Taatgen" data-scaytid="14">Taatgen</span> are able to predict whether there will be interference when two tasks are done together, or whether the two tasks can be combined without the need for extra coordination.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, do yourselves and your people a <span data-scayt_word="favour" data-scaytid="17">favour</span>: Unmask multitasking for its overrated claims, and don’t even use the word in the office unless you’re referring to the computer.</div>', 'The Myth of Multitasking', '', 'publish', 'closed', 'closed', '', 'the-myth-of-multitasking-3', '', '', '2013-06-29 09:56:44', '2013-06-29 09:56:44', '', 0, 'http://invictusleader.com/home/?p=4242', 0, 'post', '', 0),
(4243, 1, '2012-03-19 14:48:26', '2012-03-19 14:48:26', '<div>\r\n </div>\r\n<h3>\r\n <strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/featured/2_SLIDE2a-Led.jpg" style="margin-top: 16px; margin-bottom: 16px; width: 419px; height: 147px; " /></div>\r\n<div style="text-align: justify; ">\r\n Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h3>\r\n <strong>Do you have INTEL inside?</strong></h3>\r\n<div style="text-align: justify; ">\r\n Computers have man-made Intel processors, but humans have their God-given <span data-scayt_word="INTelligence" data-scaytid="1"><strong>INT</strong>elligence</span> and <strong>E</strong>motional <strong>L</strong><span data-scayt_word="eadership" data-scaytid="2">eadership</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Make that resolution today because your leadership journey begins within yourself. But <span data-scayt_word="INVICTUS" data-scaytid="3">INVICTUS</span> LEADER will walk with you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h3>\r\n <strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3>\r\n <strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="INVICTUS" data-scaytid="4">INVICTUS</span> LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em> leadership <em>solutions</em>, not just a collection of events or training sessions. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="INVICTUS" data-scaytid="6">INVICTUS</span> LEADER’s <span style="color:#ff0000;"><strong>Mark of a Lion Leadership Solution-based <span data-scayt_word="LearningTM" data-scaytid="8">Learning<sup>TM</sup></span> </strong></span>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us. </div>\r\n<div>\r\n </div>\r\n<h4 style="text-align: center; ">\r\n <img alt="alt" src="images/stories/Mark_of_the_Lion_structure.png" style="width: 660px; height: 486px; border-width: 0px; border-style: solid; " /></h4>\r\n<h3>\r\n Overview of each module:</h3>\r\n<p>\r\n (A) <strong>LEARNING TO LEAD</strong></p>\r\n<p>\r\n <strong>Bringing Out the Leader in You</strong></p>\r\n<p style="text-align: justify; ">\r\n The journey begins with your own decision to step out and step up. This module introduces you to what true leadership is all about and what is expected of you. Whatever level you are at right now, there is limitless scope for further development.</p>\r\n<p style="text-align: justify; ">\r\n </p>\r\n<p style="text-align: justify; ">\r\n (B) <strong>FUTURE LEADERS</strong></p>\r\n<p style="text-align: justify; ">\r\n <strong>Leadership Innovation Rewired: A Leader’s Edge</strong></p>\r\n<p style="text-align: justify; ">\r\n Leaders need to have the right knowledge, skills and attitude to succeed. Most of our knowledge is gained through formal education, whereas our skills are honed through constant daily practice. However, the third element – attitude – is the “secret ingredient” of your personal leadership development.</p>\r\n<p style="text-align: justify; ">\r\n Your attitude impacts the way you think and feel; it governs how you eventually behave and act. Achieving self-mastery requires mastering your attitude first.</p>\r\n<p style="text-align: justify; ">\r\n This module for young emerging leaders (junior level to mid-level managers) enables you to take an honest look at yourself in order to align your attitude with the right core values of exemplary leadership, and to achieve the self-mastery that will enable you to remain stoic even amidst the most turbulent times of your lifelong leadership journey.</p>\r\n<p style="text-align: justify; ">\r\n But the journey does not stop here. To remain relevant in an era where change is a constant, leaders must learn to embrace innovation. “Leadership Innovation Rewired” will show you the keys to unlocking your <span data-scayt_word="innovativeness" data-scaytid="9">innovativeness</span>: how to remove the filters that block you, how to look beyond your self-limiting expectations, and how to envision boundless possibilities.</p>\r\n<p>\r\n [Note: This module was previously titled, “Leadership Self-Mastery.”]</p>\r\n<p>\r\n </p>\r\n<p>\r\n (C) <strong>LEADING PEOPLE</strong></p>\r\n<p>\r\n <strong>Take Charge Leadership</strong></p>\r\n<p>\r\n Every one of us is wired with some degree of creativity, but can we harness enough creativity to produce something tangible – an innovation? Leaders today are expected to move beyond the phase of creativity (thinking) and deliver tangible results through innovation (doing).</p>\r\n<p style="text-align: justify; ">\r\n This module for mid-level managers and heads of sections/departments will show you how to tap into your inner creativity and innovative spirit, by developing the right mindset, creating the right environment, and using the right tools and techniques.</p>\r\n<p>\r\n </p>\r\n<p>\r\n (D) <strong>LEADING ORGANIZATIONS</strong></p>\r\n<p>\r\n <strong>Mark of a Leader</strong></p>\r\n<p>\r\n At this stage of your journey, you are primed to be in a senior management/leadership position. You are expected to accomplish significant milestones for your organization.</p>\r\n<p style="text-align: justify; ">\r\n The self-mastery and inner discipline that you have begun enhancing during “Leadership Innovation Rewired: A Leader’s Edge” and through “Take Charge Leadership” will be further refined here in “Mark of a Leader”.</p>\r\n<p style="text-align: justify; ">\r\n This hands-on leadership module empowers you to think, behave and act in ways that are worthy of excellent leadership – from the way you perceive people and situations, to the way you carry yourself and treat others. The sessions are strategically scheduled at predetermined intervals that are optimally paced to enable real and sustainable development. </p>\r\n<p style="text-align: justify; ">\r\n The course offers participants a supportive learning environment in which you can examine and discuss both the challenges and successes you face daily. After the sessions are completed, <span data-scayt_word="Invictus" data-scaytid="10">Invictus</span> Leader will continue to offer support through its e-Forum and e-Coaching platform, where participants are placed in various groups and can interact with their group members and the group moderator/coach. The forum provides an avenue for participants to develop themselves, not alone in a vacuum, but in an open environment of honest interaction among trusted colleagues where they can cultivate their personal values and collectively shape their desired corporate culture.</p>\r\n<p style="text-align: justify; ">\r\n [Note: This level of the training/coaching module was formerly known as “Take Charge Leadership – Think, Behave, Act”, and has been further enhanced to create even greater value for our participants.]</p>\r\n<p style="text-align: justify; ">\r\n </p>\r\n<p style="text-align: justify; ">\r\n (E) <strong>LEADING FOR RESULTS</strong></p>\r\n<p style="text-align: justify; ">\r\n <strong>Strategic Leadership Acumen</strong></p>\r\n<p style="text-align: justify; ">\r\n Participants who have completed “Mark of a Leader” need to go through a “Leadership 360” transformation process through one-on-one coaching before entering this level of “Strategic Leadership Acumen”. </p>\r\n<p style="text-align: justify; ">\r\n To ensure that you are fully prepared for this degree of exacting leadership accountability, the one-on-one coaching sessions will <span data-scayt_word="helpto" data-scaytid="11">helpto</span> raise your leadership quotient to a level that puts you among the ranks of top-notched leaders.</p>\r\n<p style="text-align: justify; ">\r\n This module will cover business acumen, business <span data-scayt_word="modelling" data-scaytid="12">modelling</span>, and your 100 days’ strategy. At this highest level of leadership, we advocate that the job of a leader is not to motivate their staff, but to <em>keep</em> them motivated.</p>\r\n<p style="text-align: justify; ">\r\n [Note: This level of the training/coaching module was formerly known as “Lead like a Coach, Think like a Mentor & Influence like a Leader”.]</p>', 'INVICTUS LEADER', '', 'publish', 'closed', 'closed', '', 'invictus-leader-3', '', '', '2013-06-29 09:56:17', '2013-06-29 09:56:17', '', 0, 'http://invictusleader.com/home/?p=4243', 0, 'post', '', 0),
(4244, 1, '2012-05-10 06:04:16', '2012-05-10 06:04:16', '<p>\r\n <span style="text-align: justify; ">by Dr Barbara </span><span data-scayt_word="Tey" data-scaytid="1">Tey</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em><img alt="alt" src="images/stories/Castillo - indifferent woman showing her palm.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 188px; height: 125px; " />“He has a right to criticize, who has a heart to help.” ~ Abraham Lincoln</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The day will come when even the nicest and most tolerant among us will criticize and be criticized. As a leader, manager, colleague, parent, teacher or friend, we need to learn how to not only give but also take criticism; otherwise, we risk ruining relationships, which in turn, upsets the working or living environment. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n While criticism is not uncommon, there is something particularly delicate about this form of communication – or “corrective feedback” as it is <span data-scayt_word="labelled" data-scaytid="2">labelled</span> in some organizations – simply because it pinpoints people’s shortcomings, which may wound their ego or threaten their comfort zone. The problem is exacerbated because many of us are thin-skinned and bristle when criticism is <span data-scayt_word="levelled" data-scaytid="3">levelled</span> at us.</div>\r\n<div style="text-align: justify; " />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n Even the strongest among us have some sort of personal reaction towards criticism. Although the criticism may be sincere, valid and constructive, we cannot help experiencing an immediate involuntary emotional reaction – thanks to our physiology – before our rational side takes over to normalize our emotions. Just like the injection your doctor gives you – it may be beneficial, but no one can deny feeling that first uncomfortable prick which punctures the skin.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Sometimes, we are taken aback by criticism (because we were unconscious of our blind spots), or we feel a little disappointed (“I didn’t do well enough!”) at our own inadequacies. And if we don’t have a close relationship with the criticizer, it is easy to feel resentful because we think the criticizer has no right to pass judgment on us, whether or not the criticism is justifiable.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Nevertheless, no one can play Mr/Ms Nice Person all the while – no matter how sparing we are with our criticism, there are occasions when we simply have no choice but to deliver it. Fortunately, there are specific positive approaches that experts recommend to minimize any hard or hurt feelings.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Request for specific future change</strong></div>\r\n<div style="text-align: justify; ">\r\n Psychologist Clifford N. Lazarus, PhD, advises us to frame criticism in the form of a request for a specific positive change in the future, as opposed to condescending statements that describe the current negative situation. For instance, instead of saying, “You’re such a laggard! Don’t you know how long you’ve kept us all waiting?” a far better way to put it would be, “In the future, please be punctual for meetings.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Sandwich method</strong></div>\r\n<div style="text-align: justify; ">\r\n Just as a sandwich has three layers, this popular technique consists of three steps. First, praise is given; then the criticism or corrective feedback follows, concluding with more praise. For example, “John, you did very well with our customers last week. But this week the training session seemed a little less lively. I am confident that with a bit more interaction during the presentation, the customers will be so eager to participate.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, many bosses use this technique so often that employees already expect the routine. Once the boss starts praising an employee, the latter will automatically anticipate the criticism that must surely follow.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To deter such unproductive conditioned thinking, bosses should show genuine appreciation to their employees at other times, too, and not just as a platform to deliver criticism. Criticism coming from a caring, appreciative boss is definitely more effective than criticism from one who praises with hidden motives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>“I-statements” versus “You-statements”</strong></div>\r\n<div style="text-align: justify; ">\r\n Spewing statements such as, “You always wait for others to do the job!” or “You never take the initiative to improve!” will only make the other person defensive and cause him or her to retaliate. When imparting criticism, statements that are filled with many “You’s” tend to be more accusatory in nature.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Instead, <span data-scayt_word="practise" data-scaytid="4">practise</span> using more “I-statements” to skillfully deliver constructive criticism. For instance, we could say to a colleague who tends to keep to himself, “I am really at a disadvantage without my co-workers’ input. I would really appreciate it if you could share with me your views to help make this project a greater success.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, the way you criticize tells others a lot about you. If you care for your people, you will respect them enough to protect their sensitivities while guiding them to become better, more confident employees.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Criticism requires both heart and art. When the heart is right, the art will follow naturally.</div>', 'The HeART of Constructive Criticism', '', 'publish', 'closed', 'closed', '', 'the-heart-of-constructive-criticism-3', '', '', '2013-06-29 09:55:13', '2013-06-29 09:55:13', '', 0, 'http://invictusleader.com/home/?p=4244', 0, 'post', '', 0),
(4245, 1, '2012-07-17 10:40:23', '2012-07-17 10:40:23', '<p>\r\n <em>"Remember, to learn and not to do is really not to learn.</em></p>\r\n<div>\r\n <em>To know and not to do is really not to know." </em></div>\r\n<div>\r\n <em> ~ Stephen R. Covey</em></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Stephen_R_Covey.jpg" style="width: 186px; height: 280px; float: right; margin: 5px 16px; " />We shall always remember <strong>Stephen R. Covey (24 October 1932–16 July 2012)</strong> as the man who brought us the “7 Habits” genre of value-centric personal development and leadership excellence. Covey’s bestseller, <em><strong>The 7 Habits of Highly Effective People</strong>, </em>which was first published in 1989, has sold over 25 million copies in 38 languages, including a <span data-scayt_word="15th" data-scaytid="1">15<sup>th</sup></span> anniversary edition released in 2004. In August 2011, <em>Time</em> magazine listed <em>The 7 Habits</em> as one of "The 25 Most Influential Business Management Books".</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Arguably, no other non-fiction book has generated so many title spin-offs and parodies – from 7 habits in various aspects of one’s lifestyle to 7 habits in areas of self-help – than Covey’s original <em>The 7 Habits</em> book. But beyond the adage that “Imitation is the best form of flattery”, the real measure of success is how powerfully Covey’s work has impacted others. It would not be far-fetched to say that the priceless essence of Covey’s “7 Habits” now inhabits the minds and hearts of millions around the world.</div>\r\n<div />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Other well-known books that Covey authored include <em>First Things First</em>, <em>Principle-Centered Leadership </em>and <em>The Seven Habits of Highly Effective Families</em>. In 2004, Covey released <em>The <span data-scayt_word="8th" data-scaytid="5">8<sup>th</sup></span> Habit</em> while in 2008, he released <em>The Leader In Me – How Schools and Parents Around the World Are Inspiring Greatness, One Child at a Time</em>. At the crux of Covey’s teaching is the firm belief in core values and principles, which reflects his own high standards of integrity.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Even as he advocated continuous learning through knowledge attainment in concord with practical action, Covey himself was a perennial learner both in life and in academia. He earned a B.Sc. in Business Administration from the University of Utah, an MBA from Harvard University, and the Doctor of Religious Education (<span data-scayt_word="DRE" data-scaytid="6">DRE</span>) from Brigham Young University. In recognition of his extensive work contribution, Covey was awarded ten honorary doctorates. Covey also served as a professor at the Jon M. Huntsman School of Business at Utah State University.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What better acknowledgement can we give Covey than a recap of his “7 Habits” here? It was the “7 Habits” that propelled him to global fame, not for fame’s sake itself, but because those principles struck a chord deep within us and resonated with the truth we know.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<ul>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 1: Be Proactive</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 2: Begin with the End in Mind</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 3: Put First Things First</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 4: Think Win-Win</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 5: Seek First to Understand, Then to be Understood</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 6: <span data-scayt_word="Synergize" data-scaytid="7">Synergize</span></strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 7: Sharpen the Saw</strong></li>\r\n</ul>\r\n<div style="text-align: justify; ">\r\n Though Covey has left us, his works will endure for generations to come. Thank you, Covey, for showing us how we can develop a healthy habitude for effective living, learning and leading.</div>', 'Tribute to Stephen R. Covey', '', 'publish', 'closed', 'closed', '', 'tribute-to-stephen-r-covey-3', '', '', '2013-06-29 09:54:54', '2013-06-29 09:54:54', '', 0, 'http://invictusleader.com/home/?p=4245', 0, 'post', '', 0);
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(4246, 1, '2012-10-24 05:31:17', '2012-10-24 05:31:17', '<h4>\r\n <strong>Tribute to Neil Alden Armstrong (1930-2012)</strong></h4>\r\n<div style="text-align: justify; ">\r\n <em>“Fate has ordained that the men who went to the moon to explore in peace will stay on the moon to rest in peace. . . In ancient days, men looked at the stars and saw their heroes in the constellations. In modern times, we do much the same, but our heroes are epic men of flesh and blood.”</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img src="http://www.themoralliberal.com/wp-content/uploads/2012/08/Neil-Armstrong-1969-Public-Domain-photo-235x300.jpg" style="float: right; height: 156px; width: 122px; margin-left: 10px; margin-right: 10px; " />The stakes were extremely high – human lives, top government dollars, and national reputation. Even a moving eulogy (as depicted in the excerpt above) was prepared in advance for President Richard Nixon to deliver, just in case the USA’s maiden mission to the moon failed.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n On the contrary, half a billion people who were glued to their black-and-white televisions that fateful 20 July 1969, witnessed Neil Armstrong planting his left foot on the moon''s surface and uttering his most famous quote, "That''s one small step for (a) man, one giant leap for mankind."</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n As we reflect on Armstrong’s life, we want to focus on his leadership attributes. There are many we can think of, but we shall use a befitting acronym, SPACE, to distill five selected attributes.</div>\r\n<div />\r\n \r\n</div>\r\n<div>\r\n </div>\r\n<h4>\r\n <strong>S – Service: Armstrong served a cause greater than himself.</strong></h4>\r\n<div style="text-align: justify; ">\r\n It would be inconceivable for any book on the history of the world to omit Armstrong’s stellar feat. Even before he was roped into the rigorous space and lunar programmes, Armstrong had already proven his mettle in the Korean War.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n His family described him as “a reluctant hero who always believed he was just doing his job.” In other words, he served a greater cause beyond himself. <em><strong>Fame was merely the price to pay, not the prize to play.</strong></em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Looking at the industry we work in, do we find many leaders today whom we can truly describe as serving a greater cause than their own selves?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>P – Passion: Armstrong had passion for what he did.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong’s passion for flying was evident from young. By the time he was 15, he could fly – even before he got his driver’s licence.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “He remained an advocate of aviation and exploration throughout his life and never lost his boyhood wonder of these pursuits,” Armstrong’s family stated in an official statement released upon his death.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n While Armstrong was pursuing engineering at Purdue University on a Navy scholarship, the Korean War erupted and interrupted his studies. Called to serve as a Navy fighter pilot, Armstrong flew a total of 78 combat missions, including one from which he was forced to eject. The hazards of flying did not quench his passion for soaring high.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n After his Navy stint, Armstrong returned to Purdue to immerse himself more earnestly in his passion for aeronautical engineering. His passion, coupled with dedication and hard work, earned him impressive grades that led to an illustrious career.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>What is the passion you have, which consumes you so much that you would dedicate your life to fulfilling it?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4 style="text-align: justify; ">\r\n <strong>A – Adventurous: Armstrong was adventurous, eager to learn and try out new things.</strong></h4>\r\n<div style="text-align: justify; ">\r\n The adventurous Armstrong yearned to be someone who contributed to making history. In an interview with his biographer, James R. Hansen, Armstrong revealed that when he was a freshman, he felt disappointed that Charles Yeager had already broken the sound barrier in flight, simply because he thought he had been born a generation "too late".</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But little did Armstrong know then that he himself was poised to make greater history! Armstrong not only became the first man to walk on the moon, but also had the distinction of being the first American civilian astronaut to fly in space when he commandeered Gemini 8 with his co-pilot, David R. Scott, in 1966.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>How many of us would dare to venture out beyond our comfort zone? How many of us are prepared for personal and organizational breakthroughs?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>C – Competent: Armstrong was competent in his field of expertise.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong’s contemporaries acknowledged that his engineering skills were outstanding. Fellow test pilot Milt Thompson hailed Armstrong as “the most technically capable of the early X-15 pilots.” Another colleague, Bill Dana, attested to Armstrong’s superior learning capabilities and photographic memory.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When faced with imminent danger, Armstrong was able to stay in control. His first journey into space in 1966 nearly ended in disaster, but Armstrong kept his cool and successfully steered the spacecraft home safely despite a malfunctioning thruster rocket that had spun out of control.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Do your colleagues and associates think you are competent? Are you competent enough to execute your responsibilities and to inspire others? </strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>E – Ethical: Armstrong had strong work ethics.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong demonstrated strong work ethics. After leaving the space programme, he was cautious not to do anything that might tarnish or undermine the monumental achievement he was linked to.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Despite having many opportunities to exploit his fame, Armstrong chose to stay in the background. He was not publicity hungry and rarely granted interviews. Instead, he remained gracious and humble, even feeling guilty that he had received all the acclaim for an effort that involved “…400,000 people to send him to the moon; thousands of the world’s best engineers, scientists, researchers, support staff, and even seamstresses who carefully stitched together the space suits required to withstand extreme temperatures,” a heartfelt sentiment of Armstrong that was reported by <a href="http://www.forbes.com/sites/carminegallo/2012/08/26/my-dinner-with-neil-armstrong/">Carmine Gallo at Forbes</a>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Do you practise good work ethics? Have you been the victim of poor work ethics? For example, how often has your idea or work been hijacked by a colleague who conveyed it the boss as his or her own, without giving you credit for your contribution?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding thoughts</strong></div>\r\n<div style="text-align: justify; ">\r\n How many leaders do you personally know who can stand up to the SPACE criteria? Though our leadership space may not span the heights that Armstrong scaled, the way we conduct ourselves in our space at the workplace and in society, is just as important. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n As our bashful SPACE man rests in peace in a different dimension, his lunar legacy will live on in our imagination, and constantly be re-lived through documentaries, encyclopaedias and countless publications. Farewell, Armstrong! Not even death can eclipse your achievements in life.</div>', 'Lessons from the SPACE man', '', 'publish', 'closed', 'closed', '', 'lessons-from-the-space-man-3', '', '', '2013-06-29 09:54:35', '2013-06-29 09:54:35', '', 0, 'http://invictusleader.com/home/?p=4246', 0, 'post', '', 0),
(4247, 1, '2013-01-23 17:42:19', '2013-01-23 17:42:19', '<div>\r\n <br />\r\n <img src="http://t3.gstatic.com/images?q=tbn:ANd9GcSLrrdpakg3yXF4BO0kDNgnhrGhYCOIzq1-o9Xr9WsPGNNTE8i-MUSnuPESgQ" style="float: right; width: 100px; height: 150px; margin-left: 8px; margin-right: 8px;" /></div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim <span data-scayt_word="Keng" data-scaytid="1">Keng</span> <span data-scayt_word="Yaik’s" data-scaytid="2">Yaik’s</span> 40 years of public service began in 1968 after he received his medical qualification from Queen’s University Belfast in Northern Ireland and <span data-scayt_word="practised" data-scaytid="3">practised</span> medicine for a brief period. He was the Minister of Primary Industries from 1986 to 2004, and the Minister of Energy, Water & Communications from 2004 till his retirement from politics in 2008.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Most Malaysians know Tun Dr Lim best as the inimitable, long-serving President of <span data-scayt_word="Parti" data-scaytid="4">Parti</span> <span data-scayt_word="Gerakan" data-scaytid="5">Gerakan</span> <span data-scayt_word="Rakyat" data-scaytid="6">Rakyat</span> Malaysia, the third largest component party of the ruling coalition, from 1980 to 2007. In 2011, Tun Dr Lim was appointed the second Chancellor of <span data-scayt_word="Wawasan" data-scaytid="7">Wawasan</span> Open University. He also held the distinction of being among the handful of Chinese Malaysians who had been conferred the title “Tun” – arguably, the nation’s most prestigious award – by the Yang <span data-scayt_word="DiPertuan" data-scaytid="8">DiPertuan</span> <span data-scayt_word="Agong" data-scaytid="9">Agong</span> (King of Malaysia).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim will always be known for his trademark blend of bold <span data-scayt_word="candour" data-scaytid="10">candour</span>, ardent <span data-scayt_word="fervour" data-scaytid="11">fervour</span> and strong character. While many Malaysian leaders choose the common road of compliance and conventionality, Tun Dr Lim opted for the road less <span data-scayt_word="travelled" data-scaytid="12">travelled</span>.</div>\r\n<div />\r\n \r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong><span data-scayt_word="Candour" data-scaytid="14">Candour</span></strong></div>\r\n<div style="text-align: justify;">\r\n Though some might have considered Tun Dr Lim to be brash, others appreciated his forthrightness. His <span data-scayt_word="candour" data-scaytid="13">candour</span> was demonstrated in different forms – as down-to-earth <span data-scayt_word="humour" data-scaytid="16">humour</span> to connect with the ordinary folk, as a cutting-edge source of information to journalists, and as razor-sharp wit to slice through any bureaucratic hogwash. He spoke off-the-cuff from the heart, with no censorship or curry <span data-scayt_word="favouring" data-scaytid="17">favouring</span>. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n In Malaysian politics, it is not uncommon for members of the Opposition to be outspoken, while members of the ruling party quietly toe the line. That is why Tun Dr Lim will always be remembered for being one of the rare voices within the ruling party who dared to speak up against Government policies if he felt that they were detrimental to the people’s well-being. This was especially true during the tenure of former Prime Minister Tun Dr <span data-scayt_word="Mahathir" data-scaytid="21">Mahathir</span> <span data-scayt_word="Mohamad" data-scaytid="22">Mohamad</span> whose Cabinet ministers were perceived to be “docile and submissive”<sup>1</sup>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Even leaders from the other side of the political divide concede that Tun Dr Lim was a man of bold <span data-scayt_word="candour" data-scaytid="18">candour</span>. Nicknamed <em>saw <span data-scayt_word="chai" data-scaytid="23">chai</span> <span data-scayt_word="yee" data-scaytid="24">yee</span> <span data-scayt_word="sheng" data-scaytid="25">sheng</span></em> (a Cantonese term meaning “comical doctor”) by his friends for his hilarious remarks and gestures, Tun Dr Lim was naturally adept at weaving <span data-scayt_word="humour" data-scaytid="20">humour</span> into the most serious of issues. Deep down he was more than just a jovial personality; he was a shrewd leader who was very comfortable the way he was.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong><span data-scayt_word="Fervour" data-scaytid="27">Fervour</span></strong></div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim was fervent in his work, which was evident from his in-depth knowledge of the country’s commodities, plantations and utilities. He knew his facts and figures like the back of his hand. No question from any colleague, counterpart or journalist was too daunting for him. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n As the Minister in charge of the country’s plantation industries and commodities for almost 20 years, the astute negotiator was instrumental in not only looking after the welfare of local <span data-scayt_word="smallholders" data-scaytid="29">smallholders</span>, but also in propping up global rubber prices during the market crash in 1999 and popularizing palm oil throughout the world. His contribution towards Malaysia’s transition from an agro-based nation to an industrialized one was significant.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Overseeing the energy, water and communications ministry in the years before his retirement, Tun Dr Lim had helped to restructure the fragmented water industry, and was even so resolute as to warn the telecommunications industry captains to shape up.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n When it came to work ethic, Tun Dr Lim was exacting. The fiery orator would not hesitate to reprimand slacking officials for their sub-par performance whenever the need arose, even if it meant doing so in the presence of others.<sup>2</sup> His conviction for maintaining standards was reflective of his own commitment to the same standards that he held others accountable for.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Character</strong></div>\r\n<div style="text-align: justify;">\r\n Beneath Tun Dr Lim’s so-called forceful <span data-scayt_word="demeanour" data-scaytid="30">demeanour</span> was a character that was conscientious and concerned about the people he was serving. What had shaped his character was in no small part due to his experience living in a boarding school since he was seven years of age. Leaving home at such a young age, Tun Dr Lim experienced tremendous character building. He learnt how to be independent, to socialize, to forge meaningful ties with others, to live harmoniously in a multiracial community, and to consider the needs of others instead of being <span data-scayt_word="self-centred" data-scaytid="31">self-centred</span>. This growth and development process would have a significant positive impact on his political perspective later on in life.<sup>3</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Though departed, the courageous and humorous voice of Tun Dr Lim will always remain in our memories. May his lively example of leadership continue to live on in the leaders after him; may the way he wielded his oratorical skills to deliver his core message inspire us to be unwavering in the worthy cause we stand for.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div>\r\n <strong>References</strong></div>\r\n<div>\r\n 1. <a href="http://www.themalaysianinsider.com/litee/malaysia/article/keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour">http://www.themalaysianinsider.com/<span data-scayt_word="litee" data-scaytid="32">litee</span>/<span data-scayt_word="malaysia" data-scaytid="33">malaysia</span>/article/<span data-scayt_word="keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour" data-scaytid="34">keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour</span></a></div>\r\n<div>\r\n </div>\r\n<div>\r\n 2. <a href="http://www.nst.com.my/opinion/editorial/a-razor-wit-who-cared-1.190323">http://www.nst.com.my/opinion/editorial/a-razor-wit-who-cared-1.190323</a></div>\r\n<div>\r\n </div>\r\n<div>\r\n 3. <a href="http://www.thenutgraph.com/lim-keng-yaik-a-malaysia-of-floating-dichotomies">http://www.thenutgraph.com/<span data-scayt_word="lim-keng-yaik-a-malaysia-of-floating-dichotomies" data-scaytid="35">lim-keng-yaik-a-malaysia-of-floating-dichotomies</span></a></div>', 'Taking the Road Less Travelled: A Tribute to Tun Dr Lim Keng Yaik (8 April 1939–22 December 2012), Leader with Candour, Fervour and Character', '', 'publish', 'closed', 'closed', '', 'taking-the-road-less-travelled-a-tribute-to-tun-dr-lim-keng-yaik-8-april-1939-22-december-2012-leader-with-candour-fervour-and-character-2', '', '', '2013-06-29 09:54:14', '2013-06-29 09:54:14', '', 0, 'http://invictusleader.com/home/?p=4247', 0, 'post', '', 0),
(4248, 1, '2013-04-27 08:56:19', '2013-04-27 08:56:19', '<div style="text-align: justify;">\r\n <br />\r\n <span style="font-size: 16pt; font-family: Forte; color: rgb(23, 54, 93); background-position: initial initial; background-repeat: initial initial;">“I came to office with one deliberate intent – to change Britain from a dependent to a self-reliant society, from a give-it-to-me to a do-it-yourself nation.” </span></div>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n <span style="font-size: 14pt; font-family: Cambria, serif; background-position: initial initial; background-repeat: initial initial;"> ~ Margaret Thatcher </span></p>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n </p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <img src="http://ts2.mm.bing.net/th?id=H.4711829240086747&pid=15.1" style="margin-left: 10px; margin-right: 10px; float: right; width: 133px; height: 179px;" />Baroness Thatcher of <span data-scayt_word="Kesteven" data-scaytid="1">Kesteven</span> – best known to the world as Margaret Thatcher – was born Margaret Hilda Roberts but adopted her husband’s surname when she married Sir Denis Thatcher (1915-2003) in 1951. One of the most dominant leaders in the <span data-scayt_word="20th" data-scaytid="2">20<sup>th</sup></span> century, Mrs Thatcher started off as a research chemist with a Master’s degree from Oxford University, before attending law school and qualifying as a barrister in 1954, a year after her twin children were born.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Not only was Thatcher the first female prime minister of Britain (and only one so far), she was also the longest-serving British premier in the postwar era. In office for three consecutive terms from May 1979 till she stepped down in November 1990, Thatcher was famously <span data-scayt_word="labelled" data-scaytid="5">labelled</span> the “Iron Lady” by the Soviet press after delivering a hard-lined speech in 1976.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The iron-willed Thatcher revealed that she loved argument and debate. Declaring in 1980 that, “I don''t expect anyone just to sit there and agree with me – that''s not their job,” Thatcher expected others to be tough on her too.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Who can truly blame Thatcher for being unyielding when she was the woman with the iron task of reducing high unemployment, curbing inflation and tackling the ongoing recession? It was an extremely challenging role that earned her either admiration or antipathy from supporters and critics respectively. But she stood firm, even surviving a 1984 bomb assassination attempt by the IRA, and led the country to economic recovery.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Upon her retirement from the Commons in 1992, she was given a life peerage as Baroness Thatcher of <span data-scayt_word="Kesteven" data-scaytid="6">Kesteven</span> in the County of Lincolnshire, which entitled her to sit in the House of Lords. In 1995 Thatcher became a member of the Order of the Garter, the highest order of knighthood in England.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Indeed Thatcher was a leader in many different respects but among all these, there were three major leadership roles she undertook that were the most important in her life: wife and mother; head of one of the most influential nations in the world; and philanthropist.</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>As a wife and mother</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n "Any woman who understands the problems of running a home will be nearer to understanding the problems of running a country." </div>\r\n<div style="text-align: justify;">\r\n ~ Margaret Thatcher (1979 – the year she became Prime Minister of Britain)</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That Mr and Mrs Thatcher had remained married for 52 years before the former’s death in 2003 is testament to her belief in traditional family values such as lifelong matrimony and fidelity. Though Denis Thatcher sometimes referred to his wife as “The Boss”, Mrs Thatcher admitted that she would never have been able to be Prime Minister for those 11½ years had it not been for Denis.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Besides adoring her husband and their twin children, Mark and Carol, Thatcher also shared during an interview in the late <span data-scayt_word="1990s" data-scaytid="12">1990s</span> that her “greatest delight” was “when my daughter-in-law sends me photographs of the grandchildren. Apart from seeing them in the flesh, that is the greatest pleasure I have in the whole year, far exceeding everything else.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>As the head of state</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n "I am not a consensus politician. I''m a conviction politician." </div>\r\n<div style="text-align: justify;">\r\n ~ Margaret Thatcher (1975)</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Thatcher began her political career as a Conservative party member of parliament for <span data-scayt_word="Finchley" data-scaytid="13">Finchley</span> (North London) in 1959. Undaunted by the male-dominated field, she boldly declared in 1965 that, <strong>“In politics, if you want something said, ask a man; if you want to get something done, ask a woman.”</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Despite her confidence, Thatcher never expected to become Prime Minister. Just two years before she took over as the Conservative Party leader in 1974, Thatcher had stated on the BBC, “I don''t think there will be a woman prime minister in my lifetime.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n How wrong she was! At Britain’s general election on 3 May 1979, the Conservatives came to power and the next day, Thatcher created history.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Thatcher entered office at a time when Britain was facing a major recession. She knew she had to take decisive drastic measures.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n “The basic economic reality is that we cannot pay ourselves more than we earn. Here in Britain, at long last, we may have grasped the point that deficit financing cannot and will not bring about long-term prosperity,” was her steadfast assertion.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Unfortunately, the transition was excruciating. As Thatcher privatized state-owned industries and utilities, reformed trade unions, lowered taxes and slashed public spending across the board, her policies did succeed in reducing inflation but led to soaring unemployment. Her popularity plummeted – the price Thatcher had to pay for austerity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n When the opposition pressured Thatcher to back down on her harsh policies, she was unfazed. At the Conservative party congress on 10 October 1980, she calmly announced, “To those waiting with bated breath for that <span data-scayt_word="favourite" data-scaytid="14">favourite</span> media catchphrase, the ''U-turn,'' I have only one thing to say: ''You turn if you want to. The lady''s not for turning.'' "</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Fate intervened when the Falklands incident in 1982 gave Thatcher the opportunity to flex Britain’s sovereignty in the world arena, while proving that she was a leader to be reckoned with. As Britain emerged victors in the <a href="http://en.wikipedia.org/wiki/Falklands_War" title="Falklands War">Falklands War</a>, there was a resurgence of support, resulting in her re-election in 1983.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the international front, Thatcher developed a longstanding personal alliance with US President Ronald Reagan and later fostered good rapport with Soviet President Mikhail Gorbachev when he came to power in 1988. These links were instrumental in halting the dreaded arms race of the <span data-scayt_word="1980s" data-scaytid="15">1980s</span>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n During Thatcher’s third term after being re-elected in 1987, her controversial policies led to her resignation on 28 November 1990. By the time Thatcher left office, the principles of <span data-scayt_word="“Thatcherism”" data-scaytid="16">“Thatcherism”</span> – that economic freedom and individual liberty are interdependent, that personal responsibility and hard work are the only ways to national prosperity, and that free-market democracies must stand firm against aggression – had garnered many followers. As Tony Blair acknowledged in his 2010 autobiography, <em>A Journey</em>, “Britain needed the industrial and economic reforms of the Thatcher period”.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>As a philanthropist</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n “This woman is headstrong, obstinate and dangerously self-opinionated.”</div>\r\n<div style="text-align: justify;">\r\n ~ <span data-scayt_word="ICI" data-scaytid="17">ICI</span> personnel department assessment, rejecting a job application by the then Margaret Roberts in 1948</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n People either loathed or loved Thatcher. To her supporters, she was strong-willed for all the right reasons. Her desire to change the world for the better did not end with her withdrawal from premiership. She decided to further the kind of values she personally fought for by establishing the Margaret Thatcher Foundation in 1992.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n As a non-profit educational organization that collects funds wholly through private philanthropy, the Foundation aspires to advance the cause of political and economic freedom, especially in the newly liberated countries of Central and Eastern Europe. The Foundation has raised funds to help finance projects that promote Western business, legal and technical education in those nations.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The Internet is rife with widely divisive views about Thatcher and <span data-scayt_word="Thatcherism" data-scaytid="18">Thatcherism</span>, but regardless of whether or not she was “right”, she has left a legacy that inspires leaders to be unwavering in the values they stand for. And to those who think she was hard-core tough, her speech writer Sir Ronald Millar reveals that Thatcher was much tougher on her ministers than on others, “The more humble the position, the nicer she was [to them].”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Surprised? Ironically, no!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>References</strong></div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.bbc.co.uk/history/people/margaret_thatcher">http://www.bbc.co.uk/history/people/<span data-scayt_word="margaret_thatcher" data-scaytid="19">margaret_thatcher</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.bbc.co.uk/news/uk-politics-10377842">http://www.bbc.co.uk/news/<span data-scayt_word="uk-politics-10377842" data-scaytid="20">uk-politics-10377842</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.guardian.co.uk/politics/2013/apr/16/margaret-thatcher-grandchildren">http://www.guardian.co.uk/politics/2013/<span data-scayt_word="apr" data-scaytid="21">apr</span>/16/<span data-scayt_word="margaret-thatcher-grandchildren" data-scaytid="22">margaret-thatcher-grandchildren</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.cbc.ca/news/world/story/2013/04/08/margaret-thatcher-england-dead.html">http://www.cbc.ca/news/world/story/2013/04/08/margaret-thatcher-england-dead.html</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.usnews.com/news/articles/2013/04/08/three-economic-lessons-from-margaret-thatcher">http://www.usnews.com/news/articles/2013/04/08/<span data-scayt_word="three-economic-lessons-from-margaret-thatcher" data-scaytid="23">three-economic-lessons-from-margaret-thatcher</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.margaretthatcher.org/about/default.asp">http://www.margaretthatcher.org/about/default.asp</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.philanthropydaily.com/margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy/comment-page-1/">http://www.philanthropydaily.com/<span data-scayt_word="margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy" data-scaytid="24">margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy</span>/comment-page-1/</a></div>', 'The Woman with the Iron Task: Tribute to Margaret Thatcher (13 October 1925 – 8 April 2013)', '', 'publish', 'closed', 'closed', '', 'the-woman-with-the-iron-task-tribute-to-margaret-thatcher-13-october-1925-8-april-2013-3', '', '', '2013-06-29 09:53:52', '2013-06-29 09:53:52', '', 0, 'http://invictusleader.com/home/?p=4248', 0, 'post', '', 0),
(4249, 1, '2011-07-24 16:51:33', '2011-07-24 16:51:33', '<p style="text-align: justify; ">\r\n The formula of life: we are born, we mature, we are educated, we work, we retire and we die. There are only two constants in this equation: we are <strong>born</strong> and we <strong>die</strong>. The richness and tapestry of life between these milestones is a factor of many things, but the main factors are our environment and what we choose to do with our talents and gifts. What we do between the milestones can largely be controlled by ourselves. Just as life has constants, leadership’s two constants are, either you <strong>lead</strong>, or you <strong>follow</strong>. There is nothing in between. All of us at one time or another are followers. Some are chosen to lead and some desire to lead.</p>\r\n\r\n<h3>\r\n <span style="text-align: justify; ">The Need for Leadership</span></h3>\r\n<p style="text-align: justify; ">\r\n As the new millennium begins, the world continues to undergo change. Throughout history change has occurred; however, the present rapidness of change is staggering by comparison to just a decade ago. In just the last several years, we have seen rapid growth in information technology, biotechnology and the expansion of the Internet, providing almost unlimited access to information. Companies have rapidly risen to prominence through new technology. Their financial and personnel growth has been phenomenal. Other more traditional companies have faltered or had to make radical adjustments to the way they conduct business or make decisions. Companies and organizations have had to reinvent themselves to survive or be gobbled up in the merger mania. Competition has become global and very aggressive. Fortunes are made and lost based upon the performance of small groups of people. Growth is being experienced in practically in all disciplines. Change is all about us. Organizations, companies and groups of people must have effective leadership to survive.</p>\r\n<h3 style="text-align: justify; ">\r\n Reflections on Leadership</h3>\r\n<p style="text-align: justify; ">\r\n Historically, senior management has not seen the link between people and bottom line business results. Annual reports are prepared with sentiments such as ‘people are our most important asset’ or that ‘people are our source of competitive advantage,’ but many of these same organizations are reluctant to spend time, money and energy on <span data-scayt_word="programmes" data-scaytid="1">programmes</span> that will help people to perform and contribute to their optimum level. Companies which would not in their wildest dreams allow a major piece of capital equipment to go without repair, maintenance or upgrading allow their people assets to rust and deteriorate in their performance. The problem is neither dishonesty nor malicious, evil disregard for people. The problem is the failure to see the link between people and business results. It is based on a misguided view that ‘strategy’ or ‘process’ is more important than people.</p>\r\n<p style="text-align: justify; ">\r\n What do you think it is that makes a company truly successful? Is it leaders, technology, products, strategy? It can be argued that any company’s business success is a function of all of those factors (and others) working in concert. But in my opinion, the single most important foundation stone of business success today is leadership – especially <em>visionary</em> leadership.</p>\r\n<p style="text-align: justify; ">\r\n Unfortunately, many companies are hobbled by a lack of visionary leadership and the effective process tools that they can use to enhance their critical leadership competency. Executives today face some tough challenges – more complex and demanding than ever. Global forces, e-business, shifts in industry partnerships as well as evolving global networks and alliances challenge both your leadership style and personal insight. When was the last time you had a tune-up of your leadership practices?</p>\r\n<p style="text-align: justify; ">\r\n And finally don’t follow the antiquated notion that only top executives can be leaders. <strong>Leadership should occur at all levels.</strong></p>', 'A Road To Leadership', '', 'publish', 'closed', 'closed', '', 'a-road-to-leadership-2', '', '', '2013-06-29 09:50:15', '2013-06-29 09:50:15', '', 0, 'http://invictusleader.com/home/?p=4249', 0, 'post', '', 0),
(4250, 1, '2011-07-25 03:07:03', '2011-07-25 03:07:03', '<p style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/articles.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 133px; height: 100px; " />Leaders, writes psychologist Howard Gardner, tend to have — and to need — an "inclination from early childhood for risk-taking and a willingness to go to great lengths — often in defiance of others, including those in positions of authority — in order to achieve their ends." Then, too, a "motive to gain power — either for its own sake or in pursuit of a specific aim — is invariably present," in leaders, as well as "a confidence that one will at least sometimes attain success" and an "implacability in the face of opposition."</p>\r\n\r\n<p style="text-align: justify; ">\r\n In a management textbook, <span data-scayt_word="Donelson" data-scaytid="1">Donelson</span> Forsyth outlined several decades ago what was then the conventional wisdom of requirements for leadership. He listed things like achievement drive, adaptability, alertness, energy, responsibility, self-confidence and sociability.</p>\r\n<p style="text-align: justify; ">\r\n Leadership guru John Gardner thinks leaders need to have physical stamina, intelligence and judgment; eagerness to accept responsibilities, task competence, a capacity to motivate, skill in dealing with people, the capacity to win and hold trust, the capacity to manage and decide and set priorities—and of course, if at all possible, charisma.</p>\r\n<p style="text-align: justify; ">\r\n Warren <span data-scayt_word="Bennis’s" data-scaytid="2">Bennis’s</span> list of leadership qualifications begins with "a guiding vision" and includes passion, integrity, trust (and trustworthiness), curiosity and daring, a "congruity" between visions and a leader’s life and personality, and reliability.</p>\r\n<p style="text-align: justify; ">\r\n His earlier list of traits not being enough of a job description, Howard Gardner added a number of more detailed requirements. These included "a tie to the community (or audience)"; "a certain rhythm of life" that allows time for reflection and renewal; "an evident relation between stories and embodiments" in the person of the leader; and "the centrality of choice," exercised by followers who need to be won over.</p>\r\n<p style="text-align: justify; ">\r\n In <em>The Leadership Challenge</em>, James <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Posner list as the "five fundamental practices of exemplary leadership" to "challenge the process," "inspire a shared vision," "enable others to act," "model the way," and "encourage the heart."</p>\r\n<p style="text-align: justify; ">\r\n Colin Powell’s <span data-scayt_word="well-travelled" data-scaytid="4">well-travelled</span> "Leadership Primer" has eighteen points, beginning with "Being responsible means sometimes pissing people off" and continuing to …</p>\r\n<p style="text-align: justify; ">\r\n You begin to get the point.</p>\r\n<p style="text-align: justify; ">\r\n For people aspiring to leadership positions in organizations, or new to them, thumbing through three or four of the leading books in the field can be a menacing experience. Curious would-be leaders are left with literally dozens of things that will be expected of them in their new roles. What if, they might rightly ask, "I’m not sure if I can "encourage the heart?", "What if my ''rhythm of life'' is off the mark?", "What if I’m not charismatic enough?"</p>\r\n<p style="text-align: justify; ">\r\n And especially, "How in the world can I keep these dozens of things in my head all the time? How can I be speaking to someone and be thinking: Gee! Am I <span data-scayt_word="modelling" data-scaytid="5">modelling</span> the way right now? Am I pissing people off enough or am I seeking their approval too much?"</p>\r\n<p style="text-align: justify; ">\r\n Anyone who’s done it or studied it will be quick to admit that leadership is far more art than science.</p>\r\n<p style="text-align: justify; ">\r\n And yet, in good social scientific style, the leadership literature just can’t help but try to quasi-quantify this animal by boiling it down to the four or eight or twenty-three "essential principles."</p>\r\n<p style="text-align: justify; ">\r\n Even if any given list were accurate, there’s one thing the literature resolutely cannot promise you: that following it will guarantee success. A leader might be self-confident, but in a way that’s wrong for the context (for example, a nonprofit organization). She might "model the way" too aggressively for her colleagues in a partnership context (such as a law firm). She might deny authority once too often and earn her way out of a firm’s inner circle.</p>\r\n<p style="text-align: justify; ">\r\n Then, too, any given context — organizational, national, industry-wise — will demand its own list. To lead scientists, for example, it helps an awful lot to have been a widely respected scientist at some point in one’s career, much more so than the same "specialist knowledge credibility" rule is true of, say, salespeople or marketers.</p>\r\n<p style="text-align: justify; ">\r\n The bottom line is that the leadership literature — even the stuff by people who are rightly legends, like Warren <span data-scayt_word="Bennis" data-scaytid="6">Bennis</span> and John Gardner — does a great disservice by promoting list-mania. We’ve quite enough of that around, in this "seven principles" age of ours.</p>\r\n<p style="text-align: justify; ">\r\n What makes a successful leader? God knows, most of the time. Did Winston Churchill "enable others to act"? Did Martin Luther King have adaptability? Did Jack Welch display adequate sociability?</p>\r\n<p style="text-align: justify; ">\r\n More than anything, great leaders seem to embody these lists, to reflect them naturally rather than making a study of them and pasting them to the top of the sunshade in their car for handy reference. They have a gut sense of what the context demands and a rough-and-ready approximation of the timeless practices of leaders.</p>\r\n<p style="text-align: justify; ">\r\n Bottom line? To those emerging leaders and current leaders who would rely on the insightful works in this field, perhaps it’s best to ignore the lists. Focus on the analysis, the stories, the case histories. Absorb something of the flavour of these works. But no book or article provide any leader with the six or eight principles they need to succeed, partly because that list is ultimately often unique to each job. Leadership cannot be reduced to lists.</p>', 'Leadership Cannot Be Reduced to Lists', '', 'publish', 'closed', 'closed', '', 'leadership-cannot-be-reduced-to-lists-2', '', '', '2013-06-29 09:49:56', '2013-06-29 09:49:56', '', 0, 'http://invictusleader.com/home/?p=4250', 0, 'post', '', 0);
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(4251, 1, '2011-07-25 03:17:20', '2011-07-25 03:17:20', '<h4>\r\n <strong><em>The “G” is not just for generation; it is also for “Grooming”</em>. </strong></h4>\r\n<p style="text-align: justify; ">\r\n What makes or breaks organizational success almost always comes down to the leadership criteria existent in that particular company. Indeed, talented and dynamic leaders provide a very keen competitive edge that spans trans-global barriers and hyper-competitive environments.</p>\r\n\r\n<p style="text-align: justify; ">\r\n Needless to say, good leaders play a very critical role in any organization and identifying, training and most importantly, retaining them is the primary concern of all organizations. This is the most basic tenet of success, and most organizations are able to meet this standard reasonably well. However, it leads inevitably to the next step – how do you continue this tenet of success in the next and forthcoming generations? How do you ensure a continuous succession plan that brings the crème de la crème of leaders into your organization?</p>\r\n<p style="text-align: justify; ">\r\n The answer lies in finding and nurturing the next generation of leaders. That means grooming entry-level employees to fit into the soon-to-be-vacant shoes of your organization’s key leadership roles. After all, who ever heard of <span data-scayt_word="plebian" data-scaytid="1">plebian</span> crème de la crème? </p>\r\n<p style="text-align: justify; ">\r\n The challenges are tremendous, competition is tight and the very nature of good leadership ensures a complexity that will require almost superhuman dynamism to succeed in. Yet all these are surmountable issues; what is actually taxing is that unfortunately, today’s talent pool is seriously lacking in employees that evince enough natural grooming to fit into the multifaceted shoes of a leader.</p>\r\n<p style="text-align: justify; ">\r\n Our esteemed and acumen-laden ex-Prime Minister Tun Dr <span data-scayt_word="Mahathir" data-scaytid="2">Mahathir</span> propounds the fact that we should be raising ‘international Malaysians.’ Yet, one look at the national newspapers shows us that we are falling far short of any such notion. In fact, you could just walk up to a store cashier and ask him or her a simple question, and chances are that 9 out of 10 times you will either be pointed in the wrong direction, given the wrong information, ignored, looked at like a microscopic and highly irritable flea, or answered in a language that you do not understand. All of this in the rudest tone of voice imaginable!</p>\r\n<p style="text-align: justify; ">\r\n Who is to blame? The media, the schools or the parents? Debates rage of course and some day someone may come up with a solution and win a Nobel prize for it and be declared president of the world – all that is in the nebulous future. What matters to most organizations is the ‘now’ of it. You have this tainted yield in the talent pool – which by the way is microscopic to begin with – so what do you do? Instead of laying blame, the best thing to do is to find a workable solution that may just tip the balance in <span data-scayt_word="favour" data-scaytid="3">favour</span> of success.</p>\r\n<p style="text-align: justify; ">\r\n Training is one such solution – organizations that have formal <span data-scayt_word="programmes" data-scaytid="4">programmes</span> which root out, identify and nurture potentials in the talent pool will have a key advantage over the rest. Talent really does provide organizations a key competitive advantage, but there must be managers and a process in place to carry the whole thing through. Talent-identification systems and a good infrastructure coupled with reliable and extensive human resource capabilities will be able to cope with just about anything.</p>\r\n<p style="text-align: justify; ">\r\n As for the talent pool itself, the challenges may seem tremendous and thus daunting. After all, employees nowadays are no longer looking at things on a mere national front; everything is globalized these days and gaining diverse and extensive business acumen can be a challenge even to the intrinsically talented.</p>\r\n<p style="text-align: justify; ">\r\n Employees have to learn how to lead unilaterally, bilaterally and just about every direction that you can imagine – leadership has to occur in ideas as well as actions as it is about putting theory into practice in a realistic and successful manner. This is where the leadership demarcation occurs and it is grooming that really distinguishes between those capable enough to do the job for the organization and those able to lead the organization higher up the rung of corporate success.</p>\r\n<p style="text-align: justify; ">\r\n The defining criteria will hinge on whether that particular employee is dexterous and flexible enough to adapt to rapidly changing and challenging environments in a timely manner. The proper grooming will enable talents identify, emulate and eventually go beyond the arena where they naturally excel in and aim for higher and bigger avenues of success. Talent identification <span data-scayt_word="programmes" data-scaytid="5">programmes</span> supplemented by intensive training will enable and empower future leaders to recognize leadership qualities not only in themselves but in others as well. It allows them to ask the right questions, frame the right answers, come up with the right business plan and execute productive and successful lines of action.</p>\r\n<p style="text-align: justify; ">\r\n Grooming allows next ‘G’ leaders to understand the intrinsic nature of leadership and master the skills required to <span data-scayt_word="practise" data-scaytid="7">practise</span> it – it avoids the pitfalls that expertise and know-how in merely one particular area tends to throw in your path. It is important to understand that your organization''s talents are being groomed into positions of power that culminate in the execution of organizational vision.</p>\r\n<p style="text-align: justify; ">\r\n In an ideal world, organizations should be able to dip right into the pool clearly marked “leaders” and take what they require. In today’s real world, we have to make do with whatever limited resources we have. Investing in the right <span data-scayt_word="programmes" data-scaytid="8">programmes</span> and the right people is the first step towards securing your next ‘G’ leaders. They really do exist in the limited talent pool that is available to organizations today. Most do not know they have it and as such need to be identified, nurtured and groomed so that they can really fit into the shoes of the next ‘G’ leaders.</p>\r\n<p style="text-align: justify; ">\r\n In a top management group, there are never enough leaders.</p>', 'Next "G" Leaders', '', 'publish', 'closed', 'closed', '', 'next-g-leaders', '', '', '2013-06-29 09:49:34', '2013-06-29 09:49:34', '', 0, 'http://invictusleader.com/home/?p=4251', 0, 'post', '', 0),
(4252, 1, '2011-07-25 04:05:06', '2011-07-25 04:05:06', '<div>\r\n </div>\r\n<div>\r\n You can train somebody to be a good project manager, but great project managers seem to be born and not made. Excellence depends on certain innate characteristics: "Some of us got ‘em, and some of us don’t."</div>\r\n<p style="text-align: justify; ">\r\n “Project management requires competencies in three subject areas: technology, business and <span data-scayt_word="behaviour" data-scaytid="1">behaviour</span>,” says Lind <span data-scayt_word="Pittinger" data-scaytid="3">Pittinger</span>, CEO of <span data-scayt_word="People3" data-scaytid="4">People3</span>, a human resources, consultancy in Somerset, N.J. Ideally, project managers should have all three, she says, but if you have to choose only one to focus on, it should be <span data-scayt_word="behaviour" data-scaytid="2">behaviour</span>. “People can go to school to learn the technical things and they can learn the business over time,” she says. “The <span data-scayt_word="behavioural" data-scaytid="5">behavioural</span> competencies are the ones people are least able to learn. They’re intuitive”.</p>\r\n\r\n<p style="text-align: justify; ">\r\n Recognizing who in your workforce exhibits these <span data-scayt_word="behaviours" data-scaytid="6">behaviours</span> will help you identify people who are predisposed to success as project managers.</p>\r\n<p style="text-align: justify; ">\r\n Project management is the discipline (art and science) of defining and managing the vision, tasks and resources required to complete a project. It’s really the management acumen that oversees the conversion of “vision” into “reality”. Project management, while traditionally applied to the management of projects, is now being deployed to help organizations manage all types of change.</p>\r\n<h3 style="text-align: justify; ">\r\n Role of the Project Manager</h3>\r\n<p style="text-align: justify; ">\r\n The project manager has the sole responsibility and authority for project and contract direction and control. Support managers (task managers) who report within the various line organizations and departments have the responsibility for work definition and effective management of the resources to accomplish the authorized work. The project manager is responsible for each contract’s end item (i.e., knowing what needs doing, by whom, when and the required amount of resources by cost element and/or cost code).</p>\r\n<p style="text-align: justify; ">\r\n Senior management appoints the project manager. Normally the project manager is accountable to the general manager, or vice president, or president depending on the size of the organization; and is accountable to the customer for project and contract success. The project manager has delegated authority to commit the organization on matters concerning performance that are within the contract scope.</p>\r\n<p style="text-align: justify; ">\r\n The project manager is responsible for defining the organizational structure of the project and for interfacing with the functional organizations. The project manager directs and controls all work performed within the framework of the Work Breakdown Structure (<span data-scayt_word="WBS" data-scaytid="7">WBS</span>). The project manager has the authority for <span data-scayt_word="WBS" data-scaytid="8">WBS</span> element’s task assignment; control and assigns budgets; and master project schedules. The project manager is responsible for daily communications and formal project reviews with both the customer and his/her senior management.</p>\r\n<p style="text-align: justify; ">\r\n Projects vary in duration, value and complexity. On a large or complex project, the project manager may elect to appoint one or more assistant project managers. The project manager may delegate single or multiple responsibilities, including budget responsibility, to an assistant project manager. The project manager may direct the assistant project manager to control all work performed within the framework of various assigned <span data-scayt_word="WBS" data-scaytid="9">WBS</span> legs. This includes defining work scope, authorizing work, assigning and controlling budgets, and monitoring progress.</p>\r\n<p style="text-align: justify; ">\r\n Most companies operate under a functional organizational structure. The functional maintains adequate technical resources and disciplines within their own organization entities. The project manager must provide written direction to the various functional organizations on their individual contribution. This written direction, called the work authorization, provides the support managers (task managers) with the contract’s work scope, schedule and budget information.</p>\r\n<hr class="system-pagebreak" title="Role of Project Leaders" />\r\n<h3>\r\n <span style="text-align: justify; ">Role of the Project Leader</span></h3>\r\n<p style="text-align: justify; ">\r\n Being proficient at handling day-to-day job responsibilities does not indicate proficiency at project management. The skills required of a project leader can be difficult to pin down. Part politician, part general, a true project leader can successfully drive a project team to completion of assigned tasks without destroying the effectiveness of any members of the team. Often project leaders are selected to manage projects based on the criteria that they are available. Their skills may not be suited to project leadership with the level of objectivity that is required.</p>\r\n<p style="text-align: justify; ">\r\n Leadership at an executive level demands special skills. You must use power and influence adeptly to achieve goals…make organizational politics work for you…build teams and alliances across departments…get people who don’t work, work for you! You’re expected to be a coach, mentor and motivator.</p>\r\n<p style="text-align: justify; ">\r\n To provide direction, make tough decisions and get the job done; truly effective leaders today are more than just technically proficient professionals. They are leaders who not only lead others in solving today’s problems but will also anticipate tomorrow’s.</p>\r\n<p style="text-align: justify; ">\r\n Leaders who are able to effectively communicate can co-ordinate action, develop people and get them to achieve worthwhile goals as a team. To achieve worthwhile goals as a team, leaders must be able to position their teams to meet fresh challenges! The cry you hear everywhere is that we need more effective and efficient leaders.</p>\r\n<p style="text-align: justify; ">\r\n Although no two leaders possess the same personality or management style, effective leaders exhibit a contagious enthusiasm for life, genuine concern for others, clarity of purpose and firm commitment to worthwhile values and goals. “To lead the people, walk behind them”, said Lao Tzu.</p>\r\n<p style="text-align: justify; ">\r\n As the strength of the foundation determines the height of the building, so a leader determines the future of the organization. True leadership emerges from those whose primary motivation is the <strong>desire to help others</strong>. The greatest leader (who may be a “little” person) is seen as a servant first because that is what he is deep down inside. Herman in <span data-scayt_word="Hesse’s" data-scaytid="11">Hesse’s</span> short novel,<em> Journey to the East</em>, clearly exemplifies that leadership is bestowed on the person who is, by nature, a true servant. Leadership is something, given or assumed, that could be taken away.</p>\r\n<p style="text-align: justify; ">\r\n The scope and level of project management can vary greatly from project to project. Whether managing a project team consisting of other project consulting professionals, a client company group of resources, or a combination of all these, our staff is comfortable. While being committed to the successful achievements of all milestones and timelines, a project leader always strive to make all projects members feel like part of the team. After all, a significant part of project management is motivation. When a project is completed, team members will go back to their normal jobs and any bad feelings created during the life of the project can linger and be disruptive. Very few organizational leaders understand the issue - they will not be able to complete a project while destroying the members of the project team.</p>\r\n<p style="text-align: justify; ">\r\n While producing updated project plans and status reports is a critical part of managing a project, they are not alone, the answer for <strong>SUCCESSFULLY managed</strong> projects.</p>\r\n<p style="text-align: justify; ">\r\n Life is about the development and execution of projects. Whether your field is architecture or information technology, successful planning involves a carefully crafted set of steps leading to a planned and measurable goals. In today’s fast-paced business environment, this is no simple task. As deadlines get tighter and budgets get smaller, organizations turn to their managers to do more with less. Therefore, successful managers need to replenish their supply of practical skills, insightful strategies and cutting-edge concepts in order to remain a valuable asset to their company.</p>\r\n<p style="text-align: justify; ">\r\n <span data-scayt_word="Rightsizing" data-scaytid="12">Rightsizing</span>, downsizing, de-layering, re-engineering - today’s organizations are changing so fast you can barely keep up. One outcome of all this change is that project management has taken on new importance as a significant way of organizing and getting work done at the workplace. The need for solid project management tools and methodologies has become increasingly evident as companies restructure their organizations, business processes, management and even the workforce itself.</p>\r\n<h3 style="text-align: justify; ">\r\n Project Management''s future is NOW!</h3>\r\n<p style="text-align: justify; ">\r\n A future trend within organizations is the increasing movement towards project management as a highly prized career field. Industry experts such as William <span data-scayt_word="Dauphinais" data-scaytid="13">Dauphinais</span>, a partner at Price <span data-scayt_word="Waterhouse" data-scaytid="15">Waterhouse</span>, have noticed this trend; <span data-scayt_word="Dauphinais" data-scaytid="14">Dauphinais</span> says, “Project management is going to be huge in the next decade. The project manager is the linchpin in the horizontal/vertical organization we’re creating”. Articles in publications such as <em>Fortune</em> magazine have highlighted the growing importance of project management and have positioned it within the four career fields of the future: Strategic, Technical, Resource owners and Project Management.</p>', 'Project Managers vs Project Leaders', '', 'publish', 'closed', 'closed', '', 'project-managers-vs-project-leaders-2', '', '', '2013-06-29 09:49:11', '2013-06-29 09:49:11', '', 0, 'http://invictusleader.com/home/?p=4252', 0, 'post', '', 0),
(4253, 1, '2012-01-19 16:16:17', '2012-01-19 16:16:17', '<p style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Man pointing finger.jpg" style="margin-left: 14px; margin-right: 14px; margin-top: 4px; margin-bottom: 4px; float: right; width: 141px; height: 123px; " />One morning in September 2010, an associate of mine was slated to interview the CEO of a company with an impressive financial record. The aim of the interview was to highlight the company’s success. It was not the kind of uncomfortable interview that sought to probe the possibility of malpractice.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But for reasons best known to himself, the CEO turned out to be the least polite interviewee my associate had come across in her career so far. She was perplexed. The successful performance of the company that was reflected in their annual reports did not match the way the CEO carried himself that day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Maybe he was just having a really bad day. And yet maybe not – read what Ronald E. <span data-scayt_word="Riggio" data-scaytid="2">Riggio</span>, Professor of Leadership and Organizational Psychology at Claremont McKenna College, USA, shared in <em>Psychology Tod</em>ay, “<strong>An organization''s success, however, can be completely unrelated to the company''s leader, or can occur in spite of a bad leader</strong>.”</div>\r\n\r\n<p style="text-align: justify; ">\r\n If the leadership is poor, then what could have made the organization successful? <span data-scayt_word="Riggio" data-scaytid="3">Riggio</span> offers two possible reasons:</p>\r\n<div style="text-align: justify; ">\r\n <strong>Timing can be everything.</strong></div>\r\n<div style="text-align: justify; ">\r\n If a company happens to be in the right industry at the right time, it could achieve success despite its poor leadership, at least in the short term.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Over-attributing success to the leader.</strong></div>\r\n<div style="text-align: justify; ">\r\n This phenomenon was investigated by <span data-scayt_word="Riggio’s" data-scaytid="5">Riggio’s</span> two colleagues in an experiment conducted in both the US and Turkey. Students were presented with scenarios of either a successful or unsuccessful work group. When asked how much the success or failure was due to the leader, the US students (individualistic culture) attributed far more credit or blame to the leader, compared with the Turkish students (more collectivistic, group-oriented culture) who gave far less credit or blame to the leader. Today as more people around the world are increasingly influenced by the US and other Western cultures, we tend to assume that all successful companies must have good leaders as well.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n I would like to suggest another two possible reasons why some companies seem successful despite having poor leaders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>An incredibly good team compensates for the leader’s weaknesses.</strong></div>\r\n<div style="text-align: justify; ">\r\n Some incompetent leaders are very fortunate to be supported by a very capable team of managers and executives. However, if these leaders do not shape up soon enough, they will eventually lose their valuable team members to discerning competitors, and then the painful truth will be exposed.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Some leaders ride on their predecessor’s success.</strong></div>\r\n<div style="text-align: justify; ">\r\n John Smith*, the CEO of AAA for the past one year, was offered the CEO position in a rival company, BBB, which was a world-renowned multinational corporation. Happily, Smith accepted the new post with a significantly improved remuneration package. Less than two years later, Smith resigned, presumably because he did not deliver what was expected at BBB. In fact, his former colleagues at AAA attested that he had not done well at AAA either. But if Smith had <span data-scayt_word="underperformed" data-scaytid="6">underperformed</span>, how could he have impressed BBB’s decision makers and secured the coveted position at BBB? </div>\r\n<div style="text-align: justify; ">\r\n <em>(*Names have been changed for confidentiality)</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In the industry that Smith worked in, sales deals closed in the current year should be attributed to sales and marketing efforts initiated from as far back as 6-12 or even 18 months before, due to the product’s rather complex and tedious sales cycle – no client would commit millions without first studying all the feasible options thoroughly. Therefore, the impressive sales record during Smith’s one-year tenure at AAA was not truly the product of his own capability but largely his predecessor’s.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n We cannot infer that good leadership exists just because the company is enjoying success (executive search consultants, beware!).</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leadership is not measured solely by company successes. Good leadership, asserts <span data-scayt_word="Riggio" data-scaytid="7">Riggio</span>, is more about the <strong>leader''s competency, character and motivations</strong> – attributes that help steer the company to successful and <span data-scayt_word="honourable" data-scaytid="9">honourable</span> outcomes. In summary, good leadership goes hand in hand with <strong>sustainable organizational success that can stand the test of time and the scrutiny of stakeholders</strong>.</div>', 'Can Organizations Have Bad Leaders and Still Be Successful?', '', 'publish', 'closed', 'closed', '', 'can-organizations-have-bad-leaders-and-still-be-successful-2', '', '', '2013-06-29 09:48:47', '2013-06-29 09:48:47', '', 0, 'http://invictusleader.com/home/?p=4253', 0, 'post', '', 0),
(4254, 1, '2012-01-24 03:56:41', '2012-01-24 03:56:41', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/leader-ship-sink.jpg" style="margin-left: 14px; margin-right: 14px; float: right; width: 222px; height: 148px; " /></div>\r\n<div style="text-align: justify; ">\r\n On the night of 13 January 2012, the 114,500-ton Costa Concordia – hailed as one of the largest ships built in Italy – ran aground in Italian waters off the idyllic island of <span data-scayt_word="Giglio" data-scaytid="2">Giglio</span>, Tuscany. By the next day, the ill-fated luxury cruise liner, carrying 4,200 passengers and crew members, had capsized and was practically sinking. As of 22 January 2012, the death toll stood at 13, while 20 people were still unaccounted for.*</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n At the time of writing this, details of the incident are somewhat murky as on-going investigations have not yet been completed, but one thing appears crystal clear: <strong>leadership incompetence</strong>.</div>\r\n\r\n<p style="text-align: justify; ">\r\n Analysts agree that while human hubris was responsible for the Titanic tragedy about a century ago, the Costa Concordia catastrophe was due to human error, further aggravated by a lack of readiness to handle crisis – all pointing back to the lack of leadership aboard the ship.</p>\r\n<div style="text-align: justify; ">\r\n From our perspective, there were four leadership errors that Francesco <span data-scayt_word="Schettino" data-scaytid="3">Schettino</span>, captain of the vessel, had committed.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Being overly optimistic</strong></div>\r\n<div style="text-align: justify; ">\r\n “… I enjoy moments when something unpredictable happens, when you can diverge a bit from standard procedures … It’s a challenge to face, I enjoy it.”</div>\r\n<div style="text-align: justify; ">\r\n ~ excerpt from an interview with Captain <span data-scayt_word="Schettino" data-scaytid="7">Schettino</span> in 2010</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Be careful of what you wish for! It is fine to have a dose of legitimate fun at appropriate times. But when leaders place too much emphasis on pleasure over safety, they are opening a treacherous hatchway to untold danger. Leads from Facebook postings imply that <span data-scayt_word="Schettino" data-scaytid="8">Schettino</span> might have steered the ship dangerously close to shore in what could be interpreted as an act of bravura to salute the family of a crew member living on the island of <span data-scayt_word="Giglio" data-scaytid="9">Giglio</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When people’s lives or livelihood are at stake, it is better for a leader to err on the side of caution. They must never dice with danger just to satisfy their personal penchant for excitement or test how far they can stretch their boundaries.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leaders are discerning enough to know that even one so-called small innocent incident, if not restrained or carefully monitored, can spiral into catastrophic proportions beyond control. One might be able to understand human frailty caused by sudden illness, but the Costa Concordia case involved an error arising from the leader’s own foolish assumption that nothing would go wrong amid the unnecessary risks he took. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Covering up with pseudo-chivalry</strong></div>\r\n<div style="text-align: justify; ">\r\n In an apparent attempt to clutch at straws, <span data-scayt_word="Schettino" data-scaytid="12">Schettino</span> who is currently drowning in criticisms tried to claim credit for saving over 3,000 lives. Should a leader claim credit for what should have been his duty?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n More importantly, should chivalry be taken into account when it was that very same leader himself who caused the fatal error in the first place? The many comments from readers after news about the Costa Concordia was published online reflected the public’s incredulity over the captain’s gall to claim gallantry.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leaders do not twist facts. They boldly come face-to-face with the facts of the matter.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Abandoning ship prematurely</strong></div>\r\n<div style="text-align: justify; ">\r\n The captain’s mandate is to remain on board a troubled ship to protect passenger safety. Abandoning ship before ensuring passenger safety breaches the leadership code of ethics. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n [Note: The International Convention for the Safety for Life at Sea does not require that the captain be the last man to leave the ship, but maritime laws in countries like Italy, Spain and Greece state that the captain should remain on the ship to evacuate passengers though the law does not a specific time the captain can leave the ship.**]</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A poor leader will think of saving his own back first, hence the instinct to abandon ship the instant he feels the heat. On the contrary, credible leaders will brave the storm and see their people through the worst, conscientiously guiding them back to safer conditions.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Creating dubious excuses</strong></div>\r\n<div style="text-align: justify; ">\r\n The infamous Schettino has defended himself by claiming that fell into a lifeboat when the ship tilted. Naturally, many find that a suspiciously convenient coincidence.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A leader who has made a careless error and yet does not admit it is doubly condemned. It reveals that he has not shown remorse and is thus unable to learn from his mistake. Further creating dubious excuses only serves to hammer the nail in the coffin. What can we expect of the fate of the enterprise if the leader to whom his followers look up to shirks his responsibility in crucial times?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify; ">\r\n Being overly optimistic while undermining risks, covering up one’s errors, giving up when the going gets tough and proffering excuses instead of admitting mistakes – these are among the ingredients of a recipe for leadership disaster. With bad leadership, even the mightiest ship can sink!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=1256">Evgeni Dinev</a></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n References</div>\r\n<div style="text-align: justify; ">\r\n * <em><a href="http://news.yahoo.com/costa-concordia-death-toll-rises-13-165614390.html">The Atlantic Wire</a></em></div>\r\n<div style="text-align: justify; ">\r\n **<a href="http://www.slate.com/articles/news_and_politics/explainer/2012/01/costa_concordia_sinking_what_s_the_etiquette_for_abandoning_ship_.html" target="_blank">slate.com</a></div>', 'When the Leader-Ship Sank - Literally', '', 'publish', 'closed', 'closed', '', 'when-the-leader-ship-sank-literally-2', '', '', '2013-06-29 09:48:25', '2013-06-29 09:48:25', '', 0, 'http://invictusleader.com/home/?p=4254', 0, 'post', '', 0),
(4255, 1, '2012-02-02 03:33:09', '2012-02-02 03:33:09', '<p>\r\n <span style="font-size:14px;"><em style="font-size: 14px; "><strong>Followers don’t want a superman</strong></em></span></p>\r\n<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Castillo - coaching with humility.jpg" style="margin-left: 6px; margin-right: 6px; float: left; width: 168px; height: 112px; " />Do you admit your mistakes?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Do you focus on your people’s strengths instead of harping on their weaknesses?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Do you come across as a teachable person?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n If you said, “I do” to all three above, then you possess the attributes that lie at the heart of humble leadership.</div>\r\n\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Humble leaders accept their own limitations but do not demonize followers for theirs. Humble leaders are always looking for ways to improve themselves. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Followers prefer humble leaders. Followers neither want nor need a superman as their leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Why?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Because a superman-leader wouldn’t know what it’s like to have many weaknesses and what it feels like to grapple with everyday human struggles. Superman-leaders would have expectations that are too lofty for the ordinary follower to live up to. Superman-leaders are easily irritated with our so-called ineptness. Superman-leaders do not have the capability to be humble; and in the unlikely event that they show any signs of humility, we greatly suspect such sentiment to be faked.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n On the other hand, a leader’s ability to <strong>admit mistakes</strong>, to <strong>focus on other people’s strengths</strong> and to be <strong>willing to learn</strong> shows his followers that he is willing to grow just as his followers are also striving to grow. Followers can identify and resonate with such an authentic leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Research evidence</strong></div>\r\n<div style="text-align: justify; ">\r\n What research evidence do we have, which concludes that these <strong>attributes of humble leadership are powerful predictors of effective leadership</strong> <strong>and organizational growth</strong>?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The evidence comes from a study conducted by Bradley Owens, Assistant Professor of Organization and Human Resources at the University of Buffalo School of Management, and David Hekman, Assistant Professor of Management at the Lubar School of Business, University of Wisconsin-Milwaukee, on 16 CEOs, 20 mid-level leaders and 19 frontline leaders from diverse organizations – from military and health care, to financial services and religious bodies. Subjects were asked to describe in detail how humble leaders conduct themselves at the workplace and how a humble leader behaves differently from a non-humble one.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Owens explains that despite the embarrassment of failure, humble leaders are able to overcome their fears and share their feelings as they deal with their own personal growth process, thereby earning the favour of their followers. In addition, these leaders support their followers’ own growth journeys, and this leads to higher performing organizations.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Becoming, not Pretending</strong></div>\r\n<div style="text-align: justify; ">\r\n Humble leaders who show their humanity are more desirable than superman-leaders who project an invincible front. This is because humble leaders who are in the <strong>continuous process of “becoming” better</strong> are held in higher esteem than leaders who are “pretending” to be what their followers know they are not.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What advice do Owens and Hekman offer in the light of their study?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “<strong>You can''t fake humility.</strong> You either genuinely want to grow and develop or you don''t.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>The leader’s desire to grow has a powerful effect on the followers</strong>. Realizing that missteps and uncertainty are acceptable in the growing process, they thrive. As a result, the organization continues to grow and improve.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Reflection</strong></div>\r\n<div style="text-align: justify; ">\r\n So are you becoming or pretending to be an effective leader? Whatever your response is, your followers would have already answered that question for themselves. Do you dare to find out?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=3062">David Castillo Dominici</a></div>', 'Powerful Predictors of Effective Leadership: Attributes of Humble Leadership', '', 'publish', 'closed', 'closed', '', 'powerful-predictors-of-effective-leadership-attributes-of-humble-leadership-2', '', '', '2013-06-29 09:48:04', '2013-06-29 09:48:04', '', 0, 'http://invictusleader.com/home/?p=4255', 0, 'post', '', 0);
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(4256, 1, '2012-02-03 06:33:35', '2012-02-03 06:33:35', '<p style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/Castillo - man with hands over face.jpg" style="text-align: justify; margin-left: 6px; margin-right: 6px; float: right; width: 133px; height: 99px; " /></div>\r\n<div style="text-align: justify; ">\r\n The primary responsibility of an employer is to run the business successfully, but the health of a business depends on the health of its most important asset – employees.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Grief can strike anyone, anytime, anywhere. Grief affects one''s well-being. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What is the impact of grief on employees and business performance? Does your organization know how to take care of its most important asset during their darkest hours? Or do you think that grief is something that overwhelms only weak and emotional people, but should not affect <em>real</em> leaders?</div>\r\n<div />\r\n \r\n</div>\r\n<h4>\r\n </h4>\r\n<h4>\r\n <strong style="font-size: 16px; ">Eight myths of grief</strong></h4>\r\n<div style="text-align: justify; ">\r\n <span style="text-align: justify; ">Providing support to grieving employees “…will yield valuable dividends not only in </span><strong style="text-align: justify; ">productivity</strong><span style="text-align: justify; "> and </span><strong style="text-align: justify; ">profitability</strong><span style="text-align: justify; ">, but also in </span><strong style="text-align: justify; ">employee loyalty</strong><span style="text-align: justify; "> and </span><strong style="text-align: justify; ">goodwill</strong><span style="text-align: justify; ">,” said Therese S. </span><span data-scayt_word="Schoeneck" data-scaytid="2">Schoeneck</span><span style="text-align: justify; ">, Executive Director of Syracuse, New York-based Hope for Bereaved, Inc.*</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="text-align: justify; ">Unfortunately, many corporations are unable to provide their employees the right kind of support because of their misconceptions about grief. Among these misconceptions are the “eight myths of grief” identified by the American Hospice Foundation*:</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 1: We only grieve deaths.</div>\r\n<div style="text-align: justify; ">\r\n Reality: We grieve all losses.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 2: Only family members grieve.</div>\r\n<div style="text-align: justify; ">\r\n Reality: All who are attached grieve.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 3: Grief is mostly an emotional reaction.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Grief is manifested in many ways – including physically.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 4: Individuals should leave grieving at home.</div>\r\n<div style="text-align: justify; ">\r\n Reality: We cannot control where we grieve.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 5: We slowly and predictably recover from grief.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Grief is an uneven process, a roller coaster with no timeline.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 6: Grieving means letting go of the person who has died. </div>\r\n<div style="text-align: justify; ">\r\n Reality: We never fully detach.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 7: Grief finally ends.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Over time most people learn to live with loss.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 8: Grievers are best left alone.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Grievers need opportunities to share their memories and grief, and to receive support.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Understanding the realities of grief will enhance our emotional intelligence as leaders in reaching out to grieving colleagues. If leaders don’t know how to offer the right kind of support, employees will perceive the organization – not just the leaders – to be an uncaring one that places emphasis on profit instead of people.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Impact of grief on business performance</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Does grief affect business leadership performance? Do we expect leaders to remain unscathed when grief strikes their personal lives?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Although there are many possible causes of grief and loss such as downsizing, terminal illness, aging and catastrophic events, a very common cause is bereavement. The impact of a CEO’s bereavement on his/her company was studied by three finance professors in 2007. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The trio of researchers – Morten Bennedsen (Copenhagen Business School), Francisco Pérez-González (University of Texas) and Daniel Wolfenzon (New York University) – tracked the performance of 75,000 Danish companies in the two years before and after the CEO had experienced a death in the family. Financial performance dwindled 21.4 percent after the demise of a child, 14.7 percent after the death of a spouse, and about 8 percent following the loss of any other family member. The drops in profitability appeared sharper for companies headed by women.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Leaders are only human</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Is there a biological reason for the decline in performance? Or did the leaders simply fail to cope with their grief effectively?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Brain scan images of people who are grieving show increased activity along a broad network of neurons in areas affecting mood, memory, perception, conceptualization as well as the regulation of the heart, digestive system and other organs. This shows that grief can really take a toll on us!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Grieve if you must, but don’t prolong the mourning period and don’t saturate your mind with perpetual dark thoughts. The more we dwell on our sorrow, the more developed or permanent those grief-related neural pathways will become. This could further lead to chronic preoccupation or depression.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Four grief-coping strategies</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Neuroscientist Thomas Crook, PhD, recommends the following four strategies to constructively cope with not just bereavement but also other forms of setbacks or disappointment that could bring about grief or sorrow:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1) Stay alert for “thought intruders".</strong></div>\r\n<div style="text-align: justify; ">\r\n The minute you detect an intrusive negative thought, visualize a stop sign. You might even need to say “Stop it!” aloud if that helps you better. In a how-to-be-successful seminar I attended in Kuala Lumpur in 2011, participants were given a black rubber band each to wear on our wrists. The speaker encouraged us to maintain a positive mindset, but in the event that a negative thought crossed our minds, we could pull the rubber band and release it so as to literally snap us out of our negativity. It worked.</div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <strong>(2) Schedule your sad memories.</strong></div>\r\n<div style="text-align: justify; ">\r\n If you must reflect on your unhappier moments, then learn how to manage them. Put them off till a brief period of free time when you don’t need to be productive, for instance, during your tea break. But never analyze your sad thoughts before sleeping – it will only strengthen your negativity because electrical activity prior to our bedtime diminishes in the brain regions linked with analytical reasoning, so we become less objective. </div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <strong>(3) Don''t tolerate self-accusing or superstitious thoughts.</strong></div>\r\n<div style="text-align: justify; ">\r\n Do not entertain self-blame such as, “If only I had been more…” or irrational thoughts like, “I am jinxed – whoever I like always dies.” There is absolutely no logic or truth in such thoughts.</div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <strong>(4) View setbacks as opportunities.</strong></div>\r\n<div style="text-align: justify; ">\r\n “What doesn’t kill us makes us stronger.”</div>\r\n<div style="text-align: justify; ">\r\n ~ Friedrich Nietzsche</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Take comfort in the fact that if you have survived the setback, you can emerge from it stronger.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Conclusion</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Yes, real leaders do cry. But they move on beyond their grief, become stronger in the process, and go on to reach out to others in a similar situation.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n *Cited from <em>Managing Workplace Grief – Vision and Necessity</em> (2002) by Jan Jung-Min Sunoo and Brenda Paik Sunoo</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=3062">David Castillo Dominici</a></div>', 'Do Real Leaders Grieve?', '', 'publish', 'closed', 'closed', '', 'do-real-leaders-grieve-2', '', '', '2013-06-29 09:47:45', '2013-06-29 09:47:45', '', 0, 'http://invictusleader.com/home/?p=4256', 0, 'post', '', 0),
(4257, 1, '2012-02-03 06:41:32', '2012-02-03 06:41:32', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/leadership.jpg" style="float: left; width: 222px; height: 148px; " /></div>\r\n<div style="text-align: justify; ">\r\n The <em>Training</em> magazine reports that training expenditures in the USA <span data-scayt_word="totalled" data-scaytid="2">totalled</span> $59.7 billion in 2011 (www.trainingmag.com). Since that’s a substantial amount of money; it makes sense for companies to ensure that leadership training covers pertinent areas of human capital development, which can greatly impact employee performance. What might those areas be?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n We may not have an exhaustive list, but here is one area that Thomas <span data-scayt_word="Sy" data-scaytid="3">Sy</span>, an experienced business leadership consultant and assistant professor of Psychology at the University of California, Riverside, suggests: “<strong>How leaders view their employees</strong>”. This is an important area because the way leaders perceive their people tends to become a self-fulfilling prophecy!</div>\r\n<div />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>People become what you think they are</strong></div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="Sy’s" data-scaytid="4">Sy’s</span> study* highlighted a simple truth that most of us intuitively knew all this while but lacked strong research support, till now:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n · When managers/leaders hold a positive view of their followers, they treat the followers positively.</div>\r\n<div style="text-align: justify; ">\r\n · When managers/leaders hold a negative view of their followers, they treat the followers negatively.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The positive treatment towards followers in turn leads to better relationships and greater job satisfaction, which ultimately produces high performance – just as their leaders have “prophesied”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>How the research was conducted</strong></div>\r\n<div style="text-align: justify; ">\r\n The research comprised five separate studies across seven samples that involved 1362 workplace leaders. <span data-scayt_word="Sy" data-scaytid="5">Sy</span> applied the following <strong>six core conceptions</strong> by which managers/leaders categorize their employees:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n (1) Industry; (2) Enthusiasm; (3) Good Citizen (positive conceptions)</div>\r\n<div style="text-align: justify; ">\r\n (4) Insubordination; (5) Incompetence; (6) Conformity (negative conceptions)</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Based on the six conceptions above, a follower who is viewed positively is described as industrious, enthusiastic and good citizens. On the other hand, a follower who is viewed negatively is described as insubordinate, incompetent and conforming.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>The theory behind it</strong></div>\r\n<div style="text-align: justify; ">\r\n Implicit followership theories (<span data-scayt_word="IFTs" data-scaytid="8">IFTs</span>) are defined as individuals’ <strong>personal assumptions about the traits and <span data-scayt_word="behaviours" data-scaytid="9">behaviours</span> that characterize their followers</strong>.Leaders automatically and spontaneously categorize their followers and act on those conceptions, even if they don’t realize it.In a way, <span data-scayt_word="IFTs" data-scaytid="10">IFTs</span> determine leadership styles.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In addition, leaders’ <span data-scayt_word="IFTs" data-scaytid="12">IFTs</span> can predict <strong>four interpersonal outcomes</strong>:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n (i) liking</div>\r\n<div style="text-align: justify; ">\r\n (ii) relationship quality</div>\r\n<div style="text-align: justify; ">\r\n (iii) trust</div>\r\n<div style="text-align: justify; ">\r\n (iv) job satisfaction</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The more positively a leader views his people, the better the four interpersonal outcomes, which will in turn have a significant impact on performance. That’s why <strong>discovering your mindset about your people is an important step in leadership</strong>.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Culture and gender bias</strong></div>\r\n<div style="text-align: justify; ">\r\n What about IFTs in multicultural settings? Well, this might pose a problem.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When a leader picks out potential talent, he tends to look for followers who fit in with his IFTs. For example, the Western leader believes that if you are enthusiastic, your enthusiasm will show; if not, then you’re probably not enthusiastic enough. So when this leader comes across followers who exhibit enthusiasm, naturally he treats them as “high potentials”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But when the same leader comes across followers from other cultures (for instance, Asian culture) that tend to be more reserved in expressing their emotions, the leader may inadvertently overlook them although deep down they have as much enthusiasm as their Western peers. Unfortunately, the same bias could also occur where gender is concerned.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Mind your IFTs: Punitive versus Positive</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders who subscribe to more negative IFTs may be prone to delivering <strong>punitive evaluations</strong> of their followers. On the other hand, leaders who subscribe to more positive IFTs may be prone to delivering <strong>positive evaluations</strong> of their followers.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is unfair to deprive or punish others because of the IFTs of your own doing. Therefore, leaders should mind their IFTs very carefully. Get to know your IFTs profile and question yourself why you believe in what you believe.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Summary: Implications for Leaders and Trainers/Coaches</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, be mindful of what you think about your people. If you harbour negative conceptions, you can’t help but view your people negatively, regardless of whether they’re really as bad as you think they are. If you find yourself evaluating someone harshly, check whether it’s coming from your own biasness. Or, if you’re having trouble identifying someone’s potential, check whether it’s simply because they don’t fit into what you think constitutes potential. Try seeing your people for who they really are.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Trainers and Coaches – Sy’s research suggests that it is possible to change leaders’ conceptions about their followers. So why don’t we <strong>make our self-fulfilling prophecies work positively in our people’s favour</strong>? For the organization, facilitating the right mindset change through training and coaching would be a<strong>smart</strong><strong> corporate strategy</strong> because it positively impacts employee performance and ultimately, business performance.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=721">Renjith Krishnan</a></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:12px;"><strong>*Reference</strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:12px;">Thomas Sy. <strong>What do you think of followers? Examining the content, structure, and consequences of implicit followership theories</strong>. <em>Organizational Behavior and Human Decision Processes</em>, 2010; 113 (2)</span></div>', 'Self-Fulfilling Prophecy of Leaders: Make It Positive!', '', 'publish', 'closed', 'closed', '', 'self-fulfilling-prophecy-of-leaders-make-it-positive-2', '', '', '2013-06-29 09:46:55', '2013-06-29 09:46:55', '', 0, 'http://invictusleader.com/home/?p=4257', 0, 'post', '', 0),
(4258, 1, '2012-02-03 06:44:44', '2012-02-03 06:44:44', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/cancel_f2.png" style="margin-left: 6px; margin-right: 6px; float: right; width: 66px; height: 66px; " />Since time immemorial, countless leadership errors have been made and many dire consequences faced. Yet without making mistakes, one cannot learn. This is indeed a paradoxical dilemma for leaders: To err or not to err?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n\r\n<div style="text-align: justify; ">\r\n We must first recognize that there are unnecessary mistakes we can spare ourselves from. These mistakes are avoidable if we are well-informed and prepared to learn. While it is impossible to compile an exhaustive list, the following are a selection of 5 errors – not necessarily the worst ones – that commonly befall the average leader, presented in no particular order of priority.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1) Forgetting to lead your self. </strong></div>\r\n<div style="text-align: justify; ">\r\n “I am indeed a king because I know how to rule myself.”</div>\r\n<div style="text-align: justify; ">\r\n ~ <span data-scayt_word="Pietro" data-scaytid="2">Pietro</span> <span data-scayt_word="Aretino" data-scaytid="3">Aretino</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n During a talk on management and leadership, the speaker who was supposed to be a key figure in his field, inadvertently shared about picking up a few CDs on <span data-scayt_word="Petaling" data-scaytid="4">Petaling</span> Street. [Note: To the uninitiated, <span data-scayt_word="Petaling" data-scaytid="5">Petaling</span> Street sells pirated entertainment media.] Immediately, one could sense that he had lost credibility among the audience. In all likelihood, one of the two following thoughts must have crossed their minds: “Do I want to follow a leader who seems to have no moral compass within himself?” or “How foolish! Could he not have withheld his tongue from sharing such a damning piece of information?”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A leader must be able to exercise good self-governance before he can lead others. He must know himself intimately and have mastery over self. If you cannot lead your own self, who will want you to lead them?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(2) Forgetting who you are leading.</strong></div>\r\n<div style="text-align: justify; ">\r\n It was Robert <span data-scayt_word="Greenleaf" data-scaytid="6">Greenleaf</span> who said that “Good leaders must first become good servants”. Therefore if you are called to be a leader, you are the people’s servant, not vice versa. Unfortunately, many leaders forget that the people they lead are not their servants. On the other hand, being a good leader who serves others doesn’t mean that you do everything for your people and make them dependent or beholden to you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The following vignette amplifies the difference between a good person and a good leader. After dining with a guest, a good person’s guest will think, “What amazing qualities he has!” On the other hand, after having dinner with a good leader, his guest will think, “What amazing qualities I have!”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A good leader inspires others to realize their own potential. Though leadership begins with scrutinizing yourself, the end game is about others – influencing them to reach greater heights. A good leader never forgets how valuable his people are.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(3) Banking too much on rationality.</strong></div>\r\n<div style="text-align: justify; ">\r\n Like it or not, every decision we make is inevitably tied up with our emotions, directly or indirectly because that’s the way humans are wired. Many leaders fail to get their people’s buy-in simply because they use too much logic and too little love. Instead, leaders should connect rather than compel, encourage rather than enforce.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A single dose of compassion is much more effective at motivating others than giving a thousand reasons why someone must do this or that. At other times, a pinch of humour or lightheartedness may be appropriate to break the tension.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “A sense of humour is part of the art of leadership, of getting along with people, of getting things done.”</div>\r\n<div style="text-align: justify; ">\r\n ~ Dwight D. Eisenhower</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(4) Letting corporate rules overrule. </strong></div>\r\n<div style="text-align: justify; ">\r\n Rules were made for men, and not men for the rules. Thus the priority is on the person’s well-being first. Here is a case in point:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n After completing a demanding project, the project team members who had sacrificed many evenings and weekends were given an extra day off their work. The day agreed upon was a Friday. At the last minute, one team member had to report to work that Friday because of an urgent matter. So she asked the HR department if she could take another day off instead. Their response? No. Because that specific Friday was stated in the form, the matter was set in stone. Period.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When decision makers in the organization don’t know how to exercise discretion, they risk eroding the employees’ morale. In general, rules must be adhered to, but under special circumstances, leaders need to be discerning, empathetic and flexible.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>5) Distracted by the latest and the sexiest.</strong></div>\r\n<div style="text-align: justify; ">\r\n Stay focused on basic good old-fashioned leadership values like humility and honesty instead of getting sidetracked by new leadership fads. For instance, trying to conduct leadership training based on the most recent set of buzzwords is going to be a waste of valuable corporate resources if your executives still have attitudes such as “Why should I change?” or “Why should I respect people from that culture?”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n It could take just one little misstep to undo your great leadership track record. Therefore, conscientious leaders would do well to pay heed to the potential pitfalls that others have painfully experienced or witnessed and now warn you about.</div>', 'To Err or Not to Err? 5 Leadership Errors and How to Avoid Them', '', 'publish', 'closed', 'closed', '', 'to-err-or-not-to-err-5-leadership-errors-and-how-to-avoid-them-2', '', '', '2013-06-29 09:46:34', '2013-06-29 09:46:34', '', 0, 'http://invictusleader.com/home/?p=4258', 0, 'post', '', 0),
(4259, 1, '2012-03-08 04:22:15', '2012-03-08 04:22:15', '<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Man_rethinking_food.jpg" style="float: right; width: 122px; height: 122px; " />Supper at one of the outlets of a well-known fast food chain turned awry somewhere in Malaysia, when punches became the order of the night instead of the chicken the clients sought to order.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It all began when weary clients who had queued up for close to an hour towards the end of a long day were suddenly told that the chicken had run out. Feathers were ruffled. Aggravated by hunger pangs and the unfulfilled expectations of their basic human need, frustrated clients began crying foul over the lack of fowl.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Morale dipped further. Tension shot sky high. Eventually something snapped and the claws came out.</div>\r\n\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A few restaurant workers stormed out from behind the service counter and from the kitchen to assault a client who expressed his intention to make a formal complaint to the restaurant’s management while taking some photos of the staff involved. There was a scuffle. Part of the incident was captured by an eye-witness and uploaded onto YouTube.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The whole drama was the outcome of failure somewhere somehow along the various levels of leadership. All of us could learn a few valuable lessons from the <span data-scayt_word="unsavoury" data-scaytid="2">unsavoury</span> event.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #1: Count Your Chickens Before They Are Fetched</strong></div>\r\n<div style="text-align: justify; ">\r\n Management 101 tells us something about inventory management. It is fundamental for businesses to establish a system that can forecast and manage their demand and supply chain. If you discover a persistent weakness in your organization’s supply management, then it is usually a matter of “fired” or “fried”, i.e. the supplier or staff directly responsible for the gross oversight should get fired, otherwise your reputation will be fried.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #2: Manage Customer Expectations</strong></div>\r\n<div style="text-align: justify; ">\r\n Even if a sudden burst of demand were to outstrip supply, any restaurant manager should have the presence of mind to manage customer expectations by courteously informing the latter of the food shortage – or at least the high possibility of the deficit – as soon as possible, and not only when it is the customer’s turn to order. Doing so would give customers the opportunity to look for viable alternatives, instead of “forcing” them to order something else on the menu, or turning them away at the eleventh hour. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Customers are not so unreasonable as to blame you for unforeseeable market forces impacting supply, but they will chide you for not advising them of potential problems in advance. You can absolve yourself from all responsibility, protesting as much as you like that it is really not your fault, but your customers will definitely consider going to your competitors the next time round.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #3: Manage Your Anger</strong></div>\r\n<div style="text-align: justify; ">\r\n We live in a stressful world, more often on the edge of fury rather than on the edge of glory. Where no mental disorder is diagnosed, anger is usually a symptom of high stress. All of us, especially if we are involved in the service or hospitality industry, must learn how to manage our anger. Otherwise, we should not be in the industry at all.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Why is it so hard to control one’s anger? Once our <span data-scayt_word="amygdala" data-scaytid="3">amygdala</span> – the part of our brain that is involved in processing emotions such as fear and aggression (anger) – has been “hijacked” by the over-flooding of our emotions, there is no turning back. Like a rollercoaster that must complete its programmed course, the emotions that hijack our <span data-scayt_word="amygdala" data-scaytid="4">amygdala</span> will rush forward irreversibly. Although things may calm down after the emotional storm is over, the damage – sometimes very costly – has already been done.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Therefore, the tip is to prevent setting off the <span data-scayt_word="amygdala" data-scaytid="5">amygdala</span> on the wrong course in the first place. Wise leaders can see the negative trigger coming and avoid it. They know how to manage any spark of negative emotion before it explodes into an uncontrollable devouring fire.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Leaders should ensure that all their people know how to manage their anger and exercise great caution with the words they speak. As psychologists would attest, words do have a powerful impact on one’s psyche.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #4: It’s not Racial, It’s just Mercurial</strong></div>\r\n<div style="text-align: justify; ">\r\n Some parties have tried to politicize the unfortunate fowl incident by injecting racial connotations. Since the customer in the case was of a different ethnicity from that of the restaurant workers, there were allegations that the former must have uttered a racial slur to provoke the violence, an allegation the customer has denied.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leaders must know the exact root of a problem in order to be able to take the right action. If it is just a matter of volatile temperaments gone out of control, then it must not be exaggerated as something else especially something as sensitive as ethnic or racial bias. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #5: Train, train, train! Coach, coach, coach!</strong></div>\r\n<div style="text-align: justify; ">\r\n The fifth lesson is a corollary of the other four lessons. They boil down to the need for training and coaching.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Where leadership development is concerned, training and coaching are not optional. Instead training and coaching are indispensable ingredients in the recipe for corporate success. There is no way you can dish out authentic corporate success without those basic ingredients.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <b>Food for Thought</b></div>\r\n<div style="text-align: justify; ">\r\n The organization that owns the restaurant chain in the aforementioned case was also embroiled in another controversy in October 2010. Could this be indicative of the organization’s emphasis on training and coaching?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Some organizations “chicken” out on training and coaching because the leaders are afraid to open the floodgates for an honest look at organizational shortcomings which would reflect back on the leaders themselves.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Is your organization an exemplar of good service, best practices and a healthy culture? If the standard falls short, should you be considering further training and coaching?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n [Note: The fowl story had a tasty ending after all. News published in the local papers on 19 February indicated that the customer was happy with the apology and compensation offered by the restaurant management.]</div>', 'When Clients Cried Foul Over Fowl', '', 'publish', 'closed', 'closed', '', 'when-clients-cried-foul-over-fowl-2', '', '', '2013-06-29 09:46:10', '2013-06-29 09:46:10', '', 0, 'http://invictusleader.com/home/?p=4259', 0, 'post', '', 0),
(4260, 1, '2012-05-10 06:25:58', '2012-05-10 06:25:58', '<p>\r\n <span style="text-align: justify; ">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>“Leadership is influence.”</em></div>\r\n<div style="text-align: justify; ">\r\n ~ John C. Maxwell</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/Group of office execs standing in discussion.jpg" style="width: 208px; height: 138px; margin-left: 6px; margin-right: 6px; float: right; " />Much has been said and written about leadership influence and emotional intelligence. A Google search on 9 May 2012 of the key phrase “leadership influence and emotional intelligence” yielded 3.99 million results, whereas a Yahoo search of exactly the same phrase yielded 101 million results. While the algorithm used by each of the two well-known search engines might be quite different, the significant number of references to the phrase indicates the strong link between leadership influence and emotional intelligence.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To refresh our memory on what emotional intelligence is, let us consider the definition by Peter <span data-scayt_word="Salovey" data-scaytid="2">Salovey</span> and John Mayer, which was submitted about six years before Daniel <span data-scayt_word="Goleman" data-scaytid="3">Goleman</span> popularized the term in his bestseller, <em>Emotional Intelligence: Why It Can Matter More Than IQ</em>:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “We define emotional intelligence as the subset of social intelligence that involves the ability to monitor one''s own and others'' feelings and emotions, to discriminate among them and to use this information to guide one''s thinking and actions.”</div>\r\n<div style="text-align: justify; ">\r\n ~ <span data-scayt_word="Salovey" data-scaytid="4">Salovey</span> & Mayer, <em>Emotional Intelligence</em>, 1990</div>\r\n<div style="text-align: justify; " />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n [Note: The term “emotional intelligence” was coined by the late Wayne Payne in his 1985 doctoral thesis titled, “A Study of Emotion: Emotional Intelligence”. It was not well-known earlier because it was unavailable electronically. Reference: <a href="http://eqi.org/payne.htm">http://eqi.org/payne.htm</a>]</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Your influence is greater than you think</strong></div>\r\n<div style="text-align: justify; ">\r\n Many of us underestimate our leadership influence on others; that’s why we are pleasantly surprised when people tell us that they have achieved something because of what we once said to them, or did for them. On the contrary, our leadership influence could adversely impact people in such a way that they underachieve instead.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is always never too late to pause and check yourself. Among the first things you can do is to find out if you are unwittingly committing some of the errors that hamper leadership influence. Once you realize where you have gone wrong, you can start making some timely changes – even micro changes can make a huge difference.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Dr <span data-scayt_word="Reldan" data-scaytid="5">Reldan</span> S. <span data-scayt_word="Nadler" data-scaytid="6">Nadler</span>, the author of <em>Leading with Emotional Intelligence</em>, outlines seven errors – usually unintentional – that can stifle our leadership performance and influence. Check if you have inadvertently fallen into any of these:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1)</strong> <strong>Generalization of skill error</strong></div>\r\n<div style="text-align: justify; ">\r\n This tends to happen when you promote people who excel technically to a managerial or leadership position. A classic scenario is the computer genius who gets promoted to Head of Department. Though a brilliant individual performer, the software engineer may turn out to be terrible at managing or leading. Instead, leaders – who should themselves have high <span data-scayt_word="EI" data-scaytid="7">EI</span> – must work on their successors’ <span data-scayt_word="EI" data-scaytid="8">EI</span> as a <strong>top priority</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(2) <strong>Spotlight error</strong></strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders are constantly under the spotlight where every little action is scrutinized and, unfortunately, often misconstrued. Even presidents and CEOs have been caught off-guard with some embarrassing or reactive response captured on social media that went viral. But once the damage is done, the leader’s credibility and influence are seriously, or even irreversibly, affected. The caveat: <em><u>Nothing</u></em> is off-the-record especially when a recording device is so readily accessible nowadays (and turned on without the speaker''s knowledge).</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(3)</strong> <strong>Influence error</strong></div>\r\n<div style="text-align: justify; ">\r\n Amid the hustle and bustle of work, you tend to forget to acknowledge your people’s contributions; sometimes you even lose touch with them! Your leadership influence over your people diminishes each day with every missed opportunity to share your positive influence. Therefore, actively seek out such opportunities, whether during a festive season celebration or at a company event.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(4)</strong> <strong>Neglect error</strong></div>\r\n<div style="text-align: justify; ">\r\n Sometimes leaders get so bogged down by so many urgent matters that they forget what is <strong>non-urgent but still very important</strong>. Providing consistent feedback, coaching and direction is an indispensable leadership responsibility, whether or not it seems to be urgently required at that moment.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(5) <strong>Style alignment error</strong></strong></div>\r\n<div style="text-align: justify; ">\r\n Every leader has his or her unique preferred style of communicating and leading. But what sets great leaders with high <span data-scayt_word="EI" data-scaytid="9">EI</span> apart is that they know how to align their leadership styles to accommodate the diverse needs of their people. For example, in countries with a multi-ethnic identity, you find that some leaders can thrive within their own ethnic groups but are less effective or influential on a national platform.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(6)</strong> <strong>Focus error</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders who are not focused or have not made their vision clear enough would not be able to positively influence their people. Too many focus areas will confuse one’s followers and spread all work efforts too thinly everywhere.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(7) Frequency error</strong></div>\r\n<div style="text-align: justify; ">\r\n Sometimes, leaders don’t apply the necessary strategies frequently enough to reap results. Just like exercise or learning – it needs to be done consistently and long enough to gain the desired impact.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n If two or more of the seven errors apply to you or a direct report, it implies that you are under-performing. However, there is room to grow and maximize your leadership influence, for instance, through mentorship or professional coaching.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Reference</strong></div>\r\n<div style="text-align: justify; ">\r\n <em>Leading with Emotional Intelligence: Hands-On Strategies for Building Confident and Collaborative Star Performers </em><em>by <span data-scayt_word="Reldan" data-scaytid="11">Reldan</span> S. <span data-scayt_word="Nadler" data-scaytid="12">Nadler</span></em></div>', 'Enhance Your Leadership Influence through Emotional Intelligence', '', 'publish', 'closed', 'closed', '', 'enhance-your-leadership-influence-through-emotional-intelligence-2', '', '', '2013-06-29 09:45:44', '2013-06-29 09:45:44', '', 0, 'http://invictusleader.com/home/?p=4260', 0, 'post', '', 0);
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(4261, 1, '2012-08-01 01:15:08', '2012-08-01 01:15:08', '<h4>\r\n <b><span style="font-family: Arial; ">Ten Time-Tested Truths about Leadership (Part 1 of 5):</span></b></h4>\r\n<div>\r\n <span style="font-family: Arial; ">by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="margin-left: 40px; ">\r\n <span class="apple-converted-space"><span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; "><span data-scayt_word="Kouzes" data-scaytid="2">Kouzes</span> & Posner : </span></span><span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; ">“I don’t know what you call something that’s been the same for 25 years, but. . .” </span></div>\r\n<div style="margin-left: 40px; ">\r\n <span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; "> </span></div>\r\n<div style="margin-left: 40px; ">\r\n <span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; ">Ken Blanchard : “I’d call it the truth!”</span></div>\r\n<div>\r\n <span style="font-family: Arial; "> </span></div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img src="http://svenonia.files.wordpress.com/2011/11/kouzesposner_320.jpg" style="float: right; margin-left: 10px; margin-right: 10px; height: 111px; width: 122px;" /><span style="font-family: Arial; text-align: justify; ">The above is an excerpt from an actual spontaneous conversation that influential leadership researchers James (Jim) M. <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Z. Posner had </span><span style="font-family: Arial; ">with Kenneth Blanchard, a renowned management and leadership author in his own right.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">On the surface, <i>The Truth About Leadership</i> (2010) by <span data-scayt_word="Kouzes" data-scaytid="5">Kouzes</span> and Posner, might seem like a rehash of their earlier works. But if you delve deeper, you find that this isn’t really the case because the authors have continued to diligently collect and study more data during the intervening years. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">With a cumulative total of 30 years of research in their lifetime so far, as well as over one million responses to their leadership assessment tool to date, <span data-scayt_word="Kouzes’" data-scaytid="7">Kouzes’</span> and Posner’s findings confirm some enduring truths about leadership, which are worth revisiting, perpetuating and evangelizing.</span></div>\r\n<div style="text-align: justify; " />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Through their vast research, <span data-scayt_word="Kouzes" data-scaytid="8">Kouzes</span> and Posner have distilled these 10 time-tested truths that all leaders should understand despite the different circumstances they find themselves in. But a word of caution here: these leadership truths are neither a formula nor a shortcut; on the contrary, though the truths appear simple enough (“Oh, they sound familiar!” or “They seem like common sense to me!”), putting them into practice is much more complicated than you think. </span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Here are the 10 leadership truths at a glance:</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 1: YOU make a difference.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 2: Credibility is the foundation of leadership</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 3: Values drive commitment.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 4: Focusing on the future sets leaders apart</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 5: You can’t do it alone.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 6: Trust rules.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 7: Challenge is the crucible for greatness.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 8: You either lead by example or you don’t lead at all.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 9: The best leaders are the best learners.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 10: Leadership is an affair of the heart.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">In Part 1 here, we shall consider the first two truths. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<h4>\r\n <b><span style="font-family: Arial; ">Truth no. 1: YOU make a difference.</span></b></h4>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">The first revelation that must grip you is that you matter. It may sound presumptuous or self-seeking but the truth is, if you don’t even feel that you can make a difference, then you won’t!</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">So, in what way(s) do you matter? The short answer is your <span data-scayt_word="behaviour" data-scaytid="11">behaviour</span>.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "><span data-scayt_word="Kouzes" data-scaytid="10">Kouzes</span> and Posner’s conclude that leadership is not so much about <i>who</i> you are or <i>where</i> you are from, but about <b><i>what</i> you do</b>. From their research, a whopping 25% of the reason why people feel they could work more effectively is attributed to the leader’s <b><span data-scayt_word="behaviour" data-scaytid="13">behaviour</span></b>. On the other hand, a mere 1% of the reason is attributed to other factors: age, gender, ethnicity, nationality, education etc. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Take for instance, age. Even children can initiate a movement or campaign despite not having attained the legal age of maturity or the formal leadership titles that are normally bestowed upon adults only. There are ample stories in the media that attest to children taking the lead, for example, Melissa Poe of USA who founded Kids For A Clean Environment (Kids FACE) in 1989 as a fourth grader. More recently, we have role models such as <span data-scayt_word="Harnoor" data-scaytid="15">Harnoor</span> Gill, aged 14, a youth leader in Canada who has started a number of charitable initiatives and who promotes volunteerism among youths through his own extensive voluntary work. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Today, technology has enabled many forms of surveillance that can monitor your movements for security purposes. Even your PC has a special IP address that can track where you are located geographically and which websites you have visited. Yes, you are constantly being watched, but in more ways than one. Whether you like it or not, people are consciously or subconsciously observing you in terms of your leadership capabilities – or the lack thereof.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">These are the people in your immediate circle of influence, and those who come into contact with you: your family members, friends, colleagues, customers, suppliers, <span data-scayt_word="neighbours" data-scaytid="16">neighbours</span> et cetera. Although we may be influenced by someone distant such as a respected leader halfway across the globe, that individual’s influence is much less powerful than the influence of those who are physically around or close to us. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">That is why <span data-scayt_word="Kouzes" data-scaytid="17">Kouzes</span> and Posner assert that <b>leadership role models tend to be local</b>. You can make a difference to those around you. Whatever skills and abilities you have, that is what is needed for you to lead. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Therefore, ask yourself today: <b>Who do I impact with my leadership capability? What kind of impact do I have on them? What positive difference can I make to their lives?</b></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<h4>\r\n <b><span style="font-family: Arial; ">Truth no. 2: Credibility is the foundation of leadership.</span></b></h4>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Deep down, the second truth strikes a cord within us; it is so profound and so relevant – I call this the <b>truth that touches the masses</b>. Unfortunately, this truth has been tarnished and misrepresented so often that people have become disenchanted. Just recall: how many times have you felt incredulous when politicians sing about themselves being credible while derailing their opponents’ credibility, when incredibly, they themselves have hardly done anything of credit?</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "><span data-scayt_word="Kouzes" data-scaytid="19">Kouzes</span> and Posner define credibility as being honest, forward-looking, inspiring and competent, and attest that this admired leadership attribute has remained constant over three decades of their research. Many of us can relate honesty to credibility, but what about forward-looking, inspiring and competent?</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Forward-looking means possessing a <b>sense of direction</b> and being concerned about the future of the organization. An organization’s future is usually articulated in their vision and mission statement. But beyond articulation, people expect their leaders to be able to align the organization’s future with their own future hopes and dreams. In a nutshell, if you don’t show <b>concern for your people’s aspirations</b>, they will not find you credible enough to lead them.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">An inspiring leader is one who shares genuine enthusiasm, excitement and energy about the exciting possibilities ahead for his people. People don’t want to follow a sullen, pessimistic and negative leader who lacks the energy, hope and passion to lead them to the finish line. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">In short, the lesson here from <span data-scayt_word="Kouzes" data-scaytid="21">Kouzes</span> and Posner is, “Do What You Say You Will Do” (<span data-scayt_word="DWYSYWD" data-scaytid="24">DWYSYWD</span>). </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">The thought for you today is: <b>Do I have the credentials of credibility that cause people to willingly follow me? </b></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div>\r\n <i><span style="font-family: Arial; ">(To be continued in Part 2)</span></i></div>', 'Behaviour and Credibility', '', 'publish', 'closed', 'closed', '', 'behaviour-and-credibility-2', '', '', '2013-06-29 09:45:21', '2013-06-29 09:45:21', '', 0, 'http://invictusleader.com/home/?p=4261', 0, 'post', '', 0),
(4262, 1, '2012-08-10 12:38:50', '2012-08-10 12:38:50', '<h4>\r\n <strong style="text-align: justify; ">Ten Time-Tested Truths about Leadership (Part 2 of 5):</strong></h4>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>“Hindsight produces the insight that produces your foresight.”</em></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In Part 2 here, we discuss the third and fourth truths about leadership, as espoused by James M. <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Z. Posner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Truth no. 1: YOU make a difference.<img src="http://ca.pbsstatic.com/l/40/3540/9780470633540.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 119px; height: 168px; " /></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 3: Values drive commitment.</strong></div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 4: Focusing on the future sets leaders apart</strong></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 5: You can’t do it alone.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 6: Trust rules.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 7: Challenge is the crucible for greatness.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 8: You either lead by example or you don’t lead at all.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 9: The best leaders are the best learners.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 10: Leadership is an affair of the heart.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 3: Values drive commitment.</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders cannot demand commitment from their people; they need to earn it. Your people want to know who and what they are “laying their lives down” for. They want to know your values – what you care about, why you care about those things and ultimately, why they ought to be following you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Who are you? What are your values?</div>\r\n<div style="text-align: justify; " />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Large organizations with hundreds or thousands of employees spend significant time and money to clarify their company’s core values. Some multinationals hire consultants for millions of dollars for such an exercise. Before joining any organization, it is normal for prospective employees to check out the company’s vision, mission and core values, to know if that is a place they would like to commit a sizeable portion of their professional lives to.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Similarly, you need to be certain of what your personal values are. You cannot expect anyone to follow you if you don’t represent anything of value. People don’t want to follow an empty shell; people want to follow a leader with substance.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n If you haven’t crystallized your personal values yet, then today is a good day to start reflecting on the matter. Find it too taxing? Or you have no time? I’d say those are rather lame excuses. After all, little inconveniences don’t prevent us from fulfilling our priorities in life such as organizing our child’s birthday party or planning a family holiday!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 4: Focusing on the future sets leaders apart.</strong></div>\r\n<div style="text-align: justify; ">\r\n Research findings by <span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span> and Posner reveal that only 27% of the respondents chose “forward-looking” as a preferred characteristic in a colleague, whereas 70% of the same sample of respondents selected “forward-looking” when it came to their leaders. The 43 percentage point gap is the biggest difference the researchers have come across among all the characteristics they surveyed for colleagues and leaders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What does that tell us? People want to be assured that there is a promising future ahead of them and that they can achieve it under the right leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n So, how do you sharpen your focus of the future?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Spend time today thinking about the future in order to have more time tomorrow, that’s what <span data-scayt_word="Kouzes" data-scaytid="6">Kouzes</span> and Posner advocate. From my experience, I find that thinking deeply and reflecting is one of the hardest things for people to do today. This is because people get so bogged down by the day-to-day demands of life that they think reflection is a waste of time, they feel too tired and cannot stay focused on the task, or they are just too fearful of coming to terms with their true selves. If leaders don’t resolve this shortcoming, I believe they are unwittingly jeopardizing their own leadership potential.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The reason you must invest adequate time and effort in thinking – though seemingly not “doing” anything – is because you want to be so well prepared that you will save heaps of time and opportunity costs in the future by doing things right the first time, if possible, all the time.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Another tip by <span data-scayt_word="Kouzes" data-scaytid="9">Kouzes</span> and Posner is to reflect on the past in order to plan better for the future. This doesn’t mean harping on past mistakes and filling your soul with the negative vibes of old wounds and regrets, but it surely means remembering valuable lessons from the past, as well as to remind yourselves of the areas that you have been passionate about.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n This truth is something that I would express as, “<strong>Hindsight produces the insight that produces your foresight.</strong>”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What does it take to be able to do the above? Well, you’ve got to have a lot of imagination and optimism – and that’s the kind of substance real leaders are made of.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>(To be continued in Part 3)</em></div>', 'Setting Your Sights Right', '', 'publish', 'closed', 'closed', '', 'setting-your-sights-right-2', '', '', '2013-06-29 09:44:59', '2013-06-29 09:44:59', '', 0, 'http://invictusleader.com/home/?p=4262', 0, 'post', '', 0),
(4263, 1, '2012-08-10 12:53:17', '2012-08-10 12:53:17', '<h4>\r\n <strong>Ten Time-Tested Truths about Leadership (Part 3 of 5): </strong></h4>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#000080;"><strong><em>“The theme of leadership is a team that trusts;</em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#000080;"><strong><em>t</em><em>he thrust of trust is relationships that last.”</em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></span></div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <div style="text-align: start; ">\r\n <span style="text-align: justify; ">In Part 3 of our five-part series, we discuss the fifth and sixth truths about leadership, as espoused by James M. </span><span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span><span style="text-align: justify; "> and Barry Z. Posner.</span></div>\r\n</div>\r\n<p>\r\n <img alt="Four Figures" src="http://public-domain-photos.com/free-stock-photos-1-small/macros/four-figures.jpg" style="text-align: justify; float: right; margin-left: 6px; margin-right: 6px; height: 133px; width: 177px; " /></p>\r\n<div>\r\n <span style="text-align: justify; ">Truth no. 1: YOU make a difference.</span></div>\r\n<div>\r\n <div style="text-align: justify;">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n <div style="text-align: justify;">\r\n Truth no. 3: Values drive commitment.</div>\r\n <div style="text-align: justify;">\r\n Truth no. 4: Focusing on the future sets leaders apart</div>\r\n <div>\r\n <div>\r\n <strong style="text-align: justify; "><span data-scayt_word="Tr" data-scaytid="5">Tr</span></strong><strong style="text-align: justify; "><span data-scayt_word="uth" data-scaytid="6">uth</span> no. 5: You can’t do it alone.</strong></div>\r\n <div>\r\n <strong style="text-align: justify; ">Truth no. 6: Trust rules.</strong></div>\r\n <div style="text-align: justify; ">\r\n Truth no. 7: Challenge is the crucible for greatness.</div>\r\n <div style="text-align: justify; ">\r\n Truth no. 8: You either lead by example or you don’t lead at all.</div>\r\n <div style="text-align: justify; ">\r\n Truth no. 9: The best leaders are the best learners.</div>\r\n <div style="text-align: justify; ">\r\n Truth no. 10: Leadership is an affair of the heart.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n <strong>Truth no. 5: You can’t do it alone.</strong></div>\r\n <div style="text-align: justify; ">\r\n Leaders must cultivate a strong relationship with their people in order to achieve a formidable team that can take on gargantuan tasks. No leader can achieve much without their team. Their so-called personal best is actually the team’s best. There’s no individual glory in leadership. That’s why I support the fifth truth with my own adage that, “The theme of leadership is a team that trusts.”</div>\r\n <div style="text-align: justify; " />\r\n \r\n </div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n To connect with people, leaders need exceptional listening skills and the ability to empathize with their people’s needs. Good leaders are in tune with what their people are going through, and are able to draw out the team’s common values and vision; consequently, this creates resonance within the team.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n In physics, we learn how resonance can be a very powerful force. The Tacoma Narrows Bridge over Puget Sound Washington collapsed in 1940 due to strong winds that caused resonance vibrations set up by strong winds acting on the bridge. Witness how the bridge’s solid concrete structure could wobble in the winds like a rubber band-like in this video footage at the following link:</div>\r\n <div style="text-align: justify; ">\r\n <a href="http://www.youtube.com/watch?v=P0Fi1VcbpAI&feature=player_embedded">http://www.youtube.com/watch?v=<span data-scayt_word="P0Fi1VcbpAI" data-scaytid="7">P0Fi1VcbpAI</span>&feature=player_embedded</a></div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n That is also why soldiers marching across bridges are advised to break step, i.e. not to march in united rhythm in order to avoid creating a strong force of resonance that could take the bridge down. At least two bridge collapses in history in 1831 (England) and 1850 (France) were attributed, at least in part, to soldiers marching in unison.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n When teams emit resonant harmonies, their productivity and effectiveness skyrocket – everyone becomes part of a powerful force; everyone is empowered. <span data-scayt_word="Kouzes" data-scaytid="8">Kouzes</span> and Posner don’t explicitly use the term “empower” but that’s what they mean when they assert that leaders should provide support and make others “feel strong and capable”.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n <strong>Truth no. 6: Trust rules.</strong></div>\r\n <div style="text-align: justify; ">\r\n Founder and CEO of Starbucks, Howard Schultz, once stated, “Trust the coffee and trust one another.” The aromatic essence of trust must have effectively percolated throughout Starbucks because we read that the company’s total net revenue increased 15% to <span data-scayt_word="USD32" data-scaytid="10">USD32</span> billion under the headline, “Starbucks Reports Record Second Quarter Fiscal 2012 Results” at <a href="http://investor.starbucks.com/phoenix.zhtml?c=99518&p=irol-newsArticle&ID=1688089&highlight=">http://investor.starbucks.com/phoenix.zhtml?c=99518&p=<span data-scayt_word="irol-newsArticle" data-scaytid="11">irol-newsArticle</span>&ID=1688089&highlight=</a></div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n Research findings indicate that high-trust organizations outperform low-trust organizations by an astonishing 286 percent (study by Watson Wyatt in 2002). No trust, no gain! Trust is king where performance is concerned.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n Are you a trustworthy leader? Do others trust you? Do you trust your team?</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n For trust to be meaningful, it must not only be pervasive, but it must also be lasting. Trust should not be a fragile framework that can easily crumble with backstabbing and gossip from the <span data-scayt_word="rumour" data-scaytid="12">rumour</span> mill. Instead, trust must be a bulwark that will withstand the pressures of harsh criticisms and misunderstood motives.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n In conclusion, I would like to summarize the sixth truth of leadership with the following expression: “The thrust of trust is relationships that last.”</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n <em>(To be continued in Part 4)</em></div>\r\n </div>\r\n</div>', 'In Team We Trust', '', 'publish', 'closed', 'closed', '', 'in-team-we-trust-2', '', '', '2013-06-29 09:44:32', '2013-06-29 09:44:32', '', 0, 'http://invictusleader.com/home/?p=4263', 0, 'post', '', 0),
(4264, 1, '2012-08-10 13:26:37', '2012-08-10 13:26:37', '<h4>\r\n <strong>Ten Time-Tested Truths about Leadership (Part 4 of 5): </strong></h4>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#a52a2a;"><strong><em>“Like precious metals, our leadership mettle </em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#a52a2a;"><strong><em>can be refined in the fire of challenges and change.”</em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In Part 4, the penultimate installment of our series, we shall consider the seventh and eighth truths about leadership that are advocated by James M. <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Z. Posner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Truth no. 1: YOU make a difference.<img alt="alt" src="images/stories/bigstock_Words_related_to_Change_23404436.jpg" style="width: 168px; height: 168px; margin-left: 6px; margin-right: 6px; float: right; " /></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 3: Values drive commitment.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 4: Focusing on the future sets leaders apart</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 5: You can’t do it alone.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 6: Trust rules.</div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 7: Challenge is the crucible for greatness.</strong></div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 8: You either lead by example or you don’t lead at all.</strong></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 9: The best leaders are the best learners.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 10: Leadership is an affair of the heart.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 7: Challenge is the crucible for greatness.</strong></div>\r\n<div style="text-align: justify; ">\r\n The seventh leadership truth concerns facing challenges and leading change. Just as gold is refined in a graphite crucible at an extremely high temperature to remove impurities, leaders of gold have endured the refiner’s fire in crucibles of challenges only to emerge stronger and wiser.</div>\r\n<div style="text-align: justify; " />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n No person – whether a leader or otherwise – can improve himself or herself by keeping things unchanged. On the other hand, leaders desire change – whether gradual or disruptive and sudden – and welcome the challenges associated with such change.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Are you someone who sees a brick wall that traps you in, or do you see an opportunity to get past those walls, if not break them? Can you take charge of your people under adverse and uncertain conditions without buckling yourself? Are you resilient enough to bounce back higher and better from setbacks? Can you look beyond the present difficulties and envision the exciting possibilities that challenges can pose? Are you able to help your people transform successfully during various transitional stages?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Sounds like a tall order? Leadership is not an insurmountable calling. You have within you what it takes to be a leader. Whatever else you’re short of…those can be learned and developed. So, the truth of leadership is not out there. The truth is right here, inside of you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 8: You either lead by example or you don’t lead at all.</strong></div>\r\n<div style="text-align: justify; ">\r\n People want a leader whom they can follow with confidence. They need tangible evidence of leadership, that’s why they follow someone who models or exemplifies what they believe to be the right characteristics of a leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Have you ever wondered why in some countries, the citizens are pleased to have a monarchy? They respect and revere the monarch although he or she is merely a figurehead. In turn, the royal family attempts to be good role models to the monarch’s subjects through patriotic and charitable acts. The royal family understands that they are under constant public scrutiny and any inadvertent misstep might spell a public relations’ disaster for them.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n By nature, people yearn for a role model that they can look up to. Whether that role model is a member of royalty, a celebrity, a family member, a corporate leader etc., we tend to be inspired by other people’s positive <span data-scayt_word="behaviour" data-scaytid="4">behaviour</span> or actions. As children, we had a tendency to mimic the adults’ <span data-scayt_word="behaviour" data-scaytid="5">behaviour</span>; and even when we’re all grown up now, it’s not that much different! On the flip side, we are just as easily disillusioned by the inappropriate words or deeds of others.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Your <span data-scayt_word="behaviour" data-scaytid="6">behaviour</span> represents what’s inside of you; therefore, people are watching whether what you say and do is consistent with your values, as if looking out for an inspirational role model in whom they can place their confidence and entrust their future. As <span data-scayt_word="Kouzes" data-scaytid="7">Kouzes</span> and Posner aptly put it, “Quite often the greatest distance that leaders have to travel is the distance from their mouths to their feet.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Today, take some time to reflect on your <span data-scayt_word="behavioural" data-scaytid="10">behavioural</span> integrity – do you do what you say you will do? Do you have a feedback system that shows you where you have deviated or slipped? If you have not done well, do you take responsibility for your mistakes? Are you willing to change yourself first? Can you make sacrifices yourself before expecting others to do so too?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Remember, your <span data-scayt_word="behaviour" data-scaytid="13">behaviour</span> impacts the <span data-scayt_word="behaviour" data-scaytid="14">behaviour</span> of those around you. The humility to receive feedback and acknowledge your shortcomings will not only act as an antidote for pride and arrogance but also cultivate the seed capital for your long-term growth and development.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>(To be continued in Part 4)</em></div>', 'The Truth Is In Here', '', 'publish', 'closed', 'closed', '', 'the-truth-is-in-here-2', '', '', '2013-06-29 09:43:54', '2013-06-29 09:43:54', '', 0, 'http://invictusleader.com/home/?p=4264', 0, 'post', '', 0),
(4265, 1, '2012-08-10 13:30:25', '2012-08-10 13:30:25', '<h4>\r\n <strong style="text-align: justify; ">Ten Time-Tested Truths about Leadership (Part 5, concluding our series):</strong></h4>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#b22222;"><strong><em>“To learn, to lead, and to love learning and leading, is what real leaders do.” </em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:10px;"><strong><em> </em></strong><span style="font-size:11px;">~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2" style="style">Elangkoh</span></span></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="Busy Clerk" src="http://www.publicdomainpictures.net/pictures/20000/nahled/busy-clerk.jpg" style="margin-left: 6px; margin-right: 6px; float: right; height: 188px; width: 125px; " />In the final part of our five-article series, we cover the ninth and tenth truths about leadership that are attributed to James M. <span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span> and Barry Z. Posner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Truth no. 1: YOU make a difference.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 3: Values drive commitment.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 4: Focusing on the future sets leaders apart</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 5: You can’t do it alone.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 6: Trust rules.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 7: Challenge is the crucible for greatness.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 8: You either lead by example or you don’t lead at all.</div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 9: The best leaders are the best learners.</strong></div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 10: Leadership is an affair of the heart.</strong></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Let us reflect on how these truths can apply to us.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 9: The best leaders are the best learners.</strong></div>\r\n<div style="text-align: justify; ">\r\n Wise are they who know that they don’t know; therefore they are willing to learn. Wise leaders know they may not be good enough for the next challenge, so they are eager to continuously improve themselves in order to excel.</div>\r\n<div style="text-align: justify; " />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="Kouzes" data-scaytid="9">Kouzes</span> and Posner express it succinctly when they declare that, “Learning is the master skill.” Indeed, without the will and ability to learn, we would remain unteachable and ignorant about many things.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n How then should we learn? Learning methods are boundless – some common ways of learning include reading, discussing case studies, experimenting with ideas, reflecting on our <span data-scayt_word="behaviour" data-scaytid="11">behaviour</span> and being coached. Many top trainers and coaches I know invest thousands of dollars and spend hours in personal learning, both formally and informally. They take courses and get qualifications, not for the sake of collecting accolades, but because they have a passion for learning and because as leaders who train and coach others, they need to be exemplary learners themselves.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But here’s a caveat: <strong>your mindset has a great impact on your <span data-scayt_word="“learnability”" data-scaytid="12">“learnability”</span></strong>. Your beliefs determine your propensity to learn and the learning outcomes. Unfortunately, some employees enter training and coaching sessions with the wrong mindset. They attend simply because their bosses have asked them to, and since they don’t pay for the courses, they don’t stand to lose any money in the event that they don’t gain anything from the whole exercise. Starting any course with a negative attitude is self-defeating and usually ends up as a self-fulfilling prophecy.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Learning involves deliberate practice. For musicians and <span data-scayt_word="sportspeople" data-scaytid="13">sportspeople</span>, that means hours of rigorous daily practice. For leaders, it includes not only the hands-on practice you get on-the-job, but also the simulated sessions you experience during training <span data-scayt_word="programmes" data-scaytid="14">programmes</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Another key takeaway is that throughout one’s learning, support and encouragement are vital. That is why having a coach and/or mentor is important.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In rounding up this truth, the adage that a chain is as strong as its weakest link, applies to leadership as well – <strong>you are as good as your weakest skill</strong>. But rest assured – all the skills you need to become a leader, are learnable.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 10: Leadership is an affair of the heart.</strong></div>\r\n<div style="text-align: justify; ">\r\n There is a certain elderly political figure from a national opposition party in Malaysia whom the people of his constituency respect and love, to the extent that they have unfailingly voted for him over the decades.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Why do they love him? They do so because this leader clearly loves his people, not so much through verbal declarations, but from his <span data-scayt_word="behaviour" data-scaytid="15">behaviour</span> and actions. He shows that he cares not for the riches which many others have gained from kickbacks or for the glory of fame and powerful titles, but he cares for the welfare of his people as evident from his extremely humble lifestyle and approachable <span data-scayt_word="demeanour" data-scaytid="18">demeanour</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#b22222;"><strong>Do you lead to be loved, or do you lead to love? </strong></span>Are you seeking to be a leadership legend or to leave a legacy of exemplary leadership that others may emulate to make the world a better place?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In closing, I would like to summarize the ninth and tenth truths in my own words: “To learn, to lead, and to love learning and leading, is what real leaders do.” Love your people and what you do for them and with them; they will feel it and return you the <span data-scayt_word="favour" data-scaytid="20">favour</span>. Better still, they extend that <span data-scayt_word="favour" data-scaytid="21">favour</span> to the entire community, setting off a chain reaction of positive values, <span data-scayt_word="behaviour" data-scaytid="19">behaviour</span> and leadership.</div>', 'Learn, Lead, Love', '', 'publish', 'closed', 'closed', '', 'learn-lead-love-2', '', '', '2013-06-29 09:43:24', '2013-06-29 09:43:24', '', 0, 'http://invictusleader.com/home/?p=4265', 0, 'post', '', 0);
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(4266, 1, '2012-12-06 14:52:03', '2012-12-06 14:52:03', '<p>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <em>"Leadership is not about personality; it''s about <span data-scayt_word="behaviour" data-scaytid="2">behaviour</span>". </em></div>\r\n<div>\r\n <em> ~ <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Posner</em><br />\r\n </div>\r\n<div style="text-align: justify;">\r\n <input alt="alt" src="images/stories/balaraman - indian biz man.jpg" style="width: 178px; height: 118px; margin-left: 6px; margin-right: 6px; float: left;" type="image" /><br />\r\n There is a plethora of leadership adjectives that you could use to describe the different genres of leaders you know, such as transactional leadership, charismatic leadership and transformational leadership, to name a few. But among all these variations, <strong>which type of leadership is exemplary? Which would YOU willingly follow?</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Leadership gurus and authors of bestsellers including <em>The Leadership Challenge</em>, James M. <span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span> and Barry Z. Posner, developed a survey known as The Leadership Practices Inventory (<span data-scayt_word="LPI" data-scaytid="7">LPI</span>) to find out the exemplary characteristics that people desired their leaders to have. The <span data-scayt_word="LPI" data-scaytid="8">LPI</span> asked respondents to select from a list containing the common characteristics of leaders, the seven top ones that they looked for, admired and would <em>willingly </em>follow.</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n After conducting the survey on 75,000 people during a span of over 20 years, <span data-scayt_word="Kouzes" data-scaytid="5">Kouzes</span> and Posner derived the following list of leadership characteristics, in order of preference:</div>\r\n<ol>\r\n <li>\r\n <div>\r\n Honest</div>\r\n </li>\r\n <li>\r\n <div>\r\n Forward-looking</div>\r\n </li>\r\n <li>\r\n <div>\r\n Competent</div>\r\n </li>\r\n <li>\r\n <div>\r\n Inspiring</div>\r\n </li>\r\n <li>\r\n <div>\r\n Intelligent</div>\r\n </li>\r\n <li>\r\n <div>\r\n Fair-minded</div>\r\n </li>\r\n <li>\r\n <div>\r\n Broad-minded</div>\r\n </li>\r\n <li>\r\n <div>\r\n Supportive</div>\r\n </li>\r\n <li>\r\n <div>\r\n Straightforward</div>\r\n </li>\r\n <li>\r\n <div>\r\n Dependable</div>\r\n </li>\r\n <li>\r\n <div>\r\n Cooperative</div>\r\n </li>\r\n <li>\r\n <div>\r\n Determined</div>\r\n </li>\r\n <li>\r\n <div>\r\n Imaginative</div>\r\n </li>\r\n <li>\r\n <div>\r\n Ambitious</div>\r\n </li>\r\n <li>\r\n <div>\r\n Courageous</div>\r\n </li>\r\n <li>\r\n <div>\r\n Caring</div>\r\n </li>\r\n <li>\r\n <div>\r\n Mature</div>\r\n </li>\r\n <li>\r\n <div>\r\n Loyal</div>\r\n </li>\r\n <li>\r\n <div>\r\n Self-controlled</div>\r\n </li>\r\n <li>\r\n <div>\r\n Independent</div>\r\n </li>\r\n</ol>\r\n<div style="text-align: justify;">\r\n The list above is not meant to be a checklist per se. But it gives us insight into the kind of leaders we would like to have, the kind of leaders we ourselves ought to be, and the kind of leaders we aspire to develop from among our people.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Do you have what it takes to be an exemplary leader? Are you ready to be one?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Five Practices of Exemplary Leadership…preceded by Credibility</strong></div>\r\n<div style="text-align: justify;">\r\n For those who are willing and ready to accept the leadership challenge to be exemplary leaders, <span data-scayt_word="Kouzes" data-scaytid="11">Kouzes</span> and Posner prescribe five practices. With credibility as the essential basis of leadership (without credibility, nothing is believable!), the five practices are as follows:</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n o Model the Way</div>\r\n<div style="text-align: justify;">\r\n o Inspire a Shared Vision</div>\r\n<div style="text-align: justify;">\r\n o Challenge the Process</div>\r\n<div style="text-align: justify;">\r\n o Enable Others to Act</div>\r\n<div style="text-align: justify;">\r\n o Encourage the Heart.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The leader’s credibility arises from his or her integrity. It is an important foundation of leadership, not just because leadership gurus say so, but it is also evident from extensive on-the-ground research – notice how “Honesty” topped <span data-scayt_word="Kouzes’" data-scaytid="13">Kouzes’</span> and Posner’s list of desirable leadership characteristics mentioned earlier. Honesty is closely related to one’s integrity and credibility.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n To illustrate how the five practices may be incorporated into our leadership journey, <span data-scayt_word="Kouzes" data-scaytid="14">Kouzes</span> and Posner also outline two commitments that come with each practice, resulting in a total of ten commitments. </div>\r\n<div style="text-align: justify;">\r\n The 10 Commitments of Exemplary Leadership</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n While the 10 commandments are associated with a heavenly origin, the 10 commitments of exemplary leadership have more earthly implications. Consciously put the following commitments into practice and notice the impact it brings.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 1: Model the way</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 1:</div>\r\n<div style="text-align: justify;">\r\n Clarify values by finding your voice and affirming shared ideals.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 2:</div>\r\n<div style="text-align: justify;">\r\n Set the example by aligning actions with shared values.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Exemplary leadership demands that you become a <strong>role model </strong>yourself. People are constantly observing how you behave or act. To be able to withstand the merciless scrutiny of others without stumbling – especially that of your detractors who wish to see you fail – is no mean feat.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That’s why Commitment 1 is necessary – you need to be very certain of your own values first before you are strong enough to progress to Commitment 2 where you have to walk the talk and persevere despite pressures or temptations to compromise on your values. A well-known example in history is Mahatma Gandhi who has become the epitome of long-suffering yet effective leadership, and to whom the following quote is attributed: “Be the change you want to see in the world.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n You cannot expect others to be what you yourself are not willing to be. But once you win over your people with your clear stance of exemplary shared values, you will gain their loyal support and cooperation because as <span data-scayt_word="Kouzes" data-scaytid="17">Kouzes</span> and Posner wisely observed, <strong>“People follow the person, first, then the plan.”</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 2: Inspire a shared vision</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 3:</div>\r\n<div style="text-align: justify;">\r\n Envision the future by imagining exciting and ennobling possibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 4:</div>\r\n<div style="text-align: justify;">\r\n Enlist others in a common vision by appealing to shared aspirations</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n It’s great that you have a vision, but do others see it the way you do? Can they feel the excitement and rewarding outcomes? Exemplary leaders know how to communicate their vision so effectively that their people are able to take the vision as their own.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n At the same time, enlisting your people also means that you <strong>give them the necessary space and resources</strong> to realize the exciting shared vision ahead, instead of stifling them with unnecessary work stress such as office politics, internal bickering and lack of management support.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Look at Google, Apple and <span data-scayt_word="Zappos" data-scaytid="19">Zappos</span>: successful companies know how to <strong>inspire their people intrinsically</strong>, instead of merely sending a memo to compel employees to adopt the company’s vision. And by inspiring your people, I don’t mean organizing a one-off feel-good company trip or quarterly “rah-rah” sessions. You have to be sincere and consistent EVERY day in the way you inspire your staff.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>(To be continued in Part 2)</em></div>', 'The 10 Commitments of Exemplary Leadership (Part 1 of 3)', '', 'publish', 'closed', 'closed', '', 'the-10-commitments-of-exemplary-leadership-part-1-of-3-2', '', '', '2013-06-29 09:34:18', '2013-06-29 09:34:18', '', 0, 'http://invictusleader.com/home/?p=4266', 0, 'post', '', 0),
(4267, 1, '2012-12-06 15:15:23', '2012-12-06 15:15:23', '<p>\r\n <span style="text-align: justify;">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <input alt="alt" src="images/stories/ambro - asian lady.jpg" style="width: 188px; height: 125px; float: right; margin-left: 6px; margin-right: 6px;" type="image" />In our previous installment, <a href="http://invictusleader.com/home/solutions-lead/lead-articles/130-the-10-commitments-of-exemplary-leadership-part-1-of-3">Part 1</a> of this series, we discussed the first four out of ten commitments of exemplary leadership as espoused by renowned leadership researchers James M. <span data-scayt_word="Kouzes" data-scaytid="2">Kouzes</span> and Barry Z. Posner in their bestselling book, <em>The Leadership Challenge</em>, namely</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 1: Model the way</strong></div>\r\n<div style="text-align: justify;">\r\n Commitment 1:</div>\r\n<div style="text-align: justify;">\r\n Clarify values by finding your voice and affirming shared ideals.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 2:</div>\r\n<div style="text-align: justify;">\r\n Set the example by aligning actions with shared values.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 2: Inspire a shared vision</strong></div>\r\n<div style="text-align: justify;">\r\n Commitment 3:</div>\r\n<div style="text-align: justify;">\r\n Envision the future by imagining exciting and ennobling possibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 4:</div>\r\n<div style="text-align: justify;">\r\n Enlist others in a common vision by appealing to shared aspirations</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Note: If you have missed or would like to re-read Part 1, please <a href="http://invictusleader.com/home/solutions-lead/lead-articles/130-the-10-commitments-of-exemplary-leadership-part-1-of-3"><em>click here</em></a>.]</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Let us continue with another two commitments of exemplary leadership in this installment, which come under the third leadership practice, "Challenge the Process".</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 3: Challenge the process</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 5:</div>\r\n<div style="text-align: justify;">\r\n Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 6:</div>\r\n<div style="text-align: justify;">\r\n Experiment and take risks by constantly generating small wins and learning from experience.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Exemplary leaders are curious about how things could be done better and differently. However, challenging the status quo is often frowned upon by authorities especially in Asian cultures where they fear or perceive it to be an act of insubordination, which may negatively affect staff morale and disrupt company productivity. Worse still, the so-called insubordination could lead to public displays of dissatisfaction that not only stall their daily operations but also erode profitability and irreversibly tarnish their corporate image.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the other hand, corporations should realize that suppressing rebellion or insubordination might be applicable in exceptional cases such as battle zones, but are counterproductive in competitive corporate environments. Embrace thinking out of the box and celebrate diversity. When employees challenge the current process, consider it an opportunity to innovate and leap forward or upward. And don’t just wait for a crisis to happen before you are compelled to adopt an innovative mindset; <span data-scayt_word="practise" data-scaytid="3">practise</span> <span data-scayt_word="innovativeness" data-scaytid="4">innovativeness</span> even in times of non-crisis.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Furthermore, innovation doesn’t have to be something mind-boggling in order to qualify as innovation. It can be a small simple change that leads to a discernible change for the better. The rewards don’t have to be instant and abundant.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n If you look around, you find that even the humble <em><span data-scayt_word="cendol" data-scaytid="5">cendol</span></em> seller under the tree by the roadside has innovated. From merely selling the dessert alone, he has diversified or teamed up with the <em><span data-scayt_word="rojak" data-scaytid="6">rojak</span></em> seller to offer more variety to customers. In addition, enterprising restaurateurs have reinvented the humble <em><span data-scayt_word="cendol" data-scaytid="7">cendol</span></em> to be served in up-market eateries and five-star hotels by creatively enhancing the delicacy with non-traditional ingredients.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Therefore, be patient and continually experiment and refine your innovation. Reap the small harvests along the way as you work towards larger goals and outcomes. Never let the current small gains dissuade you from reaching the big gains later on.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;">(Note: <em><span data-scayt_word="Cendol" data-scaytid="9">Cendol</span></em> is a Malaysian dessert made up of shaved ice in coconut milk, palm sugar and green jelly-like strips of flour whose green <span data-scayt_word="colour" data-scaytid="10">colour</span> and light <span data-scayt_word="flavour" data-scaytid="11">flavour</span> comes from fragrant screw-pine leaves locally known as <em><span data-scayt_word="pandan" data-scaytid="12">pandan</span></em> leaves. <em><span data-scayt_word="Rojak" data-scaytid="13">Rojak</span></em> is a type of salad made primarily from raw local fruits topped with dark sauce and chopped nuts.)</span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>(To be concluded in Part 3)</em></div>', 'The 10 Commitments of Exemplary Leadership (Part 2 of 3)', '', 'publish', 'closed', 'closed', '', 'the-10-commitments-of-exemplary-leadership-part-2-of-3-2', '', '', '2013-06-29 09:34:28', '2013-06-29 09:34:28', '', 0, 'http://invictusleader.com/home/?p=4267', 0, 'post', '', 0),
(4268, 1, '2013-01-30 00:00:00', '2013-01-30 00:00:00', '<p>\r\n <span style="text-align: justify;">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n <img alt="Power Of Love" src="http://www.publicdomainpictures.net/pictures/30000/nahled/power-of-love.jpg" style="float: right; margin-left: 12px; margin-right: 12px; height: 93px; width: 133px;" /></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n We conclude the third part of our series on “The 10 Commitments of Exemplary Leadership”, as presented by world-renowned leadership researchers James M. <span data-scayt_word="Kouzes" data-scaytid="2">Kouzes</span> and Barry Z. Posner in their bestselling book, <em>The Leadership Challenge</em>. In the previous two parts, we learnt how the first six commitments can help leaders to model the way, inspire a shared vision, and challenge the process. In Part 3 here, let us consider how the final four commitments can enable others to act, and encourage the heart.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Note: You may like to read or re-read <a href="http://invictusleader.com/home/solutions-lead/lead-articles/130-the-10-commitments-of-exemplary-leadership-part-1-of-3"><em>Part 1</em></a> and/or <a href="http://www.invictusleader.com/home/solutions-lead/lead-articles/131-the-10-commitments-of-exemplary-leadership-part-2-of-3"><em>Part 2</em></a>.]</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 4: Enable others to act</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 7:</div>\r\n<div style="text-align: justify;">\r\n Foster collaboration by promoting cooperative goals and building trust.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 8:</div>\r\n<div style="text-align: justify;">\r\n Strengthen others by sharing power and discretion.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n It takes a team to make your unit/department/organization a success. Thus exemplary leaders are those who are able to marshal their people’s capabilities into effective action. Leaders achieve this by getting their team’s cooperation, which is gained through two-way trust.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n I say “two-way trust” because it is not just a matter of them trusting you to be their leader. It is also a matter of you trusting them to do their jobs well and entrusting them with greater responsibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Your willingness to assign your people greater responsibilities and power shows them that you trust and value their judgment and sense of discretion. As your people exercise their new-found boundaries of power and discretion, and get to flex their leadership muscles regularly, they develop greater leadership prowess, thus increasing your organization’s overall bench strength.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 5: Encourage the heart</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 9:</div>\r\n<div style="text-align: justify;">\r\n Recognize contributions by showing appreciation for individual excellence.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 10:</div>\r\n<div style="text-align: justify;">\r\n Celebrate the values and victories by creating a spirit of community.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n One of the greatest failures of poor leaders is to deprive their people of credit when credit is due. Not only is it already discouraging for employees to be ignored when they have done well, it is even more demoralizing when someone else steals the credit, and especially so if it is the boss who is the one that unfairly takes the credit when he of all people should have known better. There is no faster way to disable your team from acting and getting results than to crush their morale like this!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Instead, show true appreciation for your people’s efforts and achievements, not through mere lip service but through genuine affirmative actions. True appreciation is not limited to awarding staff accolades during annual company dinners or having a celebration at the end of a project’s completion – that’s the easy part! But beyond that, true appreciation also means having the political will to remove existing obstacles that impede employees’ success by making the right policy changes or organizational reforms. Doing so will show that the organization seriously cares and wants their people to succeed.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n People become more passionate when they are touched on an emotional level; hence, their enthusiasm, commitment and performance at work will naturally stay at optimal levels. In this way, you keep your staff motivated, and that’s half the battle won!</div>', 'The 10 Commitments of Exemplary Leadership (Part 3 of 3)', '', 'publish', 'closed', 'closed', '', 'the-10-commitments-of-exemplary-leadership-part-3-of-3-2', '', '', '2013-06-29 09:34:36', '2013-06-29 09:34:36', '', 0, 'http://invictusleader.com/home/?p=4268', 0, 'post', '', 0),
(4269, 1, '2013-04-27 16:05:30', '2013-04-27 16:05:30', '<div style="text-align: justify;">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><strong><em>“Many so-called leaders seem great from afar, but are far from great when seen closer.” ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></em></strong></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Do you know any rich, famous and successful people who are captains of their trade? More importantly, do you know what they are really like, especially up close and personal? Surely, you think, these leaders get to where they are now because of their solid, enduring leadership traits such as considerateness, flexibility and generosity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>Great from afar, far from great</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n Unfortunately, many so-called leaders seem great from afar but are far from great when seen closer. Granted, no leader is perfect. A good leader might have a few vices (while a bad leader might even have a few virtues – but this is material for another article/discussion).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n However, certain virtues have a greater far-reaching positive impact than others. Conversely, certain vices have a greater far-reaching negative impact than others. For example, a chain-smoking leader who relentlessly fights against drug trafficking might not be so harshly reproached as compared to an equally capable leader who occasionally spews racial slurs.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>Trademark of a lesser leader</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n So what are among these so-called vices or trademarks of less-than-great leaders that might undo the reputation of an otherwise-perceived-to-be-good leader? One trademark that immediately springs to mind is being cold and calculating; the thought of this trademark was inspired by a real-world incident that occurred recently, as follows:</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Mr X is a leading expert in his industry, as well as an established trainer and practitioner in his specialized field. One of my associates had to meet Mr X a couple of times to discuss a one-off project. But twice had Mr X turned up late for those appointments.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Now, the lack of punctuality itself was not an issue since, understandably, the traffic flow in Malaysia can be rather erratic, mainly due to the lack of well-planned infrastructure in some areas of the <span data-scayt_word="Klang" data-scaytid="3">Klang</span> Valley. Instead, the main gripe was that Mr X had come less punctually on purpose!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Now what strategy could Mr X have in mind by turning up late? Well, it was suspected that Mr X wanted to avoid buying – or at least, avoid offering to buy – drinks for the others at the meeting. You see, the venue was a rather fancy <span data-scayt_word="café" data-scaytid="4">café</span> where you paid when you ordered your drink, and each drink could set you back by <span data-scayt_word="RM12" data-scaytid="6">RM12</span> or so. And when Mr X came in late, he didn’t even need to buy himself a drink to sit inside the comfortable <span data-scayt_word="café" data-scaytid="5">café</span>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n One could claim that my associate was paranoid. But consider this: In this scenario, Mr X was the successful multi-multimillionaire whereas my associate and the others were working-class folks who collectively earned in a few months (or perhaps even a year!) LESS than Mr X’s most recent holiday budget (yes, they knew!).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Would it do any harm for a wealthy boss to motivate the members of his few newly-formed ad hoc project team with a teatime treat even once? Just because the team members were paid for the project doesn’t mean that Mr X could not buy them a drink. Perhaps he was unaware that the team members were not compensated for their travel and parking for those meetings, not to mention the unpaid time they took off – at least one member of the team need not have to be present but did so out of courtesy. (One suspects that Mr X would not have been interested to know anyway.) But the crux of the matter is not about buying drinks per se.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n More evidence of Mr X’s suspected mindset: It was later revealed by another team member that Mr X had refused to pay a single cent extra for the project cost overrun although the project scope had expanded a little through no fault of the team members. Moreover, there was an extra item – not mentioned at the onset of the project – that Mr X requested to be included in the project but which he flatly expected to be thrown in for free as part of the package. Again, perhaps Mr X did not know that it would cost the project team a few hundred <span data-scayt_word="ringgit" data-scaytid="7">ringgit</span> in hard cash, and not in kind, to acquire the item – a very unlikely possibility since ignorance is not one of Mr X’s vices.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Now if Mr X applied the cold and calculating approach of not wanting to pay a single extra cent, why should he expect the other party to give away something that cost a few hundred <span data-scayt_word="ringgit" data-scaytid="8">ringgit</span> to him for free? You might also be interested to know that in terms of the project price, to Mr X it would be like Bill Gates buying a Ford. But in terms of the potential value that Mr X could receive from the project outcomes, it might be akin to what <em>Mission Impossible</em> did for Tom Cruise.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>Reflection</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n · What are the immediate emotions that you feel about the scenario?</div>\r\n<div style="text-align: justify;">\r\n · What are the initial thoughts that cross your mind? </div>\r\n<div style="text-align: justify;">\r\n · Was Mr X’s leadership approach justifiable?</div>\r\n<div style="text-align: justify;">\r\n · Do you think that Mr X should have adopted a less “cold and calculating” approach, and be more flexible and generous instead?</div>\r\n<div style="text-align: justify;">\r\n · Is there a Mr X-type leader in your organization?</div>\r\n<div style="text-align: justify;">\r\n · If so, how should you respond to the Mr X-type leader (a) as a follower, and (b) as a fellow leader?</div>', 'Everyday Leadership Series: The Cold, Calculating Leader', '', 'publish', 'open', 'open', '', 'everyday-leadership-series-the-cold-calculating-leader-2', '', '', '2013-06-29 05:30:06', '2013-06-29 05:30:06', '', 0, 'http://invictusleader.com/home/?p=4269', 0, 'post', '', 0),
(4270, 1, '2013-01-23 17:52:05', '2013-01-23 17:52:05', '<p>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="18">Elangkoh</span></p>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="font-size:16px;"><span style="color: rgb(128, 0, 0);"><em><strong><span style="font-family: ''comic sans ms'', cursive;">“<span style="font-size:18px;">There is no such thing as an uncreative person.”</span></span></strong></em></span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="font-size:16px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="19">Elangkoh</span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Why creativity?</strong></span></div>\r\n<div style="text-align: justify;">\r\n Very little of what is really pushing forward the frontiers of human <span data-scayt_word="endeavour" data-scaytid="20">endeavour</span> and innovation can be achieved without significant creativity, asserts Teresa <span data-scayt_word="Amabile" data-scaytid="21">Amabile</span>, a professor of business administration at Harvard Business School. That is why <span data-scayt_word="Amabile" data-scaytid="22">Amabile</span> identifies creativity as one of the main driving forces of human progress.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Creativity in the wild</strong></span></div>\r\n<div>\r\n In the <span data-scayt_word="1990s" data-scaytid="23">1990s</span>, <span data-scayt_word="Amabile" data-scaytid="24">Amabile</span>, who has over 30 years of research experience, came up with a very creative way to study creativity.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n With the support of an extensive team, she analyzed almost 12,000 daily journal entries from 238 research respondents who were working on creative projects in seven companies in consumer products, high-tech and chemical industries. The research respondents were initially not informed about the purpose of the study; they were merely asked to describe their work and work environment every day during the research period. Unknown to them, <span data-scayt_word="Amabile" data-scaytid="25">Amabile</span> was looking out for moments when people grappled with an issue or came up with a breakthrough; a process she called “creativity in the wild”.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n The findings of her study dispelled some of the common longstanding myths about creativity that had inadvertently led to untapped potential, poorly matched responsibilities and stressed-out employees. <span data-scayt_word="Amabile" data-scaytid="26">Amabile</span> inferred six myths of creativity from her study, as follows:</div>\r\n<div>\r\n </div>\r\n<div>\r\n 1. Creativity Comes From Creative Types</div>\r\n<div>\r\n 2. Money Is a Creativity Motivator</div>\r\n<div>\r\n 3. Time Pressure Fuels Creativity</div>\r\n<div>\r\n 4. Fear Forces Breakthroughs</div>\r\n<div>\r\n 5. Competition Beats Collaboration</div>\r\n<div>\r\n 6. A Streamlined Organization Is a Creative Organization</div>\r\n<div>\r\n </div>\r\n<div>\r\n This article, the first in a series of six articles, will focus on the first myth.</div>\r\n<div />\r\n \r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Myth No. 1: “Creativity Comes From Creative Types”</strong></span></div>\r\n<div>\r\n The million-dollar question for employers and human resource personnel is: Are creative people born or made?</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n In the fields of psychology and management, researchers believe that traits such as <strong>ambiguity tolerance </strong>(AT) and <strong>intolerance to conformity</strong> are associated with creativity. Unfortunately, these traits are hard to pinpoint and tend to be non-transferable across situations.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Creativity is a <strong>cognitive process</strong>, and since we are born with cognition, all of us are able to produce novel, beneficial and diverse ideas, thereby adding value to the whole creative value chain in the organizational context. Stereotyping individuals into those who “look creative” and those who “don’t look creative” would do great disservice to your pool of human capital. That is why discerning leaders understand that there is no such thing as an uncreative person!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Anyone with average intelligence is capable of producing creative work, so instead of limiting creativity to a select group only, leaders should give everyone – from the junior staff to the senior ones, across all departments – equal opportunity to exercise their creativity. But why is this not happening adequately in organizations?</div>\r\n<div style="text-align: justify;">\r\n <br />\r\n In my view, one of the main reasons why organizations fail to fully tap into the creative potential of their employees is because the concept of creativity is so broad that they do not know where to begin or what to begin with.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n To help us understand creativity a little more, I find the <span data-scayt_word="4C" data-scaytid="27">4C</span> Model of Creativity by James C. Kaufman and Ron A. <span data-scayt_word="Beghetto" data-scaytid="28">Beghetto</span> to be useful. The <span data-scayt_word="4Cs" data-scaytid="29">4Cs</span> are as follows:</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (a)<strong> <em>mini-c</em></strong> ("transformative learning" which involves "personally meaningful interpretations of experiences, actions and insights"); </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (b) <strong><em>little-c</em> </strong>(everyday problem solving and creative expression); </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (c) <strong><em>Pro-C </em></strong>(demonstrated by those who are professionally or vocationally creative but not necessarily eminent); and </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (d) <strong><em>Big-C</em></strong> (creativity that is considered eminent in the related field).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n By recognizing the different forms of creativity, leaders can appreciate where the creative strengths of their people are found, and are thus better prepared to coach them accordingly.</div>\r\n<div style="text-align: justify;">\r\n <br />\r\n <span style="color:#000080;"><strong>Removing barriers</strong></span></div>\r\n<div style="text-align: justify;">\r\n From my observation, the top two barriers to creativity are rigidity (<strong>organizational element</strong>) and insecurity (<strong>human element</strong>). The first barrier refers to the rigid rules and structures that organizations consciously and unconsciously impose upon their staff, compelling employees to conform to traditional practices rather than exploring alternative possibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The second barrier consists of the hidden personal issues that people <span data-scayt_word="harbour" data-scaytid="30">harbour</span>, especially the plethora of fears that stem from their own insecurity. These include the fear of violating standards, fear of failure, fear of rejection and so on.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n To help overcome the impediments to creativity, facilitating workshops on personal leadership, creativity and innovation, supplemented by executive coaching, is critical and effective. Leaders can be coached to inspire and engage their employees, while employees can be coached to become more self-driven and to persevere in what they are passionate about. Only then will creativity flourish in organizations and lead to meaningful innovation, even in the toughest times.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <em>To be continued in Part 2 </em></div>', 'The 6 Myths of Creativity in Organizations: The 1st Myth - "Creativity Comes From Creative Types" (Part 1 of 6)', '', 'publish', 'closed', 'closed', '', 'the-6-myths-of-creativity-in-organizations-the-1st-myth-creativity-comes-from-creative-types-part-1-of-6', '', '', '2013-06-29 09:51:31', '2013-06-29 09:51:31', '', 0, 'http://invictusleader.com/home/?p=4270', 0, 'post', '', 0);
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(4271, 1, '2013-04-02 10:44:26', '2013-04-02 10:44:26', '<p>\r\n <span style="text-align: justify;">by V.S. Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1" style="text-align: justify;">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n In this installment of our six-part series, we will discuss the second myth of creativity in organizations: “Money is a Creativity Motivator”, as espoused by Professor Theresa <span data-scayt_word="Amabile" data-scaytid="2">Amabile</span>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Editorial note: If you missed Part 1, which covered the first myth, please click here: “<a href="http://www.invictusleader.com/home/solutions-innovate/innovate-articles/134-the-6-myths-of-creativity-in-organizations-the-1st-myth-part-1-of-6">Creativity comes from Creative Types</a>”.]</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Since the days of scientific management or <span data-scayt_word="Taylorism" data-scaytid="3">Taylorism</span>, organizations have attempted to correlate staff rewards with staff output. However, research has shown that giving material rewards to employees in direct proportion to their productivity can yield only limited success. Such a pay-per-output approach is only feasible for outputs that are highly tangible, easily measured and unmistakably attributable to a specific person or group. So for instance, if you agree to pay me $1 for every envelope that I seal, then for 100 envelopes that I have sealed, you need to pay me $100 – no argument or ambiguity about that. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the other hand, if you were to offer me monetary incentives for my marketing performance, how would you be able to delineate my achievement clearly and fairly enough to avoid controversy, especially when the achievement involves multiple parties and many other factors?</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Myth No.2: Money is a Creativity Motivator</strong></div>\r\n<div style="text-align: justify;">\r\n The positive impact of extrinsic motivators such as money is only as good as the duration of that incentive. But why can’t an extrinsic motivator help to boost intrinsic motivation as well?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n According to <span data-scayt_word="Amabile" data-scaytid="5">Amabile</span>, material reward is a synergistic extrinsic motivator, which may enhance intrinsic motivation but may not in itself cause maximum creative effort and output. This means the impact of extrinsic motivators is at best fleeting, and at worse, demoralizing to employees when it is no longer available.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That is why Frederick <span data-scayt_word="Herzberg" data-scaytid="7">Herzberg</span> (1923-2000), a former professor of psychology and business management, made a distinction between true motivators and ‘hygiene’ factors in his famous Two-Factor Theory. Money is a classic a hygiene factor – without it, you would be unhappy, but even with more of it, you would be no happier!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Right motivation for Wright brothers’ creativity</strong></div>\r\n<div style="text-align: justify;">\r\n Though they seemed like unlikely candidates for success, the Wright brothers beat other aspiring contenders to be credited with building the world’s first piloted airplane in 1903. The brothers had no college education, no funds except for the proceeds from their humble bicycle shop, and absolutely no public support. In contrast, the brilliant Samuel Langley <span data-scayt_word="Pierpont" data-scaytid="8">Pierpont</span>, who was employed by the Smithsonian Institute, had high education, received generous funding, and could tap from all the great minds among his contemporaries, while he soaked in all the moral support and publicity he could garner through the media that followed him around. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Though <span data-scayt_word="Pierpont" data-scaytid="9">Pierpont</span> had all the resources for success at his disposal, he failed in his mission. What made the difference? It was the Wright brothers’ intrinsic motivation of strong beliefs and personal convictions that spurred their creativity to ultimately produce an innovation that would change the world forever.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n And how sure are we that it was not due to sheer bad luck that <span data-scayt_word="Pierpont" data-scaytid="11">Pierpont</span> failed? As Simon <span data-scayt_word="Sinek1" data-scaytid="13">Sinek<sup>1</sup></span>, author of <em>Start With Why</em>, pointed out, <span data-scayt_word="Pierpont" data-scaytid="14">Pierpont</span> had quit soon after the Wright brothers’ achievements went public. If <span data-scayt_word="Pierpont" data-scaytid="15">Pierpont</span> were truly intrinsically motivated, he would have continued his quest and tried to build an even better airplane than the Wrights’ early model. Instead his resignation revealed that he was more driven by external factors. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Money is merely a byproduct</strong></div>\r\n<div style="text-align: justify;">\r\n <cite>Jon R. <span data-scayt_word="Katzenbach" data-scaytid="18">Katzenbach</span> and <span data-scayt_word="Zia" data-scaytid="19">Zia</span> Khan, authors of the book, </cite><cite>Leading Outside the Lines: How to Mobilize the Informal Organization, Energize Your Team, and Get Better Results</cite>, (www.leadingoutsidethelines.com)<sup>2 </sup>observe that outstanding professional leaders such as Marvin Bower, who built <span data-scayt_word="McKinsey" data-scaytid="20">McKinsey</span> & Co., and John Whitehead, the former co-Chairman and co-Senior Partner of Goldman Sachs, are motivated by the work itself, and that the enduring respect of others greatly surpass money as a measure of accomplishment. For such top achievers, money is usually a secondary byproduct.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Motivating with money can backfire!</strong></div>\r\n<div style="text-align: justify;">\r\n <span data-scayt_word="Amabile’s" data-scaytid="21">Amabile’s</span> famous diary study (first described in Part 1 of this series) showed that the majority of participants reported that they were not motivated by rewards on a daily basis. Interestingly, the few who did report spending a lot of time mulling over their bonuses were the ones who were doing very little creative thinking! People can become so worried that a wrong move they make may affect their compensation, so they become risk averse and hamper their own creativity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n More dangerously, an overdependence on using money as a motivator can erode one’s emotional commitment towards one’s true mission, to the extent that money becomes the primary goal itself. Gradually, the primary goal turns into sheer greed, leading to a self-serving addiction that can derail one’s sense of integrity. We have seen such cases manifesting as financial scandals that strike even among the top echelons of the corporate world.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n So the next time your organization is thinking about implementing money as a motivator of desirable <span data-scayt_word="behaviour" data-scaytid="22">behaviour</span> such as creativity, think again!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>What to do instead?</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(a)</strong><strong>Leverage on emotional motivators</strong></div>\r\n<div style="text-align: justify;">\r\n Sparingly and wisely use money as a reward or motivator, and where possible, leverage on emotional sources of motivation instead. Emotional motivators are much more powerful and effective. <span data-scayt_word="Katzenbach" data-scaytid="23">Katzenbach</span> and Khan remind us that in the organizational context, emotional motivation is best conveyed informally through the respect of peers, admiration of subordinates, approval from one''s friends and community, etc.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(b)</strong><strong>Use money only for short-term <span data-scayt_word="behaviour" data-scaytid="25">behaviour</span> change </strong></div>\r\n<div style="text-align: justify;">\r\n It doesn’t mean that you totally cut out money in your reward and compensation scheme. Just be mindful that money is most effective for motivating short-term <span data-scayt_word="behaviour" data-scaytid="26">behaviour</span> change, but not so effective when it comes to enduring institutional accomplishments, advise <span data-scayt_word="Katzenbach" data-scaytid="27">Katzenbach</span> and Khan.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(c)</strong><strong> Provide a conducive environment for creativity</strong></div>\r\n<div style="text-align: justify;">\r\n This may sound obvious is much more easily said than done. As we have noted, it’s not all about money.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Although people need to feel that they are being fairly compensated, they place far greater significance on a work environment where creativity is supported, valued and recognized, as the participants in <span data-scayt_word="Amabile’s" data-scaytid="31">Amabile’s</span> study have attested.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n In reality, many organizations – especially those aligned to traditional Asian culture – are unable to “let go” of their employees. They are fearful that employees might abuse the free time allocated to them for contemplation and creative thinking. To them, abstract thinking sessions during office hours seem wasteful or unfruitful compared to time better spent in producing tangible outputs. It’s not that these organizations don’t know the value of creativity – they just want it for free and they want it fast!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(d)</strong><strong>Match employees to projects on the basis of their experience AND interests</strong></div>\r\n<div style="text-align: justify;">\r\n Employees desire the opportunity to deeply engage in their work and achieve authentic progress. That’s why <span data-scayt_word="Amabile" data-scaytid="33">Amabile</span> recommends that leaders match their people to projects that interest the latter, not merely according to work experience.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Employees are able to express optimal creativity only when they truly feel connected to their work and can prove themselves. If the assignment proves too easy or too difficult, employees will become bored or frustrated. To summarize, leaders must know how to strike the right balance when delegating assignments to their people in order for creativity to flourish.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>To be continued in Part 3</em></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n References:</div>\r\n<div style="text-align: justify;">\r\n 1 <a href="http://www.youtube.com/watch?v=qp0HIF3SfI4" target="_blank">http://www.youtube.com/watch?v=<span data-scayt_word="qp0HIF3SfI4" data-scaytid="35">qp0HIF3SfI4</span></a></div>\r\n<div style="text-align: justify;">\r\n 2 <a href="http://www.forbes.com/2010/04/06/money-motivation-pay-leadership-managing-employees.html">http://www.forbes.com/2010/04/06/money-motivation-pay-leadership-managing-employees.html</a></div>', 'The 6 Myths of Creativity in Organizations: The 2nd Myth - "Money is a Creativity Motivator" (Part 2 of 6)', '', 'publish', 'closed', 'closed', '', 'the-6-myths-of-creativity-in-organizations-the-2nd-myth-money-is-a-creativity-motivator-part-2-of-6', '', '', '2013-06-29 09:51:39', '2013-06-29 09:51:39', '', 0, 'http://invictusleader.com/home/?p=4271', 0, 'post', '', 0),
(4272, 1, '2013-04-02 10:51:05', '2013-04-02 10:51:05', '<p>\r\n <span style="text-align: justify;">by V.S. Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1" style="text-align: justify;">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>“Many of us think that creativity is a nice-to-have; little do we realize that creativity is urgent and critical business!”</em></div>\r\n<div style="text-align: justify;">\r\n <em> ~ V.S. Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></em></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n We continue our series by discussing the <span data-scayt_word="3rd" data-scaytid="3">3<sup>rd</sup></span> myth of creativity, which was first propounded by Professor Theresa <span data-scayt_word="Amabile" data-scaytid="4">Amabile</span>: “Time Pressure Fuels/Drives Creativity.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Editorial note: You may be interested to refer to Part 1 – Myth #1: Creativity Comes from Creative Types and Part 2 – Myth #2: Money is a Creativity Motivator.]</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Myth #3: Time Pressure Fuels/Drives Creativity</strong></div>\r\n<div style="text-align: justify;">\r\n Some people attest to how tight deadlines have unleashed the hidden creativity they did not realize they had. Think about the times when you and your colleagues succeeded in crafting a compelling proposal to a prospective client at short notice. Recall the times when you ‘miraculously’ rose to the occasion to face a pressing challenge creatively.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Does this mean that time pressure is beneficial in drawing out your inner creativity? It depends.</div>\r\n<div style="text-align: justify;">\r\n To a certain extent, time pressure can spur you to perform your best in the shortest time possible. However, if the deadline is too tight, then no worthy creative output would arise out of it. Time pressure impairs creativity because it cuts down your level of engagement and hampers intrinsic motivation, a characteristic that led <span data-scayt_word="Amabile" data-scaytid="6">Amabile</span> to label time pressure a “non-synergistic motivator”.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n For creativity to fully blossom, you must have enough time to deeply engage your mind at the various levels of cognition required to mine the limitless resources of creativity within you. If the time given to complete a project is too short, you and your team would not have the opportunity to sow and cultivate rich ideas. Our brains need to be immersed in a challenge long enough for valuable ideas to start flowing out.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Creativity under the gun</strong></div>\r\n<div style="text-align: justify;">\r\n From her 1998 landmark study, <span data-scayt_word="Amabile" data-scaytid="8">Amabile</span> found that people often thought they were most creative when working under intense deadline pressure – a scenario she named “creativity under the gun”. But the 12,000 aggregate days chalked up by the participants, which <span data-scayt_word="Amabile" data-scaytid="9">Amabile</span> and her research team analyzed in her study, indicated that the reverse was true: People were the least creative when trying to beat the clock!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span data-scayt_word="Amabile’s" data-scaytid="12">Amabile’s</span> team also discovered some form of time-pressure “hangover” – when people were working under great pressure, their creativity plummeted not just that very day but the following two days as well.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Deadly distractions</strong></div>\r\n<div style="text-align: justify;">\r\n Sometimes it is more than just a tight deadline that is the problem. It is the distractions that deprive people of the time needed to breach their creative threshold. Leaders should therefore beware of inadvertently allowing potential distractions that cause employees to lose their focus. The lack of focus jeopardizes creativity and prevents the much-needed breakthrough the organization needs</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n What are among the distractions that can cripple creativity? One of the greatest distractions faced by employees is worrying about whether they have the wholehearted commitment of the management.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n So, leaders – openly announce your unwavering support for your people in developing their creativity. Spell out clearly the rules of engagement, and refrain from penalizing employees if they have tried their best but still make so-called errors in the creativity process.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Urgent but not pressurizing</strong></div>\r\n<div style="text-align: justify;">\r\n Although time pressure may be counterproductive to creativity, it does not mean that creativity should be deliberately made a slow process or relegated to a lower priority. Many of us think that creativity is a nice-to-have, something to be developed only if we have the time; little do we realize that creativity is urgent and critical business! Creativity is a priority, which is crucial in our competitive and unpredictable environment. How many organizations today have regretted not getting their creative breakthroughs yesterday!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify;">\r\n To summarize, give creativity enough space and time to flourish. Let us take a cue from nature – human beings require nine months of gestation before they can be born. Likewise, creativity can only be birthed with the right amount of nurturing within the right timeframe. Regardless of how smart a mother or child is, it still takes nine months – give or take, a few days or weeks – for an infant to be ready to enter a new phase of life.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>To be continued in Part 4</em></div>', 'The 6 Myths of Creativity in Organizations: The 3rd Myth - "Time Pressure Drives Creativity" (Part 3 of 6)', '', 'publish', 'open', 'open', '', 'the-6-myths-of-creativity-in-organizations-the-3rd-myth-time-pressure-drives-creativity-part-3-of-6', '', '', '2013-04-02 10:51:05', '2013-04-02 10:51:05', '', 0, 'http://invictusleader.com/home/?p=4272', 0, 'post', '', 0),
(4273, 1, '2013-04-02 10:56:03', '2013-04-02 10:56:03', '<span style="text-align: justify;">by VS Ravi </span><span style="text-align: justify;" data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span>\r\n<div style="text-align: justify;"><em>“A happy person is a creative person.” </em><em>~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></em></div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;">Is the notion of the “Mad Genius” a figment of our imagination, or is it grounded upon scientific fact?</div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;">We shall explore the aforementioned notion in this installment of our six-part series, as we cover the <span data-scayt_word="4th" data-scaytid="4">4<sup>th</sup></span> myth of creativity that was first put forth by Professor Theresa Amabile: “Fear forces breakthroughs.”</div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;">[Editorial note: You may be interested to refer to Part 1 – Myth #1: Creativity Comes from Creative Types, Part 2 – Myth #2: Money is a Creativity Motivator, and Part 3 – Time Pressure Fuels/Drives Creativity.]</div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;"><strong>Myth #4: Fear Forces Breakthroughs</strong></div>\r\n<div style="text-align: justify;">“Creativity is like chasing chickens!” That was what <span data-scayt_word="Christoph" data-scaytid="6">Christoph</span> <span data-scayt_word="Niemann" data-scaytid="7">Niemann</span>, a graphic designer and author of several books including children’s books, once said.</div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;">Yes, creativity can sometimes feel like you are frantically chasing something elusive. But Maria <span data-scayt_word="Popova" data-scaytid="8">Popova</span>, author and founder of <a href="http://www.brainpickings.org/">www.brainpickings.org</a>, suggests that things could be the other way round, i.e. creativity feels like you are being chased instead, by chickens – menacing giant chickens, to be more precise! These scary birds are symbolic of the fear and anxiety that plague many an artist or anyone who is expected to produce creative works.<sup>1</sup></div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;">But does that fear compel people to become more creative?</div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;">According to working artists David <span data-scayt_word="Bayles" data-scaytid="9">Bayles</span> and Ted <span data-scayt_word="Orland" data-scaytid="10">Orland</span>, the authors of <em>Art & </em><span data-scayt_word="Fear2" data-scaytid="11"><em>Fear</em><sup>2</sup></span>, statistics reveal that most artwork is produced by non-geniuses who simply have the passion and dedication to face the daily practical and psychological challenges. The authors also highlight fear as a cornerstone of the obstacles which hinder, NOT enhance, the creative process.</div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;"><strong>Tears for Fears</strong></div>\r\n<div style="text-align: justify;">Penn State researchers have found that the ‘fear of cognitive <span data-scayt_word="dyscontrol’" data-scaytid="12">dyscontrol’</span> is a good predictor of depressive symptoms.<sup>3</sup> This implies that we could also check out whether depressed – and by logic, fearful – people are more creative than ‘normal’ people.</div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;">Arnold M. Ludwig, a former researcher at the University of Kentucky Medical Centre who is currently Adjunct Professor of Psychiatry and Human Behaviour at Brown University, conducted a 10-year study on 1,004 men and women who excelled in an array of professions including art, music, science, business, politics and sports. Ludwig found that 59% to 77% of the artists, writers and musicians suffered mental illness (especially mood disorders) compared with only 18% to 29% among the less artistic professionals.<sup>4</sup></div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;">So does Ludwig’s study provide evidence for the Mad Sad Genius or the Fearful Tearful Genius?</div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;">It is true that many related studies have shown higher rates of mood disorders among creative people, differing only in the magnitude of the results. But this does not mean that mental disorders or negative emotions cause people to become more creative. Quite the contrary – Kay Redfield Jamison, Professor of Psychiatry at Johns Hopkins University School of Medicine, shares in her book, <em>Touched With </em><em>Fire</em><sup>5</sup>, that the majority of people suffering from depression and bipolar disorder do NOT have extraordinary imaginations.<sup>6</sup></div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;"><strong>Happy today, creative tomorrow</strong></div>\r\n<div style="text-align: justify;">Amabile’s landmark ‘diary study’ in 1998 concurs with Jamison’s findings. After Amabile and her team had analyzed all the 12,000 journal entries by the participants, which describe their degree of fear, anxiety, sadness, anger, joy and love on a daily basis, Amabile found a positive correlation between creativity and the emotions of joy and love. At the same time, Amabile found a negative correlation between creativity and the emotions of anger, fear and anxiety. Moreover, participants were more likely to experience a creative breakthrough if they had been happy the day before. You could say that it was a virtuous cycle of creativity, and that one day’s joy predicts the following day’s creativity.</div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;"><strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify;">As a leader of integrity, never use fear to control your people. Instead, encourage your people to share their fears, and work out those fears within an open and safe environment. Listen to their fears and concerns from a non-judgmental perspective. Offer your people moral support, and execute concrete solutions where possible as soon as possible. Once you’ve helped your people to deal with their fears, they will be well on their way to turning the Fearful Tearful Non-Genius into a Fearless Happy Genius.</div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;">References</div>\r\n<div style="text-align: justify;">1 <a href="http://www.brainpickings.org/index.php/2011/09/12/fear-creativity/">http://www.brainpickings.org/index.php/2011/09/12/fear-creativity/</a></div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;">2 <a href="http://www.amazon.com/Art-Fear-Observations-Rewards-Artmaking/dp/0961454733">http://www.amazon.com/Art-Fear-Observations-Rewards-Artmaking/dp/0961454733</a></div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;">3 <a href="http://www.sciencedaily.com/releases/2009/12/091201084105.htm">http://www.sciencedaily.com/releases/2009/12/091201084105.htm</a></div>\r\n<div style="text-align: justify;"></div>\r\n<div style="text-align: justify;">4, 6 <a href="http://www.thirdage.com/depression/creativity-and-depression-is-there-a-link-0">http://www.thirdage.com/depression/creativity-and-depression-is-there-a-link-0</a></div>\r\n<div style="text-align: justify;"></div>\r\n \r\n<div style="text-align: justify;">5 <a href="http://www.amazon.com/Touched-Fire-Manic-Depressive-Artistic-Temperament/dp/068483183X">http://www.amazon.com/Touched-Fire-Manic-Depressive-Artistic-Temperament/dp/068483183X</a></div>', 'The 6 Myths of Creativity in Organizations: The 4th Myth - “Fear Forces Breakthroughs” (Part 4 of 6)', '', 'publish', 'open', 'open', '', 'the-6-myths-of-creativity-in-organizations-the-4th-myth-fear-forces-breakthroughs-part-4-of-6-2', '', '', '2013-06-29 13:53:52', '2013-06-29 13:53:52', '', 0, 'http://invictusleader.com/home/?p=4273', 0, 'post', '', 0),
(4274, 1, '2012-02-02 03:39:58', '2012-02-02 03:39:58', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/scarecrow.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 188px; height: 125px; " />The critically acclaimed 1987 movie <em>The Untouchables </em>depicted how FBI agent Elliot Ness finally brought down Al Capone, a notorious gangster, during the United States’ “Prohibition era” from 1920 to 1933 when the sale, manufacture and transportation of alcohol was banned. It was a particularly challenging <span data-scayt_word="endeavour" data-scaytid="2">endeavour</span> because Ness had to work against an extremely corrupt system where law enforcers were beholden to Capone. To beat the system, Ness roped in people from outside the system who remained untouched by Capone’s debilitating influence; hence the use of the term “untouchables”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, some people become untouchables for the wrong reasons. They are untouched by the need to be self-aware, to adapt or to improve. They are happy wherever they are not because they have attained true self-actualization, but because they simply <strong>refuse to change</strong>. Thanks to Marshall Goldsmith, we have a catchy moniker for this breed of people: “The <span data-scayt_word="Uncoachables”" data-scaytid="3">Uncoachables”</span>.</div>\r\n<div>\r\n </div>\r\n<div />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n Goldsmith outlines four red flags that tell you – whether you are a coach, leader, manager or all three – who might be an <span data-scayt_word="uncoachable" data-scaytid="4">uncoachable</span> candidate:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1) He doesn’t think he has a problem</strong>.</div>\r\n<div style="text-align: justify; ">\r\n Remember the classic story of the horse that refused to drink despite being brought to the source of water? Well, if you were there, the best you could do would be to try to make it thirsty. But wait a minute – some people don’t even think they need to be thirsty in the first place! If someone doesn’t care enough to change, then you’re just wasting your time trying to coach him, no matter how diligent you are, advises Goldsmith.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(2) He is pursuing the wrong strategy for the organization.</strong></div>\r\n<div style="text-align: justify; ">\r\n Coaching someone who is already going the wrong direction will backfire – it will help him get there faster. Instead, we need to get him back onto the right track, provided he is willing to do so in the first place.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(3) He is in the wrong job. </strong></div>\r\n<div style="text-align: justify; ">\r\n An unhappy employee, who feels that he is saddled with the wrong job in the wrong place, can’t help but create unhappiness for those around him. Such negative energy is highly contagious and toxic to the productivity of your organization.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n This reminds me of a Malay proverb, <em><span data-scayt_word="Sebab" data-scaytid="5">Sebab</span> <span data-scayt_word="nila" data-scaytid="6">nila</span> <span data-scayt_word="setitik" data-scaytid="7">setitik</span>, <span data-scayt_word="rosak" data-scaytid="8">rosak</span> <span data-scayt_word="susu" data-scaytid="9">susu</span> <span data-scayt_word="sebelanga" data-scaytid="10">sebelanga</span></em> (literal translation: “because of one dot of indigo dye, the whole pot of milk is tainted”), which means “because of a dash of evil, all the goodness comes undone”. Just like the dye, the unhappy person just can’t help it – his dark outlook will inevitably contaminate the environment.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Since you can’t fix the behaviour of an unhappy person, it’s best to let him go.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(4) He thinks everyone else is the problem.</strong></div>\r\n<div style="text-align: justify; ">\r\n Unlike those who don’t even acknowledge they have a problem, this person knows there is a problem but denies any role in it.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Goldsmith shares about a client who ran a successful company with happy employees. When feedback from employees indicated that the boss showed favouritism where compensation was concerned, the boss readily accepted the finding. However, the boss concluded that it was his right to do as he pleased, so he wanted Goldsmith to fix his employees, not him. Naturally, Goldsmith was out of there faster than Superman.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n I would like to add another characteristic of an uncoachable person to Goldsmith’s list:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(5) He absolves himself of any responsibility.</strong></div>\r\n<div style="text-align: justify; ">\r\n A person with this characteristic goes a little further than the last type of person we discussed, but still falls below the mark of a coachable candidate. This person realizes that he is part of the problem. Yet when it comes to taking the step to change, he bails out.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “That’s just the way I am!” is his excuse. He doesn’t think it is his responsibility to change, to intervene in whatever nature has bestowed upon him (although he readily dyes his hair, tattoos his arm and gets Botox). He is not afraid to be labelled recalcitrant or its equivalent. Instead, he secretly feels that the label is some sort of a heroic badge – after all, heroes in movies always saved the world despite their quirks and weaknesses. And most of them didn’t have naggy coaches, did they?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n In a nutshell, when you come across candidates who exhibit any one or more of the aforementioned characteristics, you should seriously consider investing your efforts elsewhere and not deprive someone else who needs your attention more earnestly. The conviction for sustainable change has to come from deep within an individual, not from an external force, which is at best, a temporary stimulus.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=1256">Evgeni Dinev</a></div>', 'A Breed to Beware: The Uncoachables', '', 'publish', 'open', 'open', '', 'a-breed-to-beware-the-uncoachables-2', '', '', '2012-02-02 03:39:58', '2012-02-02 03:39:58', '', 0, 'http://invictusleader.com/home/?p=4274', 0, 'post', '', 0),
(4275, 1, '2012-03-08 05:38:27', '2012-03-08 05:38:27', '<div>\r\n <span style="text-align: justify; ">by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></span></div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em style="font-size: 16px; ">It might sound <span data-scayt_word="rail-ly" data-scaytid="2">rail-ly</span> ridiculous, but some organizations think they can do without <span data-scayt_word="TRAINing" data-scaytid="3">TRAINing</span> and <span data-scayt_word="COACHing" data-scaytid="4">COACHing</span></em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/bigstock_Time__and_Train_514910.jpg" style="margin-left: 12px; margin-right: 12px; float: right; width: 188px; height: 125px; " /></div>\r\n<div style="text-align: justify; ">\r\n Throughout the course of history, trains have played a pivotal role not only as a mode of mass transportation but also as an engine of social and economic development. Trains not only carry an individual to serve his or her personal needs, but also move massive bulks of commercial freight to serve large multinational corporations. From the humble farmhand to the hotshot executive, the “iron horse” was, and still is in many regions, the transportation workhorse for people across diverse socio-economic strata.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n A train is made up of individual coaches. Without the coaches, the train does not exist. Conversely, if there is no train, then it means there are no coaches. Likewise in human capital development, <strong>training and coaching must go hand in hand</strong>.</div>\r\n\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n Though training and coaching are distinct, both are intertwined. Just as a “train” refers to the entire vehicle, “training” is analogous with entire groups, teams and the whole organization. On the other hand, a “coach” refers to a discernible compartment, so “coaching” is associated with individual attention and personal development.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>The vehicle transports; the journey transforms</strong></div>\r\n<div style="text-align: justify; ">\r\n Trains get the people and things in the coaches going places. Similarly, training brings an individual from one point to the next, gradually moving closer towards his desired destination.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n One major complaint about training is that its effects diminish over time. Why?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A very likely reason is the inadequate frequency of the trains/training. For instance, just one train per week cannot effectively serve the needs of a thriving township. Ironically, cutting down the frequency of something beneficial in order to “save” money will lose you even more money.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Another common complaint is that training doesn’t work at all. This is because conventional training – carried out without coaching – is like a train without coaches. Yes, it sounds <span data-scayt_word="rail-ly" data-scaytid="5">rail-ly</span> ridiculous, but that’s what many organizations do!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Imagine a train (organization) with no coaches (where passengers sit), but with just a locomotive (the part that contains the engine). What good is such a train if it has no room for its people (i.e. no coaches), but only an empty shell of policies and systems (i.e. having just the locomotive)?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Direction</strong></div>\r\n<div style="text-align: justify; ">\r\n Every coach in the train must run in the same direction. Trying to move in different directions will result in a deadlock that gets everybody nowhere. A good training and coaching provider must first ensure the strong alignment of individual/personal, departmental/divisional and corporate/business objectives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Being on track</strong></div>\r\n<div style="text-align: justify; ">\r\n Now and then we read about trains getting derailed for a number of reasons. One reason could be because of poor track maintenance. Another reason could be a collision whose impact derails the entire coach or train. It doesn’t matter whether the train or coach is of superior quality – if the rails are inferior or if the obstruction is not removed, even the best train or coach cannot avoid disaster.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In organizations, training and coaching could be stalled due to poor buy-ins by decision makers at the top. Or it could be hampered by clashes among these top executives, whether they are a professional clash of views or a personal clash of wills.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Trainers and coaches can help, but if the top executives of an organization persist in going on a collision course with obstacles the size of their egos, then it wouldn’t matter how excellent the trainer or coach is – the squabbling parties will eventually run the organization off its tracks.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Why the train and not the plane?</strong></div>\r\n<div style="text-align: justify; ">\r\n Without trains, you would have to find alternative means of transportation. If you walked, it would be too slow. If you flew, it might be too fast – you lose the scenic view during the journey.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When you lose the view, you don’t get to enjoy the journey. When you don’t have the opportunity to appreciate the journey, you miss the benefits of the process – observing, reflecting, consolidating your thoughts and ideas, being inspired by something you saw, occasionally bouncing ideas with your travel companion, intermittently interacting with your other fellow passengers, striking up conversations and making new acquaintances, etc.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n So much happens in the coach and on the train! But unfortunately, some people who reach their goals too quickly didn’t get to enjoy genuine transformational growth.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It’s not just about the destination. The journey matters, too.</div>', 'Trains and Coaches: Transporting Us, Transforming Us', '', 'publish', 'open', 'open', '', 'trains-and-coaches-transporting-us-transforming-us-2', '', '', '2012-03-08 05:38:27', '2012-03-08 05:38:27', '', 0, 'http://invictusleader.com/home/?p=4275', 0, 'post', '', 0);
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(4276, 1, '2012-09-18 13:52:34', '2012-09-18 13:52:34', '<p>\r\n <em style="text-align: justify; "><span style="font-family: Arial; font-style: normal; ">by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></span></em></p>\r\n<div style="text-align: justify; ">\r\n <em><span style="font-family: Arial; font-style: normal; "> </span></em></div>\r\n<div style="text-align: justify; ">\r\n <em><span style="font-family: Arial; ">"I absolutely believe that people, unless coached, never reach their maximum potential." </span></em></div>\r\n<div style="text-align: justify; ">\r\n <em><span style="font-family: Arial; "> ~ Bob <span data-scayt_word="Nardelli" data-scaytid="2">Nardelli</span> CEO, Home Depot</span></em></div>\r\n<div style="text-align: justify; ">\r\n <em><span style="font-size: 14pt; font-family: Arial; font-style: normal; "> </span></em></div>\r\n<div style="text-align: justify; ">\r\n <img src="http://apod.nasa.gov/apod/image/0402/ngc1569_hst_full.jpg" style="height: 138px; width: 160px; margin-left: 8px; margin-right: 8px; float: right;" /><span style="font-family: Arial; ">Throughout the London Olympics, a plethora of emotions were played out – from</span><span style="font-family: Arial; color: rgb(69, 69, 69); "> </span><span style="font-family: Arial; ">the agonizing disappointment and discontentment of the vanquished to the acute elation and exuberance of the victors. And long after the curtain had fallen on the epic event on 12 August 2012, the lessons of the Games live on.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">For many badminton lovers all over the world, the most exciting match had to be the grand finale on 5 August between <span data-scayt_word="Datuk" data-scaytid="3">Datuk</span> Lee Chong Wei of Malaysia and Lin Dan of China. It was a superb showdown between two of the greatest badminton players, but in the end there was room for only one winner regardless of how excellent both of them were.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">The million-dollar question that no one asked aloud was: In a situation where the prevalence of skills, experience and commitment was not an issue, what then made the difference between victory and otherwise?</span></div>\r\n\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <b><span style="font-family:Arial;color:#454545">S-T-A-R-S in action</span></b></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Through the right kind of rigorous coaching, the seeds of raw talent are nurtured into a power plant of strength, talent, agility, resilience and stamina (S-T-A-R-S) – both physically <i>and</i> mentally. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">When push comes to shove and with all other things being equal, the crucial deciding factor would be the ability to withstand the immense pressure of the moment in order to emerge victorious over not only our opponent but also the extenuating circumstances surrounding us. The “moment” we speak about could be a tiny fraction of a second, but it is one that constitutes a pivotal turning point of enormous consequence.</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Evidence that mental strength was a critical success factor came at least in part from the admission of China''s badminton head coach Li <span data-scayt_word="Yongbo" data-scaytid="4">Yongbo</span> that he had sat by the court while Lin was playing in the hope that his presence would pressurize Malaysia’s Lee. (Reference: </span><a href="http://www.chinadaily.com.cn/2012olympics/2012-08/06/content_15645846.htm">http://www.chinadaily.com.cn/<span data-scayt_word="2012olympics" data-scaytid="5">2012olympics</span>/2012-08/06/content_15645846.htm</a>) <span style="font-family:Arial">The use of such an off-court psychological tactic is an explicit acknowledgement of how important it is to possess strong mental prowess.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial;color:#454545"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">From a young age, Lin had been subjected to his nation’s extremely rigorous training regime. It was highly demanding, challenging and pressurizing, but as the saying goes, “Those who don’t die from it will come out stronger”. Lin was a true-blue graduate of such a system. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">When Lin butted his own head in a moment of frustration during the match, many thought he had lost his cool. On the contrary, he emerged more focused and more determined than before! It seemed as if the self-deprecating gesture was a wake-up call to draw deep from his innermost recesses of strength to persevere in the last decisive mile.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">We are not endorsing the same kind of training that Lin had undergone for the rest of us. Neither are we implying that their training is superior to ours or other types of training. Instead, the key message here is that coaching is important in building one’s mental STARS. We cite an example from the Olympics simply because it is a recent and memorable event, and it offers a very clear picture of the direct, tangible impact that mental STARS can have on one’s physical performance. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <b><span style="font-family:Arial">Written in Your STARS</span></b></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">In the corporate world, your mental STARS are very important because you are not only constantly assailed by office politics and business concerns on top of your own personal problems; but you are also at the mercy of the unpredictable economy and other macro factors beyond your control. It’s easy to lose focus and lose heart; that’s why your coach is an important ally in your journey of personal and professional development. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Remember – your success is written in your STARS.</span></div>', 'Coaching and Reaching for the STARS', '', 'publish', 'open', 'open', '', 'coaching-and-reaching-for-the-stars-2', '', '', '2012-09-18 13:52:34', '2012-09-18 13:52:34', '', 0, 'http://invictusleader.com/home/?p=4276', 0, 'post', '', 0),
(4277, 1, '2011-05-28 05:54:58', '2011-05-28 05:54:58', '<div style="margin-left: 120px; ">\r\n </div>\r\n<div style="margin-left: 160px; ">\r\n <em><strong><span data-scayt_word="INVICTUS" data-scaytid="1">INVICTUS</span></strong>*</em></div>\r\n<div>\r\n </div>\r\n<div style="margin-left: 80px; ">\r\n <em>…..It matters not how strait the gate,<br />\r\n How charged with punishments the scroll,<br />\r\n I am the master of my fate:<br />\r\n I am the captain of my soul.</em></div>\r\n<div style="margin-left: 80px; ">\r\n </div>\r\n<div style="margin-left: 80px; ">\r\n ~ William Ernest Henley, 1875</div>\r\n<div style="margin-left: 80px; ">\r\n </div>\r\n<div style="margin-left: 80px; ">\r\n </div>\r\n<div style="margin-left: 80px; ">\r\n *<span data-scayt_word="invictus" data-scaytid="2">invictus</span> (Latin): unconquerable, undefeated</div>\r\n<div style="margin-left: 80px; ">\r\n <span style="font-size:9px;"> Source: http://www.wordinfo.info/words/index/<span data-scayt_word="inf" data-scaytid="3">inf</span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Who We Are</strong></div>\r\n<div>\r\n High achieving leaders in today’s world of unprecedented change and uncertainty have to remain relevant as they strive to renew and reinvent themselves constantly to keep abreast of the hectic pace. Leaders know how lonely it can be at the top and how difficult it is to stay on the cutting edge, not just for a season but for the long term.</div>\r\n<div>\r\n </div>\r\n<div>\r\n Whether you are a CEO, MD, GM, head of department, manager, entrepreneur or even a leader without a title, we can work with you to become your trusted thought partner in your success.</div>\r\n<div>\r\n </div>\r\n<div>\r\n We challenge you to think, behave and act in ways that you may have never dared explore before, whether due to insecurity, ignorance or inertia. We realize that many corporate executives lack the opportunity for genuine expression and constructive feedback simply because of the political systems, insular mindsets and anachronistic traditions that have taken root in their organizations. We intervene professionally to break these shackles before they mortally stifle the organization’s lifeblood.</div>\r\n<div>\r\n </div>\r\n<div>\r\n Our clients grow as emotionally intelligent leaders by understanding and developing their unique purpose, strengths and brand attributes on a much deeper level. We help them embark on their inner journey of self-discovery and self-development, whilst ensuring that they deliver the results expected of them as successful leaders and professionals.</div>\r\n<div>\r\n </div>\r\n<div>\r\n Our team is qualified and experienced in applying many of the leading profiling tools available, constantly drawing out your best attributes and greatest potential to help you become a self-directed leader who can in turn raise other leaders.</div>\r\n<div>\r\n </div>\r\n<div>\r\n We <strong><span style="color:#0066cc;">lead</span>, <span style="color:#ff0000;">innovate</span>, <span style="color:#006400;">coach</span></strong>. <strong>We develop leaders…and leaders develop leaders</strong>.</div>\r\n<div>\r\n </div>\r\n<div>\r\n We are <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="5">INVICTUS</span></span> <span style="color:#0066cc;">LEADER</span></strong>.</div>', 'About us', '', 'publish', 'open', 'open', '', 'about-us-3', '', '', '2011-05-28 05:54:58', '2011-05-28 05:54:58', '', 0, 'http://invictusleader.com/home/?p=4277', 0, 'post', '', 0),
(4278, 1, '2011-05-28 05:58:01', '2011-05-28 05:58:01', '<p>\r\n List of government sector clients</p>', 'Our Clients - Government Sector', '', 'publish', 'open', 'open', '', 'our-clients-government-sector-2', '', '', '2011-05-28 05:58:01', '2011-05-28 05:58:01', '', 0, 'http://invictusleader.com/home/?p=4278', 0, 'post', '', 0),
(4279, 1, '2011-05-28 05:58:47', '2011-05-28 05:58:47', '<p>\r\n List of Private Sector clients</p>', 'Our Clients - Private Sector', '', 'publish', 'open', 'open', '', 'our-clients-private-sector-2', '', '', '2011-05-28 05:58:47', '2011-05-28 05:58:47', '', 0, 'http://invictusleader.com/home/?p=4279', 0, 'post', '', 0),
(4280, 1, '2011-05-28 05:59:17', '2011-05-28 05:59:17', '<p>\r\n List of GLCs</p>', 'Our Clients - Government Linked Companies', '', 'publish', 'open', 'open', '', 'our-clients-government-linked-companies-2', '', '', '2011-05-28 05:59:17', '2011-05-28 05:59:17', '', 0, 'http://invictusleader.com/home/?p=4280', 0, 'post', '', 0),
(4281, 1, '2011-05-28 06:00:06', '2011-05-28 06:00:06', '<p>\r\n <img alt="" src="images/banners/profiles_logo_200px.png" style="width: 200px; height: 64px; float: left; margin-left: 5px; margin-right: 5px;" />Profiles International is the world leader in selecting and developing high-performance <span data-scayt_word="workforces" data-scaytid="2">workforces</span> through innovative human resource management solutions. We offer a comprehensive suite of employment assessments that help companies gain a competitive advantage by selecting, hiring, retaining and developing great talent.</p>\r\n<p>\r\n </p>\r\n<p>\r\n </p>\r\n<p>\r\n <img alt="" src="images/logos/corp-coach-u_logo.jpg" style="width: 200px; height: 76px; float: right; margin-left: 5px; margin-right: 5px;" /></p>\r\n<p>\r\n Corporate Coach U is the largest provider of customized, cutting-edge coach education, products, and services for the business market worldwide. <span data-scayt_word="CCU" data-scaytid="3">CCU</span> has trained over 16,000 corporate and organizational managers and consultants through its Coaching Clinic® and Manager as Coach product. The Advanced Coaching Program™ (<span data-scayt_word="ACP™" data-scaytid="4">ACP™</span>) meets the academic requirements for becoming an Associate Certified Coach (ACC), Professional Certified Coach (<span data-scayt_word="PCC" data-scaytid="5">PCC</span>) or Master Certified Coach (<span data-scayt_word="MCC" data-scaytid="6">MCC</span>) through the International Coach Federation (<span data-scayt_word="ICF" data-scaytid="7">ICF</span>).</p>\r\n<p>\r\n </p>\r\n<p>\r\n <img alt="" src="images/logos/colexecoach_logo.jpg" style="width: 200px; height: 140px; float: left; margin-left: 5px; margin-right: 5px;" />College of Executive Coaching, the leader in coach training for professionals with graduate degrees. The College of Executive Coaching is an International Coach Federation Accredited Coach Training Program with fifteen <span data-scayt_word="Ph.D" data-scaytid="1">Ph.D</span>. level faculty.</p>\r\n<p>\r\n </p>\r\n<p>\r\n </p>\r\n<p>\r\n </p>\r\n<p>\r\n </p>\r\n<p>\r\n <img alt="" src="images/logos/flightsim_logo.jpg" style="width: 200px; height: 72px; float: right; margin-left: 5px; margin-right: 5px;" />In the same way pilots are trained in flight simulators, we immerse project managers in relevant, realistic re-creations of their workplace, inundating them with hundreds of simultaneous, multi-dimensional dilemmas that real-world project managers face, and add the urgency and intensity of a compressing time line.</p>', 'Partners & Licensed Trainers', '', 'publish', 'open', 'open', '', 'partners-licensed-trainers', '', '', '2011-05-28 06:00:06', '2011-05-28 06:00:06', '', 0, 'http://invictusleader.com/home/?p=4281', 0, 'post', '', 0),
(4282, 1, '2011-06-11 18:13:02', '2011-06-11 18:13:02', '<p>\r\n Description of the team</p>', 'Our Team', '', 'publish', 'open', 'open', '', 'our-team-2', '', '', '2011-06-11 18:13:02', '2011-06-11 18:13:02', '', 0, 'http://invictusleader.com/home/?p=4282', 0, 'post', '', 0),
(4283, 1, '2011-06-11 18:17:00', '2011-06-11 18:17:00', '<p>\r\n List of current clients</p>', 'Our Clients - Current', '', 'publish', 'open', 'open', '', 'our-clients-current-2', '', '', '2011-06-11 18:17:00', '2011-06-11 18:17:00', '', 0, 'http://invictusleader.com/home/?p=4283', 0, 'post', '', 0),
(4284, 1, '2012-01-17 14:32:10', '2012-01-17 14:32:10', '<p>\r\n </p>\r\n<div>\r\n <em><strong><span data-scayt_word="INVICTUS" data-scaytid="1">INVICTUS</span></strong>*</em></div>\r\n<div>\r\n </div>\r\n<div>\r\n <em>…..It matters not how strait the gate,<br />\r\n How charged with punishments the scroll,<br />\r\n I am the master of my fate:<br />\r\n I am the captain of my soul.</em></div>\r\n<div>\r\n </div>\r\n<div>\r\n ~ William Ernest Henley, 1875</div>\r\n<div>\r\n </div>\r\n<div>\r\n *<span data-scayt_word="invictus" data-scaytid="2">invictus</span> (Latin): unconquerable, undefeated</div>\r\n<div>\r\n Source: <a href="http://www.wordinfo.info/words/index/info/view_unit/2301/2" target="_blank">http://www.wordinfo.info/words/index/<span data-scayt_word="inf" data-scaytid="3">inf</span></a></div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Who We Are</strong></div>\r\n<div style="text-align: justify; ">\r\n High achieving leaders in today’s world of unprecedented change and uncertainty have to remain relevant as they strive to renew and reinvent themselves constantly to keep abreast of the hectic pace. Leaders know how lonely it can be at the top and how difficult it is to stay on the cutting edge, not just for a season but for the long term.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Whether you are a CEO, MD, GM, head of department, manager, entrepreneur or even a leader without a title, we can work with you to become your trusted thought partner in your success.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n We challenge you to think, behave and act in ways that you may have never dared explore before, whether due to insecurity, ignorance or inertia. We realize that many corporate executives lack the opportunity for genuine expression and constructive feedback simply because of the political systems, insular mindsets and anachronistic traditions that have taken root in their organizations. We intervene professionally to break these shackles before they mortally stifle the organization’s lifeblood.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Our clients grow as emotionally intelligent leaders by understanding and developing their unique purpose, strengths and brand attributes on a much deeper level. We help them embark on their inner journey of self-discovery and self-development, whilst ensuring that they deliver the results expected of them as successful leaders and professionals.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Our team is qualified and experienced in applying many of the leading profiling tools available, constantly drawing out your best attributes and greatest potential to help you become a self-directed leader who can in turn raise other leaders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n We <strong><span style="color:#0000ff;">lead</span>, <span style="color:#ff0000;">innovate</span>, <span style="color:#006400;">coach</span></strong>. <strong>We develop leaders…and leaders develop leaders</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n We are <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="4">INVICTUS</span></span> <span style="color:#0000ff;">LEADER</span></strong>.</div>', 'About Us', '', 'publish', 'open', 'open', '', 'about-us-4', '', '', '2012-01-17 14:32:10', '2012-01-17 14:32:10', '', 0, 'http://invictusleader.com/home/?p=4284', 0, 'post', '', 0),
(4285, 1, '2012-01-20 14:14:37', '2012-01-20 14:14:37', '<p>\r\n <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="123">INVICTUS</span></span> <span style="color:#0000ff;">GLOBAL</span></strong> <span data-scayt_word="pte" data-scaytid="125">pte</span> ltd<br />\r\n MAXWELL HOUSE<br />\r\n 20 MAXWELL ROAD #09-17<br />\r\n <strong>SINGAPORE</strong> 609113<br />\r\n + 65 6408 9744 (T), + 65 6399 3699 (F)</p>\r\n<p>\r\n <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="124">INVICTUS</span></span> <span style="color:#0000ff;">LEADER</span></strong> <span data-scayt_word="pte" data-scaytid="126">pte</span> ltd - HQ Europe<br />\r\n HUDSON HOUSE<br />\r\n 8 ALBANY STREET<br />\r\n EDINBURGH, <span data-scayt_word="EH1" data-scaytid="127">EH1</span> <span data-scayt_word="3QB" data-scaytid="128">3QB</span><br />\r\n SCOTLAND, <strong>UNITED KINGDOM</strong><br />\r\n +44 131 473 2332 (DL)<br />\r\n + 44 131 473 2300 (GL)<br />\r\n + 44 131 473 2309 (F)</p>\r\n<p>\r\n <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="129">INVICTUS</span></span> <span style="color:#0000ff;">LEADER</span></strong> <span data-scayt_word="sdn" data-scaytid="130">sdn</span> <span data-scayt_word="bhd" data-scaytid="131">bhd</span> – R&D<br />\r\n D 12 - 6 - 1, <span data-scayt_word="JALAN" data-scaytid="132">JALAN</span> <span data-scayt_word="PJU" data-scaytid="133">PJU</span> <span data-scayt_word="1A" data-scaytid="134">1A</span>/46<br />\r\n DANA 1 COMMERCIAL CENTRE <br />\r\n 47301 <span data-scayt_word="PETALING" data-scaytid="135">PETALING</span> <span data-scayt_word="JAYA" data-scaytid="136">JAYA</span><br />\r\n <span data-scayt_word="SELANGOR" data-scaytid="137">SELANGOR</span>, <strong>MALAYSIA</strong><br />\r\n + 603 7842 7046 (T/F)</p>\r\n<p>\r\n <strong><span style="color:#006400;"><span data-scayt_word="INVICTUS" data-scaytid="138">INVICTUS</span></span> <span style="color:#0000ff;">LEADER</span></strong> <span data-scayt_word="sdn" data-scaytid="139">sdn</span> <span data-scayt_word="bhd" data-scaytid="140">bhd</span> (906856-A)<br />\r\n No. <span data-scayt_word="54A" data-scaytid="141">54A</span>, <span data-scayt_word="JALAN" data-scaytid="142">JALAN</span> <span data-scayt_word="SS2" data-scaytid="143">SS2</span>/67<br />\r\n 47300 <span data-scayt_word="PETALING" data-scaytid="144">PETALING</span> <span data-scayt_word="JAYA" data-scaytid="145">JAYA</span><br />\r\n <span data-scayt_word="SELANGOR" data-scaytid="146">SELANGOR</span>, <strong>MALAYSIA</strong><br />\r\n + 603 7874 8179 (T), + 603 7875 4111 (F)<br />\r\n </p>', 'Contact Us', '', 'publish', 'open', 'open', '', 'contact-us-2', '', '', '2012-01-20 14:14:37', '2012-01-20 14:14:37', '', 0, 'http://invictusleader.com/home/?p=4285', 0, 'post', '', 0),
(4286, 1, '2013-01-25 00:16:07', '2013-01-25 00:16:07', '<p>\r\n test</p>\r\n<p>\r\n <img alt="" src="images/stories/exabytes.jpg" /></p>', 'test', '', 'publish', 'open', 'open', '', 'test-2', '', '', '2013-01-25 00:16:07', '2013-01-25 00:16:07', '', 0, 'http://invictusleader.com/home/?p=4286', 0, 'post', '', 0),
(4287, 1, '2010-09-04 13:37:24', '2010-09-04 13:37:24', '<h2>\r\n Web Site Terms and Conditions of Use</h2>\r\n<p>\r\n </p>\r\n<h3>\r\n 1. Terms</h3>\r\n<p style="padding-left: 30px;">\r\n By accessing this web site, you are agreeing to be bound by these web site Terms and Conditions of Use, all applicable laws and regulations, and agree that you are responsible for compliance with any applicable local laws. If you do not agree with any of these terms, you are prohibited from using or accessing this site. The materials contained in this web site are protected by applicable copyright and trade mark law.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 2. Use License</h3>\r\n<ol style="padding-left: 60px;" type="a">\r\n <li>\r\n Permission is granted to temporarily download one copy of the materials (information or software) on InvictusLeader's web site for personal, non-commercial transitory viewing only. This is the grant of a license, not a transfer of title, and under this license you may not:\r\n <ol type="i">\r\n <li>\r\n modify or copy the materials;</li>\r\n <li>\r\n use the materials for any commercial purpose, or for any public display (commercial or non-commercial);</li>\r\n <li>\r\n attempt to decompile or reverse engineer any software contained on InvictusLeader's web site;</li>\r\n <li>\r\n remove any copyright or other proprietary notations from the materials; or</li>\r\n <li>\r\n transfer the materials to another person or "mirror" the materials on any other server.</li>\r\n </ol>\r\n </li>\r\n <li>\r\n This license shall automatically terminate if you violate any of these restrictions and may be terminated by InvictusLeader at any time. Upon terminating your viewing of these materials or upon the termination of this license, you must destroy any downloaded materials in your possession whether in electronic or printed format.</li>\r\n</ol>\r\n<p>\r\n </p>\r\n<h3>\r\n 3. Disclaimer</h3>\r\n<p style="padding-left: 30px;">\r\n The materials on InvictusLeader's web site are provided "as is". InvictusLeader makes no warranties, expressed or implied, and hereby disclaims and negates all other warranties, including without limitation, implied warranties or conditions of merchantability, fitness for a particular purpose, or non-infringement of intellectual property or other violation of rights. Further, InvictusLeader does not warrant or make any representations concerning the accuracy, likely results, or reliability of the use of the materials on its Internet web site or otherwise relating to such materials or on any sites linked to this site.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 4. Limitations</h3>\r\n<p style="padding-left: 30px;">\r\n In no event shall InvictusLeader or its suppliers be liable for any damages (including, without limitation, damages for loss of data or profit, or due to business interruption,) arising out of the use or inability to use the materials on InvictusLeader's Internet site, even if InvictusLeader or a InvictusLeader authorized representative has been notified orally or in writing of the possibility of such damage. Because some jurisdictions do not allow limitations on implied warranties, or limitations of liability for consequential or incidental damages, these limitations may not apply to you.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 5. Revisions and Errata</h3>\r\n<p style="padding-left: 30px;">\r\n The materials appearing on InvictusLeader's web site could include technical, typographical, or photographic errors. InvictusLeader does not warrant that any of the materials on its web site are accurate, complete, or current. InvictusLeader may make changes to the materials contained on its web site at any time without notice. InvictusLeader does not, however, make any commitment to update the materials.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 6. Links</h3>\r\n<p style="padding-left: 30px;">\r\n InvictusLeader has not reviewed all of the sites linked to its Internet web site and is not responsible for the contents of any such linked site. The inclusion of any link does not imply endorsement by InvictusLeader of the site. Use of any such linked web site is at the user's own risk.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 7. Site Terms of Use Modifications</h3>\r\n<p style="padding-left: 30px;">\r\n InvictusLeader may revise these terms of use for its web site at any time without notice. By using this web site you are agreeing to be bound by the then current version of these Terms and Conditions of Use.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h3>\r\n 8. Governing Law</h3>\r\n<p style="padding-left: 30px;">\r\n Any claim relating to InvictusLeader's web site shall be governed by the laws of Malaysia without regard to its conflict of law provisions.</p>\r\n<p style="padding-left: 30px;">\r\n </p>\r\n<h2>\r\n Privacy Policy</h2>\r\n<p style="padding-left: 30px;">\r\n Your privacy is very important to us. Accordingly, we have developed this Policy in order for you to understand how we collect, use, communicate and disclose and make use of personal information. The following outlines our privacy policy.</p>\r\n<ul style="padding-left: 60px;">\r\n <li>\r\n Before or at the time of collecting personal information, we will identify the purposes for which information is being collected.</li>\r\n <li>\r\n We will collect and use of personal information solely with the objective of fulfilling those purposes specified by us and for other compatible purposes, unless we obtain the consent of the individual concerned or as required by law.</li>\r\n <li>\r\n We will only retain personal information as long as necessary for the fulfillment of those purposes.</li>\r\n <li>\r\n We will collect personal information by lawful and fair means and, where appropriate, with the knowledge or consent of the individual concerned.</li>\r\n <li>\r\n Personal data should be relevant to the purposes for which it is to be used, and, to the extent necessary for those purposes, should be accurate, complete, and up-to-date.</li>\r\n <li>\r\n We will protect personal information by reasonable security safeguards against loss or theft, as well as unauthorized access, disclosure, copying, use or modification.</li>\r\n <li>\r\n We will make readily available to customers information about our policies and practices relating to the management of personal information.</li>\r\n</ul>\r\n<p style="padding-left: 30px;">\r\n We are committed to conducting our business in accordance with these principles in order to ensure that the confidentiality of personal information is protected and maintained.</p>', 'Terms of Service', '', 'publish', 'open', 'open', '', 'terms-of-service-2', '', '', '2010-09-04 13:37:24', '2010-09-04 13:37:24', '', 0, 'http://invictusleader.com/home/?p=4287', 0, 'post', '', 0),
(4288, 1, '2010-08-31 17:40:07', '2010-08-31 17:40:07', '<p style="text-align: justify; ">\r\n <strong>The Key Driver of Growth, Profitability, Performance and Competitive Advantage</strong></p>\r\n<p style="text-align: justify; ">\r\n <em>“You must be the change you wish to see in the world.” - Mahatma <span data-scayt_word="Gandhii" data-scaytid="1">Gandhii</span></em></p>\r\n<p style="text-align: justify; ">\r\n Today’s leaders navigate a world that’s undergoing continuous change. As the landscape changes, so do the tools needed for leaders to harness that change and improve organizational and individual performance. We appreciate the impact that talented leaders can have on business and society as a whole, and we dedicate significant resources to attract, develop and retain talented employees.</p>\r\n\r\n<p style="text-align: justify; ">\r\n The current complex, continually changing, ever challenging domestic, international, transnational, and global economic, ecological, political, cultural and social environments couples with the threats of terrorism and natural disasters require exceptional organizational leadership. Success on the battlefield - military or business - requires timely collaborative tactical and strategic win-win asset allocation and alignment with flawless execution. Balancing multiple competing demands - most especially customer, employee and shareholder satisfaction - within the context of finite resources in the business of the day. What are the requisite competencies and capabilities for executive success in this environment?</p>\r\n<p style="text-align: justify; ">\r\n <strong>Who and Why should you attend?</strong></p>\r\n<p style="text-align: justify; ">\r\n This senior management training seminar is designed for CEO’s General Managers, Senior Managers and Entrepreneurs who wish to broaden their experience and skills in private or public sector business by learning a practical framework, with superior methods. This could be called just a “CEO Boot Camp”, but the ones we have seen are so much less, because they are mainly anecdotal, not complete blueprints for success.</p>\r\n<p style="text-align: justify; ">\r\n This executive level management seminar is an investment to your abilities and skills that will last a lifetime and can literally generate millions in extra profits for you/or your company. If you are a CEO, or want to be a CEO, or a General Manager, of a growth business or a service sector for the public, or if you are thinking of launching a company, this will be the best investment you will ever make.</p>\r\n<p style="text-align: justify; ">\r\n You will learn practical “How To” techniques that will build any business faster and more profitable. This executive management training seminar will also help you design, launch and improve any new products or businesses by broadening our executive skills and becoming more fluent in the business areas you are not an expert in today.</p>', 'Leadership Mastery for High Performance Leaders', '', 'publish', 'open', 'open', '', 'leadership-mastery-for-high-performance-leaders-2', '', '', '2010-08-31 17:40:07', '2010-08-31 17:40:07', '', 0, 'http://invictusleader.com/home/?p=4288', 0, 'post', '', 0),
(4289, 1, '2010-08-31 17:42:43', '2010-08-31 17:42:43', '<p style="text-align: justify; ">\r\n <strong>The Key Driver of Growth, Profitability, Performance and Competitive Advantage</strong><br />\r\n <br />\r\n <em> “If you want to succeed, you have to forge new paths and avoid borrowed ones.” - John Rockefeller</em><br />\r\n <br />\r\n Is it possible for a leader or manager to create a new future for an organization? A big part of a leader or manager’s job is to do just that. Yet, many companies don’t invent the future. They maintain the status-quo. As a result, they become casualties of the economy or worse, the competition. Inventing the future requires one to rock the boat. Only by rocking the boat can a company create highly innovative products and services or achieve significant cost-cutting measures.</p>\r\n\r\n<p style="text-align: justify; ">\r\n Long-term corporate success is linked to the ability to innovate. Although corporate investment in improvements to existing products and processes does bring growth, it is new game changing breakthroughs that will launch company into new markets, enable rapid growth, and create high return on investment.<br />\r\n <br />\r\n So what separates extraordinary leaders from proponents of the status-quo? They break the rules except, not in an arbitrary or capricious way. To start, there is a declaration of what the future will be. There is also a purpose, something to stand for. And finally, there is clearly articulated commitment. This is the <span data-scayt_word="programme" data-scaytid="3">programme</span> that makes the difference.<br />\r\n <br />\r\n <strong>Who should attend and Why YOU should attend</strong><br />\r\n <br />\r\n Big Think Leadership Innovation Strategy is designed for senior executives and entrepreneurs who have significant input into the technology and innovation strategy of their organizations. Participants should play a key role within their organizations. Participants should play a key role within their organizations that gives them the ability and the perspective to look up and down the value chain to appraise strategic technology options wherever they arise.<br />\r\n <br />\r\n Managers and leaders who will take away the greatest value from the Big Think Leadership Innovation Strategy:</p>\r\n<ul>\r\n <li style="text-align: justify; ">\r\n CEOs, <span data-scayt_word="COOs" data-scaytid="5">COOs</span>, <span data-scayt_word="CIOs" data-scaytid="6">CIOs</span>, GMs, <span data-scayt_word="HODs" data-scaytid="7">HODs</span> and senior executives in charge of innovation or new business development;</li>\r\n <li style="text-align: justify; ">\r\n <span data-scayt_word="CTOs" data-scaytid="8">CTOs</span>, R&D directors, other senior executives and entrepreneurs who are responsible for technology, R&D and supply-chain strategy, especially where coordinated technology development issues are essential;</li>\r\n <li style="text-align: justify; ">\r\n Teams charged with planning and implementing innovation or value chain strategy.</li>\r\n</ul>', 'Big Think Leadership Innovation Strategy for Managers & Leaders ', '', 'publish', 'open', 'open', '', 'big-think-leadership-innovation-strategy-for-managers-leaders', '', '', '2010-08-31 17:42:43', '2010-08-31 17:42:43', '', 0, 'http://invictusleader.com/home/?p=4289', 0, 'post', '', 0),
(4290, 1, '2010-08-31 17:50:54', '2010-08-31 17:50:54', '<p style="text-align: justify; ">\r\n <strong>The Key Driver of Growth, Profitability, Performance and Competitive Advantage</strong><br />\r\n <br />\r\n <em> “Those that live by the sword will be shot by those that don’t.” - Gary <span data-scayt_word="Hamel" data-scaytid="6">Hamel</span></em><br />\r\n <br />\r\n Innovation is the core business of the <span data-scayt_word="21st" data-scaytid="2">21st</span> century. In order to not only compete and grow but to survive in a global economy, business must innovate. To date, innovation has been approached in a piecemeal fashion. But businesses can no longer compete on a world stage on price alone.</p>\r\n\r\n<p style="text-align: justify; ">\r\n As with all core business processes, innovation needs to be linked to strategy and the business planning process. Innovation that is not aligned to business strategy runs the risk of diverting key resources and damaging the focus of an organization. Innovation activities MUST be driven by strategy and current business imperatives.<br />\r\n <br />\r\n Creating a culture of continuous innovation requires leadership and commitment from the Board and senior management teams (<span data-scayt_word="SMTs" data-scaytid="3">SMTs</span>). This is a MUST - a necessary prerequisite for success. It also requires agents of innovation and innovation teams across the organization, champions who will assist a project manager with the implementation and tracking of ideas, innovations and changes.<br />\r\n <br />\r\n Only by embracing innovation leadership will be able to compete on a world stage and be successful in a truly global economy.<br />\r\n <br />\r\n <strong>Who should attend and Why YOU should attend </strong><br />\r\n <br />\r\n Innovation is often about small, incremental changes to products, services and processes. It involves all managers in every department from Finance to Customer Service. It should be planned and managed as a core business covering all parts of a business. It needs to be integrated into the business at both strategic and operational levels. It is the core business skills and process for the <span data-scayt_word="21st" data-scaytid="4">21st</span> century.<br />\r\n <br />\r\n Research has indicated that one of the most important factors in installing an innovation culture within any company is having leaders and teams with ability and commitment. Senior managers need to understand the strategic direction and how innovation can help. They also need to be able to motivate others.</p>', 'Management Innovation Leadership for Managers', '', 'publish', 'open', 'open', '', 'management-innovation-leadership-for-managers', '', '', '2010-08-31 17:50:54', '2010-08-31 17:50:54', '', 0, 'http://invictusleader.com/home/?p=4290', 0, 'post', '', 0),
(4291, 1, '2010-08-31 17:54:11', '2010-08-31 17:54:11', '<p style="text-align: justify; ">\r\n <strong>The Key Driver of Growth, Profitability, Performance and Competitive Advantage</strong><br />\r\n <br />\r\n <em>“I don’t look to jump over 7-foot bars. I look around for 1-foot bars that I can step over.”- Warren Buffett</em><br />\r\n <br />\r\n Success is attributed great significance in recent times, and our careers are weighed against the success we are able to achieve in our chosen field. This is the era of competitiveness and thus, it is our due responsibility to be prepared for our jobs and duties even if we are fresh in the field.</p>\r\n\r\n<p style="text-align: justify; ">\r\n Coaching, Influencing and Mentoring are vital elements in any person’s growth because guidance is the utmost factor behind anybody’s success; hence, proper guidance and support from quality experts and experienced people will definitely help people to move ahead in their profession of choice.<br />\r\n <br />\r\n Influence is the capacity of having an effect on someone, or something. In organizations, it is the <strong>power of producing results through others</strong>. The success of your project - and the course of your career - depends on your ability to influence people to get things done.<br />\r\n <br />\r\n The potential within people is immense - what is needed is support and guidance. Organizations are finally realizing what we have known since the <span data-scayt_word="Vedic" data-scaytid="1">Vedic</span> Age: the value of the coach and mentor and the importance of this unique fulfilling relationship that can change the future of both and also that of the organization.<br />\r\n <br />\r\n <strong>Who should attend and Why YOU should attend </strong><br />\r\n <br />\r\n Consider these important leadership questions:</p>\r\n<ul>\r\n <li style="text-align: justify; ">\r\n How much potential do you see untapped in your organization?</li>\r\n <li style="text-align: justify; ">\r\n Want your leaders to be more effective coaches and mentors?</li>\r\n <li style="text-align: justify; ">\r\n Would you like to develop your next set of leaders internally, rather than having to hire outside your organization?</li>\r\n</ul>\r\n<p style="text-align: justify; ">\r\n <br />\r\n The answers to these questions lie within you and within the people of your organization. You have the raw materials. It takes coaches, mentoring and leadership influence to bring these things out - to unleash the potential!</p>', 'Lead like a Coach, Think like a Mentor and Influence like a Leader', '', 'publish', 'open', 'open', '', 'lead-like-a-coach-think-like-a-mentor-and-influence-like-a-leader', '', '', '2010-08-31 17:54:11', '2010-08-31 17:54:11', '', 0, 'http://invictusleader.com/home/?p=4291', 0, 'post', '', 0),
(4292, 1, '2011-04-29 10:16:11', '2011-04-29 10:16:11', '<p style="text-align: justify;">\r\n <img alt="alt" src="images/stories/motl_article2_small.jpg" style="margin-left: 12px; margin-right: 12px; margin-top: 5px; margin-bottom: 5px; float: left; width: 121px; height: 160px; " />Leadership is like a cancer cell. It exists in all of our bodies. Thanks to the presence of Natural Killer (<span data-scayt_word="NK" data-scaytid="1">NK</span>) cells that diligently patrol our system, these cells are prevented from mutating into dangerous cancerous growth. But once the trigger or the dangerous cancer is activated through a catalyst, it just mutates as dangerous growth. It is the same with leadership. Something will ignite or trigger our senses and our leadership cells gets ignited. Leadership is within all of us. We call it <strong>Take Charge Leadership – Mark of the Lion</strong>.</p>\r\n\r\n<p style="text-align: justify">\r\n Leadership is said to be everything and nothing. It is everything because it can be found everywhere in organizations, not just at the top. Leadership is everything because it is infused in all that we do; it is not sacred. You may not have a title or a team to be a leader. Each individual <span data-scayt_word="behaviour" data-scaytid="2">behaviour</span> has leadership implications. Because leadership is based on action, it emerges as a function of participation and interaction.<br />\r\n <br />\r\n Given this description, how can leadership be nothing? Leadership is nothing in the sense that it seems impossible to define completely. Decades of scientific study have yet to yield a single definition that fully captures the nature of leadership, much less articulate a definitive approach to developing it. Perhaps it is impossible to define leadership in words, but we agree that we know it when we see it.<br />\r\n <br />\r\n Colin Powell, retired Secretary of State and Chairman, Joint Chiefs of Staff, once said:<br />\r\n <br />\r\n “Leadership is the art of accomplishing more than the science of management says is possible.”<br />\r\n <br />\r\n As leaders, we need to improve our effectiveness. Effective leaders need to articulate vivid, over-arching goals and values, which we use to drive daily <span data-scayt_word="behaviours" data-scaytid="3">behaviours</span> and choices among competing alternatives. Our visions and priorities need to be lean and compelling, not cluttered and buzzword-laden. Our decisions need to be crisp and clear, not tentative and ambiguous. They need to convey an unwavering firmness and consistency in our actions, aligned with the future picture they paint. The result: clarity of purpose, credibility of leadership, and integrity in organization.<br />\r\n <br />\r\n Are you that kind of leader? For more information <a href="index.php?option=com_content&view=article&id=73&Itemid=61">click here</a>.</p>', 'Take Charge Leadership - The Mark of the Lion ', '', 'publish', 'open', 'open', '', 'take-charge-leadership-the-mark-of-the-lion', '', '', '2011-04-29 10:16:11', '2011-04-29 10:16:11', '', 0, 'http://invictusleader.com/home/?p=4292', 0, 'post', '', 0);
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(4293, 1, '2011-04-29 10:24:54', '2011-04-29 10:24:54', '<h2>\r\n Leadership Presence</h2>\r\n<p>\r\n Today’s leaders navigate a world that is undergoing continuous change. As the landscape changes, so do the tools needed for leaders to harness that change and improve organisational and individual performance. We appreciate the impact that talented leaders can have on business and society as a whole and we dedicate significant resources to attract, develop and retain talented employees.<br />\r\n <br />\r\n The current complex, continually changing, ever challenging domestic, international, transnational, and global economic, ecological, political, cultural, and social environments couples with the threats of terrorism and natural disasters require exceptional organisational leadership. Success on the battlefield - military or business - requires timely collaborative tactical and strategic win-win asset allocation and alignment with flawless execution.<br />\r\n <br />\r\n Balancing multiple competing demands -- most especially customer, employee and shareholder satisfaction -- within the context of finite resources in the business of the day. What are the requisite competencies and capabilities for executive success in this environment?<br />\r\n <br />\r\n </p>\r\n<h2>\r\n Methodology</h2>\r\n<p>\r\n The learning methodology is based on the following philosophy:<br />\r\n <br />\r\n <strong><span style="color:#ff0000;">Tell me and I will forget. Show me and I may remember. Involve me and I will understand….</span></strong></p>\r\n<p style="text-align: right;">\r\n <strong><span style="color: rgb(255, 0, 0);">Confucius</span></strong></p>\r\n<p>\r\n </p>\r\n<h2>\r\n Leadership Learning Objectives</h2>\r\n<p>\r\n You will be exposed to variety of leadership skills and approaches but asked to visualize and determine your own definition of effective leadership. If you learn to lead with vision and inspiration while demonstrating effective interpersonal skills, you can expect to:</p>\r\n<ul>\r\n <li>\r\n Lead from deeper sense of self</li>\r\n <li>\r\n Build deeper connections to others</li>\r\n <li>\r\n Achieve greater organizational and personal results</li>\r\n</ul>\r\n<p>\r\n Ethics are so vital to effective leadership is that there is an implicit, often unstated, expectation from people that their <strong>leaders engage in ethical decision making</strong>. Leaders are the role-models-in-chief for ethical decision making in organizations – they have profound influence on how individuals value and appreciate ethics. In this program we tackle the idea of ethics and how leaders influence the ethical decision making of those around them.<br />\r\n <br />\r\n You will learn what EQ really means; how effective leaders understand and use it to better themselves, others, and the workplace; and how you can develop your own EQ. Equip yourself with a huge advantage as a leader<br />\r\n <br />\r\n </p>\r\n<h2>\r\n Leadership Learning Outcome</h2>\r\n<p>\r\n You will:</p>\r\n<ul>\r\n <li>\r\n Get the perspectives and skills to develop into more effective, authentic leaders who can lead high-performance teams;</li>\r\n <li>\r\n Learn best practices in collaborative planning, creative visioning, and visual communication;</li>\r\n <li>\r\n Gain new ideas and values to infuse into your culture;</li>\r\n <li>\r\n Experience greater cohesion, teamwork, productivity, and communication in their teams;</li>\r\n <li>\r\n Gain the necessary skills to help lead the roll out of a collaborative strategic planning or change management program</li>\r\n</ul>\r\n<p>\r\n <br />\r\n </p>\r\n<h2>\r\n Leadership Practical Competence;</h2>\r\n<ul>\r\n <li>\r\n You will develop a comprehensive set of practical skills and tools to rely on through leadership practice.</li>\r\n <li>\r\n You will learn how to communicate effectively in order to develop relationships, manage conflicts, and work across differences</li>\r\n <li>\r\n You will learn the skills to engage in conflict productively and work toward conflict resolution<br />\r\n </li>\r\n</ul>\r\n<h2>\r\n Pre-work</h2>\r\n<p>\r\n The pre-course work is based on a reading assignment that encourages you to examine how well prepared you are to lead others. The reading assignment is followed by a few questions that ask you to reflect on the reading in terms of your own situation. The intent of this reading assignment is two-fold. First, by reading this article as pre-course work you are afforded some time to think about the topic of leadership prior to attending the course. Second, reading in order to foster continuous learning is a key strategy for individuals who desire to improve their leadership skills throughout their career, no matter what type of business or endeavour they pursue. <br />\r\n </p>\r\n<h2>\r\n Some of the Tools, Workbooks & Simulation Used In The Program</h2>\r\n<h3>\r\n 1. What’s My Style</h3>\r\n<p>\r\n <img alt="" src="images/stories/whats-my-style-cover.jpg" style="width: 114px; height: 152px; margin: 3px; border-width: 0px; border-style: solid; float: left;" />What’s My Style is a personality style assessment for management development training. Individuals identify personality style, improve their people skills, learn how personality drives behavior and improve interpersonal interactions.<br />\r\n <br />\r\n What makes people act the way they do? There’s much debate about what drives human behavior. But one thing is certain – research proves that personality plays a major role in how we act when given complete freedom to do so.</p>\r\n<p>\r\n <br clear="all" />\r\n <strong>Learning Outcomes</strong></p>\r\n<ul>\r\n <li>\r\n Pinpoint one of four style preferences</li>\r\n <li>\r\n Discover how style affects behavior</li>\r\n <li>\r\n Recognize the strengths and weaknesses of each style</li>\r\n <li>\r\n Learn how to interact with different styles</li>\r\n</ul>\r\n<p>\r\n </p>\r\n<h3>\r\n 2. Leadership Courage Workbook</h3>\r\n<p>\r\n <img alt="" src="images/stories/leadership-crge-cvr.jpg" style="width: 129px; height: 148px; border-width: 0px; border-style: solid; margin: 3px; float: left;" />We have high and often conflicting expectations of leaders. Be reasonable but passionate. Decisive but inclusive.Visionary but explicit. Powerful but humble. Add to that emotionally intelligent, caring, impartial, people-oriented, and of course, profit-driven. The list is so long that it often leaves leaders scratching their heads, thinking: how am I supposed to be all of these things at once?</p>\r\n<p>\r\n The answer is courage. It's what enables a leader to face tough times and step up to the plate. It is what gives leadership its backbone.</p>\r\n<br clear="all" />\r\n<p>\r\n <strong>Learning Outcomes</strong></p>\r\n<ul>\r\n <li>\r\n Understand the impact fear has on personal and organizational performance</li>\r\n <li>\r\n Identify which of the three types of courage one uses most often</li>\r\n <li>\r\n Learn about three types of courage and when (and how) to use each</li>\r\n <li>\r\n Discover two distinct ways of leading that inspire more courageous behavior</li>\r\n <li>\r\n Find opportunities to apply courage frequently</li>\r\n</ul>\r\n<p>\r\n </p>\r\n<h3>\r\n 3. Leadership Unlimited Profile Workbook</h3>\r\n<p>\r\n <img alt="" src="images/stories/leadership-unlimited-profil.jpg" style="width: 132px; height: 171px; border-width: 0px; border-style: solid; margin: 3px; float: right;" />The business pages of the world’s newspapers are filled with stories about managers and executives who suddenly self destruct. Individuals who were once considered to be successful ultimately fail, either ending up in a dead-end career or let go by their once seemingly loyal organization. This phenomenon is called Derailment. Just as a train falls off of its tracks, this breakdown is never intentional, and it almost always causes considerable damage. The good news is that derailment can be predicted – and even prevented – when managers are given the right resources. Based on more than 20 years of research, it provides specific, targeted feedback on those behaviors that severely limit effectiveness, including:</p>\r\n<ul>\r\n <li>\r\n Organizing Behavior</li>\r\n <li>\r\n Relationship Behavior</li>\r\n <li>\r\n Learning Initiatives Behavior</li>\r\n <li>\r\n Emotional Behavior</li>\r\n <li>\r\n Career Management Behavior</li>\r\n</ul>\r\n<p>\r\n <br />\r\n The assessment serves as an “early warning” tool by providing quick insights into the critical areas of performance, identifies the skills sets needed to reach the next level, and establishes benchmarks to help people take charge of their development.<br />\r\n <br />\r\n <strong>Learning Outcomes</strong></p>\r\n<ul>\r\n <li>\r\n Measure five key career behaviors and 12 scales of behaviors</li>\r\n <li>\r\n Understand the management skills needed to maintain and ensure success</li>\r\n <li>\r\n Learn how to predict problems that can cause career derailment</li>\r\n <li>\r\n Pinpoint development needs to avoid derailment</li>\r\n <li>\r\n How to develop and align critical competencies</li>\r\n <li>\r\n Identify Career Accelerators, Neutralizers, and Blockers</li>\r\n <li>\r\n Create an individual personal development plan</li>\r\n</ul>\r\n<h3>\r\n <br />\r\n 4. Leadout Simulations</h3>\r\n<p>\r\n <img alt="" src="images/stories/leadout-sim-cover.jpg" style="width: 190px; height: 141px; border-width: 0px; border-style: solid; margin: 3px; float: left;" />Welcome to Leadout: An Experience in Leadership, an intense and exciting simulation that uses a real-life business scenario to drive home the importance of core leadership and team behaviors. Rooted in the theories developed by top management experts, the challenge is for teams to make quality decisions while confronting typical organizational issues. Never before has there been a more positive way to distill best practices in planning, decision making, communication, conflict resolution, and interpersonal relationships.</p>\r\n<p>\r\n The simulation goes beyond just fun. It offers real learning, through the use of midpoint reflection, discussion questions, and a Force Field Analysis exercise.</p>\r\n<br clear="all" />\r\n<h3>\r\n 5. MARS Surface Rover Leadership Game</h3>\r\n<p>\r\n <img alt="" src="images/stories/mars-rover-game.jpg" style="width: 304px; height: 214px; border-width: 0px; border-style: solid; margin: 3px; float: right;" /></p>\r\n<p>\r\n This hands-on activity allows participants to see the damaging consequences of traditional and passive leadership styles and experience the benefits of facilitative leadership. This exercise is based upon six skills:</p>\r\n<ul>\r\n <li>\r\n Communication</li>\r\n <li>\r\n Thinking</li>\r\n <li>\r\n Administration</li>\r\n <li>\r\n Influence</li>\r\n <li>\r\n Interpersonal</li>\r\n <li>\r\n Change Management</li>\r\n</ul>\r\n<p>\r\n <br />\r\n <strong>Learning Outcomes:</strong></p>\r\n<ul>\r\n <li>\r\n Understand the benefits of facilitative leadership</li>\r\n <li>\r\n Discover the drawbacks of traditional and passive styles of leadership</li>\r\n <li>\r\n Recognize the balance between too much and too little authority</li>\r\n</ul>\r\n<h2>\r\n </h2>\r\n<h2>\r\n Target Audience</h2>\r\n<p>\r\n Choosing to lead is one of the most rewarding decisions you may ever make. But it’s not about you. Yes, you will bring your unique and much needed gifts to the world, but not for your own sake. Your job is to use your gifts to help others express, make known and fulfilltheir potential. Influencing others with a purpose, a calling, and with opportunities they never imagined they had.<br />\r\n <br />\r\n Leadership, It’s a mindset of service. It’s a mindset of continual learning. It’s a mindset of growth.<br />\r\n <br />\r\n <strong>The single biggest truth of leadership is that by building leadership of others we are building ours.</strong><br />\r\n <br />\r\n That doesn’t come naturally to us, but it’s your call, if you want to be a leader. It's your journey.</p>\r\n<p>\r\n </p>\r\n<h2>\r\n <a href="index.php?option=com_courseman&view=category&cid=1&Itemid=70">Click here</a> to book a place now!</h2>\r\n<h2>\r\n </h2>\r\n<h3>\r\n Suggested Reading List</h3>\r\n<ol>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0316346624" target="_blank" title="Buy this in our bookstore">Tipping Point by Malcolm Gladwell</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0316010669" target="_blank" title="Buy this in our bookstore">Blink by MalcolmGladwell</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0316017922" target="_blank" title="Buy this in our bookstore">Outliers by Malcolm Gladwell</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0316076201" target="_blank" title="Buy this in our bookstore">Who the Dog Saw by Malcolm Gladwell</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0553378589" target="_blank" title="Buy this in our bookstore">Working with Emotional Intelligence by Daniel Coleman</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/1594484805" target="_blank" title="Buy this in our bookstore">Drive by Daniel H Pink</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0470633549" target="_blank" title="Buy this in our bookstore">The Truth About Leadership by Kouzes and Posner</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0446556084" target="_blank" title="Buy this in our bookstore">Good Boss, Bad Boss by Robert I.Sutton</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0385516304" target="_blank" title="Buy this in our bookstore">Presence by Peter Senge, C. Scharmer</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0066620996" target="_blank" title="Buy this in our bookstore">Good to Great by Jim Collins</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0787996327" target="_blank" title="Buy this in our bookstore">The Riddle by Andrew Razeghi</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/1422103218" target="_blank" title="Buy this in our bookstore">Big Think by Bernd H Schmitt</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/031236198X" target="_blank" title="Buy this in our bookstore">Our Iceberg Is Melting by John Kotter</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0714843377" target="_blank" title="Buy this in our bookstore">It’s Not How Good You Are, It’s How Good You Want To Be, by Paul Arden</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/0751533815" target="_blank" title="Buy this in our bookstore">The New Leaders by Daniel Goleman</a></li>\r\n <li>\r\n <a href="http://astore.amazon.com/invldr-20/detail/1401301304" target="_blank" title="Buy this in our bookstore">What You Got You Here Won’t Get You There</a></li>\r\n</ol>\r\n<p>\r\n </p>\r\n<p>\r\n <img align="left" alt="" src="images/stories/leadership-courage-cvr.jpg" /></p>', 'The Mark of the Lion - Course Details', '', 'publish', 'open', 'open', '', 'the-mark-of-the-lion-course-details-2', '', '', '2011-04-29 10:24:54', '2011-04-29 10:24:54', '', 0, 'http://invictusleader.com/home/?p=4293', 0, 'post', '', 0),
(4294, 1, '2011-06-15 11:42:27', '2011-06-15 11:42:27', '<p>\r\n Developing Leadership Relationships Through Interpersonal Skills</p>', 'Developing Leadership Relationships Through Interpersonal Skills', '', 'publish', 'open', 'open', '', 'developing-leadership-relationships-through-interpersonal-skills-2', '', '', '2011-06-15 11:42:27', '2011-06-15 11:42:27', '', 0, 'http://invictusleader.com/home/?p=4294', 0, 'post', '', 0),
(4295, 1, '2012-02-27 15:02:29', '2012-02-27 15:02:29', '<p>\r\n <img alt="" src="images/stories/motl_sg.jpg" style="width: 580px; height: 430px;" /></p>\r\n\r\n<p>\r\n <img alt="" src="images/stories/motl_sg_brochure1.jpg" style="width: 580px; height: 876px;" /><br />\r\n <img alt="" border="0" height="224" id="Image-Maps_6201202270956155" src="/home/images/stories/motl_sg_brochure2.jpg" usemap="#Image-Maps_6201202270956155" width="580" /><map id="_Image-Maps_6201202270956155" name="Image-Maps_6201202270956155"><area alt="Learning@GOV" coords="114,56,214,77" href="https://www.learning.gov.sg/" shape="rect" target="_blank" title="Learning@GOV" /> <area alt="9th March session" coords="0,112,258,133" href="https://docs.google.com/spreadsheet/viewform?formkey=dFNidC1CN1VqSGJaS3VmZGUzbWY5REE6MQ" shape="rect" target="_blank" title="9th March session" /> <area alt="10th March session" coords="0,133,258,154" href="https://docs.google.com/spreadsheet/viewform?formkey=dDBKWjJjYU56cHo0TTQ1VGpWcGYzS3c6MQ" shape="rect" target="_blank" title="10th March session" /> <area alt="Send email" coords="0,188,155,209" href="mailto:PA_NACLI_BD@pa.gov.sg" shape="rect" target="_blank" title="Send email" /></map></p>', 'Mark of The Lion in Singapore', '', 'publish', 'open', 'open', '', 'mark-of-the-lion-in-singapore-2', '', '', '2012-02-27 15:02:29', '2012-02-27 15:02:29', '', 0, 'http://invictusleader.com/home/?p=4295', 0, 'post', '', 0),
(4296, 1, '2011-06-11 18:38:35', '2011-06-11 18:38:35', '<h2>\r\n Your Business Leadership Needs</h2>\r\n<table border="0" cellpadding="5" cellspacing="0" style="border: 1px solid #404040; border-collapse: collapse;" width="100%">\r\n <tbody>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n INDIVIDUAL LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n EMERGING LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n MID-LEVEL LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n SENIOR LEADERS</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse; background-color:#00b0f0; font-weight:bold;">\r\n EXECUTIVE LEADERS</td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="5" style="border:1px solid #404040; border-collapse: collapse; background-color:#ffcd2f;">\r\n Developing Leadership Relationships Through Interpersonal Skills</td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="3" style="border:1px solid #404040; border-collapse: collapse; background-color:#92d050;">\r\n <a href="index.php?option=com_content&view=article&id=72&Itemid=61">Take Charge Leadership – Mark of the Lion</a></td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="2" style="border:1px solid #404040; border-collapse: collapse; background-color:#b2a1c7;">\r\n <a href="index.php?option=com_content&view=article&id=47&Itemid=61">Big Think Transformational Leadership Strategy for Leaders</a></td>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="5" style="border:1px solid #404040; border-collapse: collapse; background-color:#fabf8f;">\r\n Leadership Alignment Coaching</td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="2" style="border:1px solid #404040; border-collapse: collapse; background-color:#d99594;">\r\n <a href="index.php?option=com_content&view=article&id=49&Itemid=61">Lead like a Coach, Think like a Mentor and Influence like a Leader</a></td>\r\n </tr>\r\n <tr>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td align="center" colspan="4" style="border:1px solid #404040; border-collapse: collapse; background-color:#c4bc96;">\r\n <a href="index.php?option=com_content&view=article&id=46&Itemid=61">Leadership Mastery for High Performance Leaders</a></td>\r\n </tr>\r\n <tr>\r\n </tr>\r\n <tr>\r\n <td align="center" colspan="3" style="border:1px solid #404040; border-collapse: collapse; background-color:#bfbfbf;">\r\n Management Innovation Leadership for Managers</td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n <td style="border:1px solid #404040; border-collapse: collapse;">\r\n </td>\r\n </tr>\r\n </tbody>\r\n</table>\r\n<p>\r\n </p>\r\n<h3>\r\n Leadership Levels</h3>\r\n<ol>\r\n <li>\r\n <strong>Individual Leaders</strong> may not have positional authority or a formal leadership role, but these people are expected to perform, contribute and influence in a leader-like manner. </li>\r\n <li>\r\n <strong>Emerging Leaders</strong> are at an early-stage in their careers. They have been identified for their leadership potential and aspirations.</li>\r\n <li>\r\n <strong>Mid-Level Leaders</strong> are typically mid-level managers making the transition from tactical to strategic leadership. Their focus is shifting beyond functional responsibilities to the overall organizational issues.</li>\r\n <li>\r\n <strong>Senior Leaders</strong> manage divisions or business units. In addition to their operational responsibilities, they are responsible for enterprise-wide opportunities and challenges.</li>\r\n <li>\r\n <strong>Executive Leaders</strong> operate at the strategic level of the business. They are responsible for crafting and executing your organization’s business model.<br />\r\n </li>\r\n</ol>', 'Leadership', '', 'publish', 'open', 'open', '', 'leadership', '', '', '2011-06-11 18:38:35', '2011-06-11 18:38:35', '', 0, 'http://invictusleader.com/home/?p=4296', 0, 'post', '', 0),
(4297, 1, '2011-06-11 18:53:52', '2011-06-11 18:53:52', '<h2>\r\n Why Leadership Coaching?</h2>\r\n<p>\r\n Leaders of today need a collaborative approach to be effective in the workplace. Leadership Coaching is an important way to help executive team members develop leadership skills to build stronger relationships with each other, and to more skillfully develop their direct reports. This commitment starts with an in-depth awareness of one’s behavior and how it impacts others in the organization.</p>\r\n<h3>\r\n What is Leadership Alignment Coaching?</h3>\r\n<p>\r\n <strong>Workshop</strong></p>\r\n<ol>\r\n <li>\r\n Leadership Alignment Coaching</li>\r\n <li>\r\n Lead like a Coach, Think like a Mentor and Influence like a Leader<br />\r\n </li>\r\n</ol>', 'Coaching', '', 'publish', 'open', 'open', '', 'coaching', '', '', '2011-06-11 18:53:52', '2011-06-11 18:53:52', '', 0, 'http://invictusleader.com/home/?p=4297', 0, 'post', '', 0),
(4298, 1, '2011-06-11 18:59:08', '2011-06-11 18:59:08', '<ul>\r\n <li>\r\n Project Management\r\n <ul>\r\n <li>\r\n Workshop\r\n <ul>\r\n <li>\r\n Project Management 101</li>\r\n <li>\r\n PMP Certification Exam Preparation Boot Camp</li>\r\n <li>\r\n Managing by Project Simulation</li>\r\n <li>\r\n Leading High Performing Project Teams Simulation</li>\r\n <li>\r\n Program Management Simulation</li>\r\n </ul>\r\n </li>\r\n </ul>\r\n </li>\r\n <li>\r\n Business Analysis<br />\r\n </li>\r\n</ul>', 'Business Process', '', 'publish', 'open', 'open', '', 'business-process', '', '', '2011-06-11 18:59:08', '2011-06-11 18:59:08', '', 0, 'http://invictusleader.com/home/?p=4298', 0, 'post', '', 0),
(4299, 1, '2011-06-11 19:02:25', '2011-06-11 19:02:25', '<p>\r\n In today's competitive environment staying ahead in business means staying ahead in technology. Regardless of your industry, technology enhancements play a huge part in growing your business, improving productivity, and as a result, delivering more revenue to the bottom line.</p>\r\n<p>\r\n We offer a comprehensive array of strategic business software solutions designed to meet the most challenging and complex requirements of today’s global economy. Our technology solutions help achieve immediate, significant returns and enable successful and sustained growth.</p>\r\n<p>\r\n Understanding that each engagement is unique, IL offers professional services and IT solutions across a wide range of software applications and implementation delivery. IL's high-end consulting services include software development, enterprise application integration, as well as, legacy system maintenance and enhancements. With expertise across platforms and technologies, IL can implement solutions across a wide spectrum of product lines and industries.<br />\r\n </p>', 'Business Technology & Systems', '', 'publish', 'open', 'open', '', 'business-technology-systems', '', '', '2011-06-11 19:02:25', '2011-06-11 19:02:25', '', 0, 'http://invictusleader.com/home/?p=4299', 0, 'post', '', 0),
(4300, 1, '2011-06-11 19:04:21', '2011-06-11 19:04:21', '<ul>\r\n <li>\r\n Train the Trainer</li>\r\n <li>\r\n Customised Workshops</li>\r\n <li>\r\n Assessments</li>\r\n <li>\r\n Books</li>\r\n</ul>', 'Corporate Services', '', 'publish', 'open', 'open', '', 'corporate-services', '', '', '2011-06-11 19:04:21', '2011-06-11 19:04:21', '', 0, 'http://invictusleader.com/home/?p=4300', 0, 'post', '', 0),
(4301, 1, '2013-06-29 05:14:45', '2013-06-29 05:14:45', '<span style="text-align: justify;">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span>\n<div style="text-align: justify;"><img style="float: right; margin-left: 12px; margin-right: 12px; height: 93px; width: 133px;" alt="Power Of Love" src="http://www.publicdomainpictures.net/pictures/30000/nahled/power-of-love.jpg" /></div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">We conclude the third part of our series on “The 10 Commitments of Exemplary Leadership”, as presented by world-renowned leadership researchers James M. <span data-scayt_word="Kouzes" data-scaytid="2">Kouzes</span> and Barry Z. Posner in their bestselling book, <em>The Leadership Challenge</em>. In the previous two parts, we learnt how the first six commitments can help leaders to model the way, inspire a shared vision, and challenge the process. In Part 3 here, let us consider how the final four commitments can enable others to act, and encourage the heart.</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">[Note: You may like to read or re-read <a href="http://invictusleader.com/home/solutions-lead/lead-articles/130-the-10-commitments-of-exemplary-leadership-part-1-of-3"><em>Part 1</em></a> and/or <a href="http://www.invictusleader.com/home/solutions-lead/lead-articles/131-the-10-commitments-of-exemplary-leadership-part-2-of-3"><em>Part 2</em></a>.]</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;"><strong>Practice 4: Enable others to act</strong></div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">Commitment 7:</div>\n<div style="text-align: justify;">Foster collaboration by promoting cooperative goals and building trust.</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">Commitment 8:</div>\n<div style="text-align: justify;">Strengthen others by sharing power and discretion.</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">It takes a team to make your unit/department/organization a success. Thus exemplary leaders are those who are able to marshal their people’s capabilities into effective action. Leaders achieve this by getting their team’s cooperation, which is gained through two-way trust.</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">I say “two-way trust” because it is not just a matter of them trusting you to be their leader. It is also a matter of you trusting them to do their jobs well and entrusting them with greater responsibilities.</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">Your willingness to assign your people greater responsibilities and power shows them that you trust and value their judgment and sense of discretion. As your people exercise their new-found boundaries of power and discretion, and get to flex their leadership muscles regularly, they develop greater leadership prowess, thus increasing your organization’s overall bench strength.</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;"><strong>Practice 5: Encourage the heart</strong></div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">Commitment 9:</div>\n<div style="text-align: justify;">Recognize contributions by showing appreciation for individual excellence.</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">Commitment 10:</div>\n<div style="text-align: justify;">Celebrate the values and victories by creating a spirit of community.</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">One of the greatest failures of poor leaders is to deprive their people of credit when credit is due. Not only is it already discouraging for employees to be ignored when they have done well, it is even more demoralizing when someone else steals the credit, and especially so if it is the boss who is the one that unfairly takes the credit when he of all people should have known better. There is no faster way to disable your team from acting and getting results than to crush their morale like this!</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">Instead, show true appreciation for your people’s efforts and achievements, not through mere lip service but through genuine affirmative actions. True appreciation is not limited to awarding staff accolades during annual company dinners or having a celebration at the end of a project’s completion – that’s the easy part! But beyond that, true appreciation also means having the political will to remove existing obstacles that impede employees’ success by making the right policy changes or organizational reforms. Doing so will show that the organization seriously cares and wants their people to succeed.</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">People become more passionate when they are touched on an emotional level; hence, their enthusiasm, commitment and performance at work will naturally stay at optimal levels. In this way, you keep your staff motivated, and that’s half the battle won!</div>', 'The 10 Commitments of Exemplary Leadership (Part 3 of 3)', '', 'inherit', 'open', 'open', '', '4268-autosave', '', '', '2013-06-29 05:14:45', '2013-06-29 05:14:45', '', 4268, 'http://invictusleader.com/home/?p=4301', 0, 'revision', '', 0),
(4302, 1, '2013-06-29 05:21:11', '2013-06-29 05:21:11', '[separator top="20"]\n\n[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada includes the popular Revolution Slider for even more slider options" description="This slider is fully responsive, can be any size, used with any content and has a very intuitive user interface that is easy to use!"][/tagline_box]\n\n[one_half last="no"]\n[title size="2"]Why Choose Avada?[/title]\n<ul class="arrow">\n <li>Fully responsive so your content will always look good on any screen size</li>\n <li>Awesome sliders give you the opportunity to showcase important content</li>\n <li>Unlimited color options with a backed color picker, including the gradients</li>\n <li>Multiple layout options for home pages, portfolio section & blog section</li>\n <li>We offer free support because we care about your site as much as you do.</li>\n <li>Avada will constantly be updated with brand new features and additions</li>\n <li>Advanced Theme Options makes it easy for you to customize your settings</li>\n</ul>\n[/one_half]\n\n[one_half last="yes"]\n[title size="2"]Use The Slider Anywhere With Shortcodes[/title]\n[/one_half]', 'Revolution Slider ', '', 'inherit', 'open', 'open', '', '1298-autosave', '', '', '2013-06-29 05:21:11', '2013-06-29 05:21:11', '', 1298, 'http://invictusleader.com/home/?p=4302', 0, 'revision', '', 0),
(4303, 1, '2012-11-10 03:12:49', '2012-11-10 03:12:49', '[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]\n\n[content_boxes]\n[content_box title="Responsive Design" image="" icon="tablet" link="http://themeforest.net/user/ThemeFusionhttp://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see it happen.[/content_box]\n[content_box title="Awesome Sliders" image="" icon="random" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider as well as the popular FlexSlider2. Both are easy to use![/content_box]\n[content_box title="Unlimited Colors" image="" icon="tint" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\n[content_box last="yes" title="500+ Google Fonts" image="" icon="text-width" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\n[/content_boxes]\n\n[three_fourth last="no"]\n[title size="2"]Latest From The Blog[/title]\n[recent_posts columns="3" number_posts="3" cat_id="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="15"][/recent_posts]\n[/three_fourth]\n\n[one_fourth last="yes"]\n[title size="2"]What Client''s Say[/title]\n[testimonials]\n[testimonial name="Borchard" gender="male" company="Crucio Theme"]To anybody thinking of buying this theme – buy it! The theme itself is amazing, and on top of that, the support is outstanding! I wanted some features put in, and the theme developer was more than willing to help me out![/testimonial]\n[testimonial name="Flygirly" gender="female" company="Imperio Theme"]I would like to extend a special thank you for your excellent support. Is has been a great experience. I love this template and more so because you provided excellent support and feedback.Thank you for such a great template! A must have![/testimonial]\n[testimonial name="FWN" gender="female" company="Crucio Theme"]Thank You for the speedy reply and the addition to the next update ThemeFusion, now purchased![/testimonial]\n[testimonial name="Utcrayons" gender="male" company="Imperio Theme"]It’s my first time buying on here and I’m very please, so easy to customize! Cheers for your help again, very satisfied customer!!!![/testimonial]\n[testimonial name="isaed" gender="male" company="Imperio Theme"]Themes like yours make people want to upgrade their business quality to fit in such beauty … really thanks and all the best luck in sales.[/testimonial]\n[/testimonials]\n[/one_fourth]', 'Home Version 1', '', 'inherit', 'open', 'open', '', '1345-revision', '', '', '2012-11-10 03:12:49', '2012-11-10 03:12:49', '', 1345, 'http://invictusleader.com/home/?p=4303', 0, 'revision', '', 0),
(4304, 1, '2013-04-27 16:05:30', '2013-04-27 16:05:30', '<p>\r\n </p>\r\n<div style="text-align: justify;">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><strong><em>“Many so-called leaders seem great from afar, but are far from great when seen closer.” ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></em></strong></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Do you know any rich, famous and successful people who are captains of their trade? More importantly, do you know what they are really like, especially up close and personal? Surely, you think, these leaders get to where they are now because of their solid, enduring leadership traits such as considerateness, flexibility and generosity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>Great from afar, far from great</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n Unfortunately, many so-called leaders seem great from afar but are far from great when seen closer. Granted, no leader is perfect. A good leader might have a few vices (while a bad leader might even have a few virtues – but this is material for another article/discussion).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n However, certain virtues have a greater far-reaching positive impact than others. Conversely, certain vices have a greater far-reaching negative impact than others. For example, a chain-smoking leader who relentlessly fights against drug trafficking might not be so harshly reproached as compared to an equally capable leader who occasionally spews racial slurs.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>Trademark of a lesser leader</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n So what are among these so-called vices or trademarks of less-than-great leaders that might undo the reputation of an otherwise-perceived-to-be-good leader? One trademark that immediately springs to mind is being cold and calculating; the thought of this trademark was inspired by a real-world incident that occurred recently, as follows:</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Mr X is a leading expert in his industry, as well as an established trainer and practitioner in his specialized field. One of my associates had to meet Mr X a couple of times to discuss a one-off project. But twice had Mr X turned up late for those appointments.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Now, the lack of punctuality itself was not an issue since, understandably, the traffic flow in Malaysia can be rather erratic, mainly due to the lack of well-planned infrastructure in some areas of the <span data-scayt_word="Klang" data-scaytid="3">Klang</span> Valley. Instead, the main gripe was that Mr X had come less punctually on purpose!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Now what strategy could Mr X have in mind by turning up late? Well, it was suspected that Mr X wanted to avoid buying – or at least, avoid offering to buy – drinks for the others at the meeting. You see, the venue was a rather fancy <span data-scayt_word="café" data-scaytid="4">café</span> where you paid when you ordered your drink, and each drink could set you back by <span data-scayt_word="RM12" data-scaytid="6">RM12</span> or so. And when Mr X came in late, he didn’t even need to buy himself a drink to sit inside the comfortable <span data-scayt_word="café" data-scaytid="5">café</span>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n One could claim that my associate was paranoid. But consider this: In this scenario, Mr X was the successful multi-multimillionaire whereas my associate and the others were working-class folks who collectively earned in a few months (or perhaps even a year!) LESS than Mr X’s most recent holiday budget (yes, they knew!).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Would it do any harm for a wealthy boss to motivate the members of his few newly-formed ad hoc project team with a teatime treat even once? Just because the team members were paid for the project doesn’t mean that Mr X could not buy them a drink. Perhaps he was unaware that the team members were not compensated for their travel and parking for those meetings, not to mention the unpaid time they took off – at least one member of the team need not have to be present but did so out of courtesy. (One suspects that Mr X would not have been interested to know anyway.) But the crux of the matter is not about buying drinks per se.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n More evidence of Mr X’s suspected mindset: It was later revealed by another team member that Mr X had refused to pay a single cent extra for the project cost overrun although the project scope had expanded a little through no fault of the team members. Moreover, there was an extra item – not mentioned at the onset of the project – that Mr X requested to be included in the project but which he flatly expected to be thrown in for free as part of the package. Again, perhaps Mr X did not know that it would cost the project team a few hundred <span data-scayt_word="ringgit" data-scaytid="7">ringgit</span> in hard cash, and not in kind, to acquire the item – a very unlikely possibility since ignorance is not one of Mr X’s vices.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Now if Mr X applied the cold and calculating approach of not wanting to pay a single extra cent, why should he expect the other party to give away something that cost a few hundred <span data-scayt_word="ringgit" data-scaytid="8">ringgit</span> to him for free? You might also be interested to know that in terms of the project price, to Mr X it would be like Bill Gates buying a Ford. But in terms of the potential value that Mr X could receive from the project outcomes, it might be akin to what <em>Mission Impossible</em> did for Tom Cruise.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>Reflection</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n · What are the immediate emotions that you feel about the scenario?</div>\r\n<div style="text-align: justify;">\r\n · What are the initial thoughts that cross your mind? </div>\r\n<div style="text-align: justify;">\r\n · Was Mr X’s leadership approach justifiable?</div>\r\n<div style="text-align: justify;">\r\n · Do you think that Mr X should have adopted a less “cold and calculating” approach, and be more flexible and generous instead?</div>\r\n<div style="text-align: justify;">\r\n · Is there a Mr X-type leader in your organization?</div>\r\n<div style="text-align: justify;">\r\n · If so, how should you respond to the Mr X-type leader (a) as a follower, and (b) as a fellow leader?</div>', 'Everyday Leadership Series: The Cold, Calculating Leader', '', 'inherit', 'open', 'open', '', '4269-revision', '', '', '2013-04-27 16:05:30', '2013-04-27 16:05:30', '', 4269, 'http://invictusleader.com/home/?p=4304', 0, 'revision', '', 0);
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(4305, 1, '2013-04-02 10:56:03', '2013-04-02 10:56:03', '<p>\r\n <span style="text-align: justify;">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1" style="text-align: justify;">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>“A happy person is a creative person.”</em></div>\r\n<div style="text-align: justify;">\r\n <em> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></em></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Is the notion of the “Mad Genius” a figment of our imagination, or is it grounded upon scientific fact?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n We shall explore the aforementioned notion in this installment of our six-part series, as we cover the <span data-scayt_word="4th" data-scaytid="4">4<sup>th</sup></span> myth of creativity that was first put forth by Professor Theresa Amabile: “Fear forces breakthroughs.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Editorial note: You may be interested to refer to Part 1 – Myth #1: Creativity Comes from Creative Types, Part 2 – Myth #2: Money is a Creativity Motivator, and Part 3 – Time Pressure Fuels/Drives Creativity.]</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Myth #4: Fear Forces Breakthroughs</strong></div>\r\n<div style="text-align: justify;">\r\n “Creativity is like chasing chickens!” That was what <span data-scayt_word="Christoph" data-scaytid="6">Christoph</span> <span data-scayt_word="Niemann" data-scaytid="7">Niemann</span>, a graphic designer and author of several books including children’s books, once said.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Yes, creativity can sometimes feel like you are frantically chasing something elusive. But Maria <span data-scayt_word="Popova" data-scaytid="8">Popova</span>, author and founder of <a href="http://www.brainpickings.org/">www.brainpickings.org</a>, suggests that things could be the other way round, i.e. creativity feels like you are being chased instead, by chickens – menacing giant chickens, to be more precise! These scary birds are symbolic of the fear and anxiety that plague many an artist or anyone who is expected to produce creative works.<sup>1</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n But does that fear compel people to become more creative?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n According to working artists David <span data-scayt_word="Bayles" data-scaytid="9">Bayles</span> and Ted <span data-scayt_word="Orland" data-scaytid="10">Orland</span>, the authors of <em>Art & </em><span data-scayt_word="Fear2" data-scaytid="11"><em>Fear</em><sup>2</sup></span>, statistics reveal that most artwork is produced by non-geniuses who simply have the passion and dedication to face the daily practical and psychological challenges. The authors also highlight fear as a cornerstone of the obstacles which hinder, NOT enhance, the creative process.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Tears for Fears</strong></div>\r\n<div style="text-align: justify;">\r\n Penn State researchers have found that the ‘fear of cognitive <span data-scayt_word="dyscontrol’" data-scaytid="12">dyscontrol’</span> is a good predictor of depressive symptoms.<sup>3</sup> This implies that we could also check out whether depressed – and by logic, fearful – people are more creative than ‘normal’ people.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Arnold M. Ludwig, a former researcher at the University of Kentucky Medical Centre who is currently Adjunct Professor of Psychiatry and Human Behaviour at Brown University, conducted a 10-year study on 1,004 men and women who excelled in an array of professions including art, music, science, business, politics and sports. Ludwig found that 59% to 77% of the artists, writers and musicians suffered mental illness (especially mood disorders) compared with only 18% to 29% among the less artistic professionals.<sup>4</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n So does Ludwig’s study provide evidence for the Mad Sad Genius or the Fearful Tearful Genius?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n It is true that many related studies have shown higher rates of mood disorders among creative people, differing only in the magnitude of the results. But this does not mean that mental disorders or negative emotions cause people to become more creative. Quite the contrary – Kay Redfield Jamison, Professor of Psychiatry at Johns Hopkins University School of Medicine, shares in her book, <em>Touched With </em><em>Fire</em><sup>5</sup>, that the majority of people suffering from depression and bipolar disorder do NOT have extraordinary imaginations.<sup>6</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Happy today, creative tomorrow</strong></div>\r\n<div style="text-align: justify;">\r\n Amabile’s landmark ‘diary study’ in 1998 concurs with Jamison’s findings. After Amabile and her team had analyzed all the 12,000 journal entries by the participants, which describe their degree of fear, anxiety, sadness, anger, joy and love on a daily basis, Amabile found a positive correlation between creativity and the emotions of joy and love. At the same time, Amabile found a negative correlation between creativity and the emotions of anger, fear and anxiety. Moreover, participants were more likely to experience a creative breakthrough if they had been happy the day before. You could say that it was a virtuous cycle of creativity, and that one day’s joy predicts the following day’s creativity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify;">\r\n As a leader of integrity, never use fear to control your people. Instead, encourage your people to share their fears, and work out those fears within an open and safe environment. Listen to their fears and concerns from a non-judgmental perspective. Offer your people moral support, and execute concrete solutions where possible as soon as possible. Once you’ve helped your people to deal with their fears, they will be well on their way to turning the Fearful Tearful Non-Genius into a Fearless Happy Genius. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n References</div>\r\n<div style="text-align: justify;">\r\n 1 <a href="http://www.brainpickings.org/index.php/2011/09/12/fear-creativity/">http://www.brainpickings.org/index.php/2011/09/12/fear-creativity/</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 2 <a href="http://www.amazon.com/Art-Fear-Observations-Rewards-Artmaking/dp/0961454733">http://www.amazon.com/Art-Fear-Observations-Rewards-Artmaking/dp/0961454733</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 3 <a href="http://www.sciencedaily.com/releases/2009/12/091201084105.htm">http://www.sciencedaily.com/releases/2009/12/091201084105.htm</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 4, 6 <a href="http://www.thirdage.com/depression/creativity-and-depression-is-there-a-link-0">http://www.thirdage.com/depression/creativity-and-depression-is-there-a-link-0</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<p>\r\n </p>\r\n<div style="text-align: justify;">\r\n 5 <a href="http://www.amazon.com/Touched-Fire-Manic-Depressive-Artistic-Temperament/dp/068483183X">http://www.amazon.com/Touched-Fire-Manic-Depressive-Artistic-Temperament/dp/068483183X</a></div>', 'The 6 Myths of Creativity in Organizations: The 4th Myth - “Fear Forces Breakthroughs” (Part 4 of 6)', '', 'inherit', 'open', 'open', '', '4273-revision', '', '', '2013-04-02 10:56:03', '2013-04-02 10:56:03', '', 4273, 'http://invictusleader.com/home/?p=4305', 0, 'revision', '', 0),
(4306, 1, '2013-06-29 05:31:26', '2013-06-29 05:31:26', '<p>\r\n <span style="text-align: justify;">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1" style="text-align: justify;">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n <em>“A happy person is a creative person.”</em></div>\r\n<div style="text-align: justify;">\r\n <em> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></em></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Is the notion of the “Mad Genius” a figment of our imagination, or is it grounded upon scientific fact?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n We shall explore the aforementioned notion in this installment of our six-part series, as we cover the <span data-scayt_word="4th" data-scaytid="4">4<sup>th</sup></span> myth of creativity that was first put forth by Professor Theresa Amabile: “Fear forces breakthroughs.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Editorial note: You may be interested to refer to Part 1 – Myth #1: Creativity Comes from Creative Types, Part 2 – Myth #2: Money is a Creativity Motivator, and Part 3 – Time Pressure Fuels/Drives Creativity.]</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Myth #4: Fear Forces Breakthroughs</strong></div>\r\n<div style="text-align: justify;">\r\n “Creativity is like chasing chickens!” That was what <span data-scayt_word="Christoph" data-scaytid="6">Christoph</span> <span data-scayt_word="Niemann" data-scaytid="7">Niemann</span>, a graphic designer and author of several books including children’s books, once said.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Yes, creativity can sometimes feel like you are frantically chasing something elusive. But Maria <span data-scayt_word="Popova" data-scaytid="8">Popova</span>, author and founder of <a href="http://www.brainpickings.org/">www.brainpickings.org</a>, suggests that things could be the other way round, i.e. creativity feels like you are being chased instead, by chickens – menacing giant chickens, to be more precise! These scary birds are symbolic of the fear and anxiety that plague many an artist or anyone who is expected to produce creative works.<sup>1</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n But does that fear compel people to become more creative?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n According to working artists David <span data-scayt_word="Bayles" data-scaytid="9">Bayles</span> and Ted <span data-scayt_word="Orland" data-scaytid="10">Orland</span>, the authors of <em>Art & </em><span data-scayt_word="Fear2" data-scaytid="11"><em>Fear</em><sup>2</sup></span>, statistics reveal that most artwork is produced by non-geniuses who simply have the passion and dedication to face the daily practical and psychological challenges. The authors also highlight fear as a cornerstone of the obstacles which hinder, NOT enhance, the creative process.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Tears for Fears</strong></div>\r\n<div style="text-align: justify;">\r\n Penn State researchers have found that the ‘fear of cognitive <span data-scayt_word="dyscontrol’" data-scaytid="12">dyscontrol’</span> is a good predictor of depressive symptoms.<sup>3</sup> This implies that we could also check out whether depressed – and by logic, fearful – people are more creative than ‘normal’ people.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Arnold M. Ludwig, a former researcher at the University of Kentucky Medical Centre who is currently Adjunct Professor of Psychiatry and Human Behaviour at Brown University, conducted a 10-year study on 1,004 men and women who excelled in an array of professions including art, music, science, business, politics and sports. Ludwig found that 59% to 77% of the artists, writers and musicians suffered mental illness (especially mood disorders) compared with only 18% to 29% among the less artistic professionals.<sup>4</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n So does Ludwig’s study provide evidence for the Mad Sad Genius or the Fearful Tearful Genius?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n It is true that many related studies have shown higher rates of mood disorders among creative people, differing only in the magnitude of the results. But this does not mean that mental disorders or negative emotions cause people to become more creative. Quite the contrary – Kay Redfield Jamison, Professor of Psychiatry at Johns Hopkins University School of Medicine, shares in her book, <em>Touched With </em><em>Fire</em><sup>5</sup>, that the majority of people suffering from depression and bipolar disorder do NOT have extraordinary imaginations.<sup>6</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Happy today, creative tomorrow</strong></div>\r\n<div style="text-align: justify;">\r\n Amabile’s landmark ‘diary study’ in 1998 concurs with Jamison’s findings. After Amabile and her team had analyzed all the 12,000 journal entries by the participants, which describe their degree of fear, anxiety, sadness, anger, joy and love on a daily basis, Amabile found a positive correlation between creativity and the emotions of joy and love. At the same time, Amabile found a negative correlation between creativity and the emotions of anger, fear and anxiety. Moreover, participants were more likely to experience a creative breakthrough if they had been happy the day before. You could say that it was a virtuous cycle of creativity, and that one day’s joy predicts the following day’s creativity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify;">\r\n As a leader of integrity, never use fear to control your people. Instead, encourage your people to share their fears, and work out those fears within an open and safe environment. Listen to their fears and concerns from a non-judgmental perspective. Offer your people moral support, and execute concrete solutions where possible as soon as possible. Once you’ve helped your people to deal with their fears, they will be well on their way to turning the Fearful Tearful Non-Genius into a Fearless Happy Genius. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n References</div>\r\n<div style="text-align: justify;">\r\n 1 <a href="http://www.brainpickings.org/index.php/2011/09/12/fear-creativity/">http://www.brainpickings.org/index.php/2011/09/12/fear-creativity/</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 2 <a href="http://www.amazon.com/Art-Fear-Observations-Rewards-Artmaking/dp/0961454733">http://www.amazon.com/Art-Fear-Observations-Rewards-Artmaking/dp/0961454733</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 3 <a href="http://www.sciencedaily.com/releases/2009/12/091201084105.htm">http://www.sciencedaily.com/releases/2009/12/091201084105.htm</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 4, 6 <a href="http://www.thirdage.com/depression/creativity-and-depression-is-there-a-link-0">http://www.thirdage.com/depression/creativity-and-depression-is-there-a-link-0</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<p>\r\n </p>\r\n<div style="text-align: justify;">\r\n 5 <a href="http://www.amazon.com/Touched-Fire-Manic-Depressive-Artistic-Temperament/dp/068483183X">http://www.amazon.com/Touched-Fire-Manic-Depressive-Artistic-Temperament/dp/068483183X</a></div>', 'The 6 Myths of Creativity in Organizations: The 4th Myth - “Fear Forces Breakthroughs” (Part 4 of 6)', '', 'inherit', 'open', 'open', '', '4273-revision-2', '', '', '2013-06-29 05:31:26', '2013-06-29 05:31:26', '', 4273, 'http://invictusleader.com/home/?p=4306', 0, 'revision', '', 0),
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Leaders know how lonely it can be at the top and how difficult it is to stay on the cutting edge, not just for a season but for the long term.\n\nWhether you are a CEO, MD, GM, head of department, manager, entrepreneur or even a leader without a title, we can work with you to become your trusted thought partner in your success.\n[/one_half]\n\n[one_half last="no"]\n[title size="2"]Think, Act & Dare[/title]\nWe challenge you to think, behave and act in ways that you may have never dared explore before, whether due to insecurity, ignorance or inertia. We realize that many corporate executives lack the opportunity for genuine expression and constructive feedback simply because of the political systems, insular mindsets and anachronistic traditions that have taken root in their organizations. We intervene professionally to break these shackles before they mortally stifle the organization’s lifeblood.\n\nOur clients grow as emotionally intelligent leaders by understanding and developing their unique purpose, strengths and brand attributes on a much deeper level. We help them embark on their inner journey of self-discovery and self-development, whilst ensuring that they deliver the results expected of them as successful leaders and professionals.\n[/one_half]\n\n[one_half last="yes"]\n[title size="2"]Qualified & Experienced Team[/title]\nOur team is qualified and experienced in applying many of the leading profiling tools available, constantly drawing out your best attributes and greatest potential to help you become a self-directed leader who can in turn raise other leaders.\n<div>We <strong>lead, innovate, coach</strong>. <strong>We develop leaders…and leaders develop leaders</strong>.</div>\n<div></div>\n<br>\n<div>We are <strong>INVICTUS LEADER</strong>.</div>\n[/one_half]\n\n<!--[one_half last="no"]\n[title size="2"]Who Is Avada[/title]\n[accordian]\n[toggle title="Our Company Mission"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. 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Leaders know how lonely it can be at the top and how difficult it is to stay on the cutting edge, not just for a season but for the long term.\r\n \r\nWhether you are a CEO, MD, GM, head of department, manager, entrepreneur or even a leader without a title, we can work with you to become your trusted thought partner in your success.\r\n[/one_half]\r\n\r\n[one_half last="no"]\r\n[title size="2"]Who Is Avada[/title]\r\n[accordian]\r\n[toggle title="Our Company Mission"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\r\n[toggle title="The Avada Philosophy"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. 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Leaders know how lonely it can be at the top and how difficult it is to stay on the cutting edge, not just for a season but for the long term.\r\n\r\nWhether you are a CEO, MD, GM, head of department, manager, entrepreneur or even a leader without a title, we can work with you to become your trusted thought partner in your success.\r\n[/one_half]\r\n\r\n[one_half last="no"]\r\n[title size="2"]Think, Act & Dare[/title]\r\nWe challenge you to think, behave and act in ways that you may have never dared explore before, whether due to insecurity, ignorance or inertia. We realize that many corporate executives lack the opportunity for genuine expression and constructive feedback simply because of the political systems, insular mindsets and anachronistic traditions that have taken root in their organizations. We intervene professionally to break these shackles before they mortally stifle the organization’s lifeblood.\r\n\r\nOur clients grow as emotionally intelligent leaders by understanding and developing their unique purpose, strengths and brand attributes on a much deeper level. We help them embark on their inner journey of self-discovery and self-development, whilst ensuring that they deliver the results expected of them as successful leaders and professionals.\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[title size="2"]Qualified & Experienced Team[/title]\r\nOur team is qualified and experienced in applying many of the leading profiling tools available, constantly drawing out your best attributes and greatest potential to help you become a self-directed leader who can in turn raise other leaders.\r\n<div>We <strong>lead, innovate, coach</strong>. <strong>We develop leaders…and leaders develop leaders</strong>.</div>\r\n<div></div>\r\n<br>\r\n<div>We are <strong>INVICTUS LEADER</strong>.</div>\r\n[/one_half]\r\n\r\n[one_half last="no"]\r\n[title size="2"]Who Is Avada[/title]\r\n[accordian]\r\n[toggle title="Our Company Mission"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. 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Posi sectetut amet fermntum orem ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia nons.[/toggle]\r\n[/accordian]\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[title size="2"]Our Crazy Skills[/title]\r\n[progress percentage="90"]Web Design[/progress][progress percentage="95"]HTML/CSS[/progress][progress percentage="85"]Graphic Design[/progress]\r\n[progress percentage="75"]WordPress[/progress]\r\n[/one_half]\r\n\r\n[separator top="30"]\r\n\r\n[title size="2"]Meet Our Team[/title]\r\n[one_third last="no"]\r\n[person name="John Doe" picture="http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg" title="Developer" facebook="http://facebook.com" twitter="http://twitter.com" linkedin="http://linkedin.com" dribbble="http://dribbble.com"]Redantium, totam rem aperiam, eaque ipsa qu ab illo inventore veritatis et quasi architectos beatae vitae dicta sunt explicabo. 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(4315, 1, '2013-06-29 06:21:22', '2013-06-29 06:21:22', '[one_half last="no"]\r\n[slider][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][slide]http://theme-fusion.com/avadaxml/wp-content/uploads/2013/02/image_4.jpg[/slide][/slider]\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[title size="2"]Who We Are[/title]\r\nHigh achieving leaders in today’s world of unprecedented change and uncertainty have to remain relevant as they strive to renew and reinvent themselves constantly to keep abreast of the hectic pace. 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(4316, 1, '2013-06-29 06:31:54', '2013-06-29 06:31:54', '<h3><strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div></div>\r\n<div>Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n\r\n[separator top="40"]\r\n\r\n<h3><strong>Do you have INTEL inside?</strong></h3>\r\n<div>Computers have man-made Intel processors, but humans have their God-given <strong>INT</strong>elligence and <strong>E</strong>motional<strong>L</strong>eadership.</div>\r\n<div></div>\r\n<div>All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div></div>\r\n<div>Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div></div>\r\n[separator top="20"]\r\n<div>Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div></div>\r\n<div>Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div></div>\r\n<div>Make that resolution today because your leadership journey begins within yourself. </div>\r\n<div>But INVICTUS LEADER will walk with you.</div>\r\n<div></div>\r\n\r\n[separator top="40"]\r\n\r\n<h3><strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3><strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div>INVICTUS LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em>leadership <em>solutions</em>, not just a collection of events or training sessions.</div>\r\n<div></div>\r\n<div>INVICTUS LEADER’s <strong>Mark of a Lion Leadership Solution-based Learning<sup>TM</sup> </strong>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us.</div>\r\n<div></div>\r\n<h4><img alt="alt" src="http://invictusleader.com/home2/images/stories/Mark_of_the_Lion_structure.png" /></h4>\r\n\r\n[separator top="40"]\r\n\r\n[title size="2"]Overview of each module:[/title]\r\n[accordian]\r\n[toggle title="(A) LEARNING TO LEAD - Bringing Out the Leader in You"]The journey begins with your own decision to step out and step up. This module introduces you to what true leadership is all about and what is expected of you. Whatever level you are at right now, there is limitless scope for further development.[/toggle]\r\n\r\n[toggle title="(B) FUTURE LEADERS - Leadership Innovation Rewired: A Leader’s Edge"]Leaders need to have the right knowledge, skills and attitude to succeed. Most of our knowledge is gained through formal education, whereas our skills are honed through constant daily practice. However, the third element – attitude – is the “secret ingredient” of your personal leadership development.\r\n\r\nYour attitude impacts the way you think and feel; it governs how you eventually behave and act. Achieving self-mastery requires mastering your attitude first.\r\n\r\nThis module for young emerging leaders (junior level to mid-level managers) enables you to take an honest look at yourself in order to align your attitude with the right core values of exemplary leadership, and to achieve the self-mastery that will enable you to remain stoic even amidst the most turbulent times of your lifelong leadership journey.\r\n\r\nBut the journey does not stop here. To remain relevant in an era where change is a constant, leaders must learn to embrace innovation. “Leadership Innovation Rewired” will show you the keys to unlocking your innovativeness: how to remove the filters that block you, how to look beyond your self-limiting expectations, and how to envision boundless possibilities.\r\n\r\n[Note: This module was previously titled, “Leadership Self-Mastery.”][/toggle]\r\n\r\n[toggle title="(C) LEADING PEOPLE - Take Charge Leadership"]Every one of us is wired with some degree of creativity, but can we harness enough creativity to produce something tangible – an innovation? Leaders today are expected to move beyond the phase of creativity (thinking) and deliver tangible results through innovation (doing).\r\n\r\nThis module for mid-level managers and heads of sections/departments will show you how to tap into your inner creativity and innovative spirit, by developing the right mindset, creating the right environment, and using the right tools and techniques.[/toggle]\r\n\r\n[toggle title="(D) LEADING ORGANIZATIONS - Mark of a Leader"]At this stage of your journey, you are primed to be in a senior management/leadership position. You are expected to accomplish significant milestones for your organization.\r\n\r\nThe self-mastery and inner discipline that you have begun enhancing during “Leadership Innovation Rewired: A Leader’s Edge” and through “Take Charge Leadership” will be further refined here in “Mark of a Leader”.\r\n\r\nThis hands-on leadership module empowers you to think, behave and act in ways that are worthy of excellent leadership – from the way you perceive people and situations, to the way you carry yourself and treat others. The sessions are strategically scheduled at predetermined intervals that are optimally paced to enable real and sustainable development. \r\n\r\nThe course offers participants a supportive learning environment in which you can examine and discuss both the challenges and successes you face daily. After the sessions are completed, Invictus Leader will continue to offer support through its e-Forum and e-Coaching platform, where participants are placed in various groups and can interact with their group members and the group moderator/coach. The forum provides an avenue for participants to develop themselves, not alone in a vacuum, but in an open environment of honest interaction among trusted colleagues where they can cultivate their personal values and collectively shape their desired corporate culture.\r\n\r\n[Note: This level of the training/coaching module was formerly known as “Take Charge Leadership – Think, Behave, Act”, and has been further enhanced to create even greater value for our participants.[/toggle]\r\n\r\n[toggle title="(E) LEADING FOR RESULTS - Strategic Leadership Acumen"]Participants who have completed “Mark of a Leader” need to go through a “Leadership 360” transformation process through one-on-one coaching before entering this level of “Strategic Leadership Acumen”. \r\n\r\nTo ensure that you are fully prepared for this degree of exacting leadership accountability, the one-on-one coaching sessions will helpto raise your leadership quotient to a level that puts you among the ranks of top-notched leaders.\r\n\r\nThis module will cover business acumen, business modelling, and your 100 days’ strategy. At this highest level of leadership, we advocate that the job of a leader is not to motivate their staff, but to keep them motivated.\r\n\r\n[Note: This level of the training/coaching module was formerly known as “Lead like a Coach, Think like a Mentor & Influence like a Leader”.][/toggle]\r\n\r\n[/accordian]', 'Our Programme', '', 'publish', 'open', 'open', '', 'our-programme', '', '', '2013-06-29 06:40:39', '2013-06-29 06:40:39', '', 0, 'http://invictusleader.com/home/?page_id=4316', 0, 'page', '', 0),
(4317, 1, '2013-06-29 06:31:50', '2013-06-29 06:31:50', '<h3><strong>Why Should Anyone be Led by YOU?</strong></h3>\n<div><img alt="alt" src="http://invictusleader.com/home2/images/stories/featured/2_SLIDE2a-Led.jpg" /></div>\n<div>Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\n<div></div>\n<h3><strong>Do you have INTEL inside?</strong></h3>\n<div>Computers have man-made Intel processors, but humans have their God-given <strong>INT</strong>elligence and <strong>E</strong>motional<strong>L</strong>eadership.</div>\n<div></div>\n<div>All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\n<div></div>\n<div>Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\n<div></div>\n<div>Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\n<div></div>\n<div>Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\n<div></div>\n<div>Make that resolution today because your leadership journey begins within yourself. But INVICTUS LEADER will walk with you.</div>\n<div></div>\n<div></div>\n<h3><strong>Do you have what it takes to be a leader?</strong></h3>\n<h3><strong>More importantly, why should anyone be LED by YOU?</strong></h3>\n<div>INVICTUS LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em>leadership <em>solutions</em>, not just a collection of events or training sessions.</div>\n<div></div>\n<div>INVICTUS LEADER’s <strong>Mark of a Lion Leadership Solution-based Learning<sup>TM</sup> </strong>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us.</div>\n<div></div>\n<h4><img alt="alt" src="http://invictusleader.com/home2/images/stories/Mark_of_the_Lion_structure.png" /></h4>', 'Our Programme', '', 'inherit', 'open', 'open', '', '4316-revision', '', '', '2013-06-29 06:31:50', '2013-06-29 06:31:50', '', 4316, 'http://invictusleader.com/home/?p=4317', 0, 'revision', '', 0),
(4318, 1, '2013-06-29 06:31:54', '2013-06-29 06:31:54', '<h3><strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div><img alt="alt" src="http://invictusleader.com/home2/images/stories/featured/2_SLIDE2a-Led.jpg" /></div>\r\n<div>Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n<div></div>\r\n<h3><strong>Do you have INTEL inside?</strong></h3>\r\n<div>Computers have man-made Intel processors, but humans have their God-given <strong>INT</strong>elligence and <strong>E</strong>motional<strong>L</strong>eadership.</div>\r\n<div></div>\r\n<div>All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div></div>\r\n<div>Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div></div>\r\n<div>Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div></div>\r\n<div>Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div></div>\r\n<div>Make that resolution today because your leadership journey begins within yourself. But INVICTUS LEADER will walk with you.</div>\r\n<div></div>\r\n<div></div>\r\n<h3><strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3><strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div>INVICTUS LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em>leadership <em>solutions</em>, not just a collection of events or training sessions.</div>\r\n<div></div>\r\n<div>INVICTUS LEADER’s <strong>Mark of a Lion Leadership Solution-based Learning<sup>TM</sup> </strong>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us.</div>\r\n<div></div>\r\n<h4><img alt="alt" src="http://invictusleader.com/home2/images/stories/Mark_of_the_Lion_structure.png" /></h4>', 'Our Programme', '', 'inherit', 'open', 'open', '', '4316-revision-2', '', '', '2013-06-29 06:31:54', '2013-06-29 06:31:54', '', 4316, 'http://invictusleader.com/home/?p=4318', 0, 'revision', '', 0),
(4319, 1, '2013-06-29 06:32:18', '2013-06-29 06:32:18', '<h3><strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div></div>\r\n<div>Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n<div></div>\r\n<h3><strong>Do you have INTEL inside?</strong></h3>\r\n<div>Computers have man-made Intel processors, but humans have their God-given <strong>INT</strong>elligence and <strong>E</strong>motional<strong>L</strong>eadership.</div>\r\n<div></div>\r\n<div>All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div></div>\r\n<div>Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div></div>\r\n<div>Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div></div>\r\n<div>Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div></div>\r\n<div>Make that resolution today because your leadership journey begins within yourself. But INVICTUS LEADER will walk with you.</div>\r\n<div></div>\r\n<div></div>\r\n<h3><strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3><strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div>INVICTUS LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em>leadership <em>solutions</em>, not just a collection of events or training sessions.</div>\r\n<div></div>\r\n<div>INVICTUS LEADER’s <strong>Mark of a Lion Leadership Solution-based Learning<sup>TM</sup> </strong>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us.</div>\r\n<div></div>\r\n<h4><img alt="alt" src="http://invictusleader.com/home2/images/stories/Mark_of_the_Lion_structure.png" /></h4>', 'Our Programme', '', 'inherit', 'open', 'open', '', '4316-revision-3', '', '', '2013-06-29 06:32:18', '2013-06-29 06:32:18', '', 4316, 'http://invictusleader.com/home/?p=4319', 0, 'revision', '', 0),
(4320, 1, '2013-06-29 06:32:43', '2013-06-29 06:32:43', '<h3><strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div></div>\r\n<div>Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n<div></div>\r\n<h3></h3>\r\n<h3><strong>Do you have INTEL inside?</strong></h3>\r\n<div>Computers have man-made Intel processors, but humans have their God-given <strong>INT</strong>elligence and <strong>E</strong>motional<strong>L</strong>eadership.</div>\r\n<div></div>\r\n<div>All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div></div>\r\n<div>Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div></div>\r\n<div>Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div></div>\r\n<div>Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div></div>\r\n<div>Make that resolution today because your leadership journey begins within yourself. But INVICTUS LEADER will walk with you.</div>\r\n<div></div>\r\n<div></div>\r\n<h3></h3>\r\n<h3><strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3><strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div>INVICTUS LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em>leadership <em>solutions</em>, not just a collection of events or training sessions.</div>\r\n<div></div>\r\n<div>INVICTUS LEADER’s <strong>Mark of a Lion Leadership Solution-based Learning<sup>TM</sup> </strong>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us.</div>\r\n<div></div>\r\n<h4><img alt="alt" src="http://invictusleader.com/home2/images/stories/Mark_of_the_Lion_structure.png" /></h4>', 'Our Programme', '', 'inherit', 'open', 'open', '', '4316-revision-4', '', '', '2013-06-29 06:32:43', '2013-06-29 06:32:43', '', 4316, 'http://invictusleader.com/home/?p=4320', 0, 'revision', '', 0),
(4321, 1, '2013-06-29 06:33:34', '2013-06-29 06:33:34', '<h3><strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div></div>\r\n<div>Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n\r\n[separator top="30"]\r\n\r\n<h3><strong>Do you have INTEL inside?</strong></h3>\r\n<div>Computers have man-made Intel processors, but humans have their God-given <strong>INT</strong>elligence and <strong>E</strong>motional<strong>L</strong>eadership.</div>\r\n<div></div>\r\n<div>All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div></div>\r\n<div>Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div></div>\r\n<div>Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div></div>\r\n<div>Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div></div>\r\n<div>Make that resolution today because your leadership journey begins within yourself. But INVICTUS LEADER will walk with you.</div>\r\n<div></div>\r\n<div></div>\r\n[separator top="30"]\r\n<h3><strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3><strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div>INVICTUS LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em>leadership <em>solutions</em>, not just a collection of events or training sessions.</div>\r\n<div></div>\r\n<div>INVICTUS LEADER’s <strong>Mark of a Lion Leadership Solution-based Learning<sup>TM</sup> </strong>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us.</div>\r\n<div></div>\r\n<h4><img alt="alt" src="http://invictusleader.com/home2/images/stories/Mark_of_the_Lion_structure.png" /></h4>', 'Our Programme', '', 'inherit', 'open', 'open', '', '4316-revision-5', '', '', '2013-06-29 06:33:34', '2013-06-29 06:33:34', '', 4316, 'http://invictusleader.com/home/?p=4321', 0, 'revision', '', 0);
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(4322, 1, '2013-06-29 06:33:53', '2013-06-29 06:33:53', '<h3><strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div></div>\r\n<div>Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n\r\n[separator top="40"]\r\n\r\n<h3><strong>Do you have INTEL inside?</strong></h3>\r\n<div>Computers have man-made Intel processors, but humans have their God-given <strong>INT</strong>elligence and <strong>E</strong>motional<strong>L</strong>eadership.</div>\r\n<div></div>\r\n<div>All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div></div>\r\n<div>Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div></div>\r\n<div>Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div></div>\r\n<div>Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div></div>\r\n<div>Make that resolution today because your leadership journey begins within yourself. But INVICTUS LEADER will walk with you.</div>\r\n<div></div>\r\n<div></div>\r\n\r\n[separator top="40"]\r\n\r\n<h3><strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3><strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div>INVICTUS LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em>leadership <em>solutions</em>, not just a collection of events or training sessions.</div>\r\n<div></div>\r\n<div>INVICTUS LEADER’s <strong>Mark of a Lion Leadership Solution-based Learning<sup>TM</sup> </strong>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us.</div>\r\n<div></div>\r\n<h4><img alt="alt" src="http://invictusleader.com/home2/images/stories/Mark_of_the_Lion_structure.png" /></h4>', 'Our Programme', '', 'inherit', 'open', 'open', '', '4316-revision-6', '', '', '2013-06-29 06:33:53', '2013-06-29 06:33:53', '', 4316, 'http://invictusleader.com/home/?p=4322', 0, 'revision', '', 0),
(4323, 1, '2013-06-29 06:34:27', '2013-06-29 06:34:27', '<h3><strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div></div>\r\n<div>Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n\r\n[separator top="40"]\r\n\r\n<h3><strong>Do you have INTEL inside?</strong></h3>\r\n<div>Computers have man-made Intel processors, but humans have their God-given <strong>INT</strong>elligence and <strong>E</strong>motional<strong>L</strong>eadership.</div>\r\n<div></div>\r\n<div>All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div></div>\r\n<div>Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div></div>\r\n\r\n\r\n<div>Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div></div>\r\n<div>Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div></div>\r\n<div>Make that resolution today because your leadership journey begins within yourself. But INVICTUS LEADER will walk with you.</div>\r\n<div></div>\r\n<div></div>\r\n\r\n[separator top="40"]\r\n\r\n<h3><strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3><strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div>INVICTUS LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em>leadership <em>solutions</em>, not just a collection of events or training sessions.</div>\r\n<div></div>\r\n<div>INVICTUS LEADER’s <strong>Mark of a Lion Leadership Solution-based Learning<sup>TM</sup> </strong>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us.</div>\r\n<div></div>\r\n<h4><img alt="alt" src="http://invictusleader.com/home2/images/stories/Mark_of_the_Lion_structure.png" /></h4>', 'Our Programme', '', 'inherit', 'open', 'open', '', '4316-revision-7', '', '', '2013-06-29 06:34:27', '2013-06-29 06:34:27', '', 4316, 'http://invictusleader.com/home/?p=4323', 0, 'revision', '', 0),
(4324, 1, '2013-06-29 06:34:45', '2013-06-29 06:34:45', '<h3><strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div></div>\r\n<div>Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n\r\n[separator top="40"]\r\n\r\n<h3><strong>Do you have INTEL inside?</strong></h3>\r\n<div>Computers have man-made Intel processors, but humans have their God-given <strong>INT</strong>elligence and <strong>E</strong>motional<strong>L</strong>eadership.</div>\r\n<div></div>\r\n<div>All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div></div>\r\n<div>Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div></div>\r\n[separator top="20"]\r\n<div>Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div></div>\r\n<div>Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div></div>\r\n<div>Make that resolution today because your leadership journey begins within yourself. But INVICTUS LEADER will walk with you.</div>\r\n<div></div>\r\n<div></div>\r\n\r\n[separator top="40"]\r\n\r\n<h3><strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3><strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div>INVICTUS LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em>leadership <em>solutions</em>, not just a collection of events or training sessions.</div>\r\n<div></div>\r\n<div>INVICTUS LEADER’s <strong>Mark of a Lion Leadership Solution-based Learning<sup>TM</sup> </strong>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us.</div>\r\n<div></div>\r\n<h4><img alt="alt" src="http://invictusleader.com/home2/images/stories/Mark_of_the_Lion_structure.png" /></h4>', 'Our Programme', '', 'inherit', 'open', 'open', '', '4316-revision-8', '', '', '2013-06-29 06:34:45', '2013-06-29 06:34:45', '', 4316, 'http://invictusleader.com/home/?p=4324', 0, 'revision', '', 0),
(4325, 1, '2013-06-29 06:40:14', '2013-06-29 06:40:14', '<h3><strong>Why Should Anyone be Led by YOU?</strong></h3>\n<div></div>\n<div>Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\n\n[separator top="40"]\n\n<h3><strong>Do you have INTEL inside?</strong></h3>\n<div>Computers have man-made Intel processors, but humans have their God-given <strong>INT</strong>elligence and <strong>E</strong>motional<strong>L</strong>eadership.</div>\n<div></div>\n<div>All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\n<div></div>\n<div>Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\n<div></div>\n[separator top="20"]\n<div>Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\n<div></div>\n<div>Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\n<div></div>\n<div>Make that resolution today because your leadership journey begins within yourself. </div>\n<div>But INVICTUS LEADER will walk with you.</div>\n<div></div>\n\n[separator top="40"]\n\n<h3><strong>Do you have what it takes to be a leader?</strong></h3>\n<h3><strong>More importantly, why should anyone be LED by YOU?</strong></h3>\n<div>INVICTUS LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em>leadership <em>solutions</em>, not just a collection of events or training sessions.</div>\n<div></div>\n<div>INVICTUS LEADER’s <strong>Mark of a Lion Leadership Solution-based Learning<sup>TM</sup> </strong>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us.</div>\n<div></div>\n<h4><img alt="alt" src="http://invictusleader.com/home2/images/stories/Mark_of_the_Lion_structure.png" /></h4>\n\n[separator top="40"]\n\n[title size="2"]Overview of each module:[/title]\n[accordian]\n[toggle title="(A) LEARNING TO LEAD - Bringing Out the Leader in You"]The journey begins with your own decision to step out and step up. This module introduces you to what true leadership is all about and what is expected of you. Whatever level you are at right now, there is limitless scope for further development.[/toggle]\n\n[toggle title="(B) FUTURE LEADERS - Leadership Innovation Rewired: A Leader’s Edge"]Leaders need to have the right knowledge, skills and attitude to succeed. Most of our knowledge is gained through formal education, whereas our skills are honed through constant daily practice. However, the third element – attitude – is the “secret ingredient” of your personal leadership development.\n\nYour attitude impacts the way you think and feel; it governs how you eventually behave and act. Achieving self-mastery requires mastering your attitude first.\n\nThis module for young emerging leaders (junior level to mid-level managers) enables you to take an honest look at yourself in order to align your attitude with the right core values of exemplary leadership, and to achieve the self-mastery that will enable you to remain stoic even amidst the most turbulent times of your lifelong leadership journey.\n\nBut the journey does not stop here. To remain relevant in an era where change is a constant, leaders must learn to embrace innovation. “Leadership Innovation Rewired” will show you the keys to unlocking your innovativeness: how to remove the filters that block you, how to look beyond your self-limiting expectations, and how to envision boundless possibilities.\n\n[Note: This module was previously titled, “Leadership Self-Mastery.”][/toggle]\n\n[toggle title="(C) LEADING PEOPLE - Take Charge Leadership"]Every one of us is wired with some degree of creativity, but can we harness enough creativity to produce something tangible – an innovation? Leaders today are expected to move beyond the phase of creativity (thinking) and deliver tangible results through innovation (doing).\n\nThis module for mid-level managers and heads of sections/departments will show you how to tap into your inner creativity and innovative spirit, by developing the right mindset, creating the right environment, and using the right tools and techniques.[/toggle]\n\n[toggle title="(D) LEADING ORGANIZATIONS - Mark of a Leader"]At this stage of your journey, you are primed to be in a senior management/leadership position. You are expected to accomplish significant milestones for your organization.\n\nThe self-mastery and inner discipline that you have begun enhancing during “Leadership Innovation Rewired: A Leader’s Edge” and through “Take Charge Leadership” will be further refined here in “Mark of a Leader”.\n\nThis hands-on leadership module empowers you to think, behave and act in ways that are worthy of excellent leadership – from the way you perceive people and situations, to the way you carry yourself and treat others. The sessions are strategically scheduled at predetermined intervals that are optimally paced to enable real and sustainable development. \n\nThe course offers participants a supportive learning environment in which you can examine and discuss both the challenges and successes you face daily. After the sessions are completed, Invictus Leader will continue to offer support through its e-Forum and e-Coaching platform, where participants are placed in various groups and can interact with their group members and the group moderator/coach. The forum provides an avenue for participants to develop themselves, not alone in a vacuum, but in an open environment of honest interaction among trusted colleagues where they can cultivate their personal values and collectively shape their desired corporate culture.\n\n[Note: This level of the training/coaching module was formerly known as “Take Charge Leadership – Think, Behave, Act”, and has been further enhanced to create even greater value for our participants.[/toggle]\n\n[toggle title="(E) LEARNING TO LEAD - Bringing Out the Leader in You"]The journey begins with your own decision to step out and step up. This module introduces you to what true leadership is all about and what is expected of you. Whatever level you are at right now, there is limitless scope for further development.[/toggle]\n\n[/accordian]', 'Our Programme', '', 'inherit', 'open', 'open', '', '4316-autosave', '', '', '2013-06-29 06:40:14', '2013-06-29 06:40:14', '', 4316, 'http://invictusleader.com/home/?p=4325', 0, 'revision', '', 0),
(4326, 1, '2013-06-29 06:35:12', '2013-06-29 06:35:12', '<h3><strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div></div>\r\n<div>Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n\r\n[separator top="40"]\r\n\r\n<h3><strong>Do you have INTEL inside?</strong></h3>\r\n<div>Computers have man-made Intel processors, but humans have their God-given <strong>INT</strong>elligence and <strong>E</strong>motional<strong>L</strong>eadership.</div>\r\n<div></div>\r\n<div>All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div></div>\r\n<div>Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div></div>\r\n[separator top="20"]\r\n<div>Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div></div>\r\n<div>Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div></div>\r\n<div>Make that resolution today because your leadership journey begins within yourself. </div>\r\n<div>But INVICTUS LEADER will walk with you.</div>\r\n<div></div>\r\n\r\n[separator top="40"]\r\n\r\n<h3><strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3><strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div>INVICTUS LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em>leadership <em>solutions</em>, not just a collection of events or training sessions.</div>\r\n<div></div>\r\n<div>INVICTUS LEADER’s <strong>Mark of a Lion Leadership Solution-based Learning<sup>TM</sup> </strong>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us.</div>\r\n<div></div>\r\n<h4><img alt="alt" src="http://invictusleader.com/home2/images/stories/Mark_of_the_Lion_structure.png" /></h4>', 'Our Programme', '', 'inherit', 'open', 'open', '', '4316-revision-9', '', '', '2013-06-29 06:35:12', '2013-06-29 06:35:12', '', 4316, 'http://invictusleader.com/home/?p=4326', 0, 'revision', '', 0),
(4327, 1, '2013-06-29 06:44:29', '2013-06-29 06:44:29', '[title size="2"]Profiles International[/title]\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/banners/profiles_logo_200px.png" />[/one_fourth][three_fourth last="yes"]Profiles International is the world leader in selecting and developing high-performance workforces through innovative human resource management solutions. We offer a comprehensive suite of employment assessments that help companies gain a competitive advantage by selecting, hiring, retaining and developing great talent.[/three_fourth]\r\n\r\n[separator top="20"]\r\n\r\n[title size="2"]Corporate Coach U[/title]\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/corp-coach-u_logo.jpg" />[/one_fourth][three_fourth last="yes"]Corporate Coach U is the largest provider of customized, cutting-edge coach education, products, and services for the business market worldwide. CCU has trained over 16,000 corporate and organizational managers and consultants through its Coaching Clinic® and Manager as Coach product. The Advanced Coaching Program™ (ACP™) meets the academic requirements for becoming an Associate Certified Coach (ACC), Professional Certified Coach (PCC) or Master Certified Coach (MCC) through the International Coach Federation (ICF).[/three_fourth]\r\n\r\n[separator top="20"]\r\n\r\n[title size="2"]College of Executive Coaching[/title]\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/colexecoach_logo.jpg" />[/one_fourth][three_fourth last="yes"]College of Executive Coaching, the leader in coach training for professionals with graduate degrees. The College of Executive Coaching is an International Coach Federation Accredited Coach Training Program with fifteen Ph.D. level faculty.[/three_fourth]\r\n\r\n[separator top="20"]\r\n\r\n[title size="2"]Flight Simulations for Leaders[/title]\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/flightsim_logo.jpg" />[/one_fourth][three_fourth last="yes"]In the same way pilots are trained in flight simulators, we immerse project managers in relevant, realistic re-creations of their workplace, inundating them with hundreds of simultaneous, multi-dimensional dilemmas that real-world project managers face, and add the urgency and intensity of a compressing time line.[/three_fourth]', 'Our Partners', '', 'publish', 'open', 'open', '', 'our-partners', '', '', '2013-06-29 06:54:34', '2013-06-29 06:54:34', '', 0, 'http://invictusleader.com/home/?page_id=4327', 0, 'page', '', 0),
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(4329, 1, '2013-06-29 06:55:38', '2013-06-29 06:55:38', '[title size="2"]Profiles International[/title]\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/banners/profiles_logo_200px.png" />[/one_fourth][three_fourth last="yes"]Profiles International is the world leader in selecting and developing high-performance workforces through innovative human resource management solutions. We offer a comprehensive suite of employment assessments that help companies gain a competitive advantage by selecting, hiring, retaining and developing great talent.[/three_fourth]\n\n[separator top="20"]\n\n[title size="2"]Corporate Coach U[/title]\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/corp-coach-u_logo.jpg" />[/one_fourth][three_fourth last="yes"]Corporate Coach U is the largest provider of customized, cutting-edge coach education, products, and services for the business market worldwide. CCU has trained over 16,000 corporate and organizational managers and consultants through its Coaching Clinic® and Manager as Coach product. The Advanced Coaching Program™ (ACP™) meets the academic requirements for becoming an Associate Certified Coach (ACC), Professional Certified Coach (PCC) or Master Certified Coach (MCC) through the International Coach Federation (ICF).[/three_fourth]\n\n[separator top="20"]\n\n[title size="2"]College of Executive Coaching[/title]\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/colexecoach_logo.jpg" />[/one_fourth][three_fourth last="yes"]College of Executive Coaching, the leader in coach training for professionals with graduate degrees. The College of Executive Coaching is an International Coach Federation Accredited Coach Training Program with fifteen Ph.D. level faculty.[/three_fourth]\n\n[separator top="20"]\n\n[title size="2"]Flight Simulations for Leaders[/title]\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/flightsim_logo.jpg" />[/one_fourth][three_fourth last="yes"]In the same way pilots are trained in flight simulators, we immerse project managers in relevant, realistic re-creations of their workplace, inundating them with hundreds of simultaneous, multi-dimensional dilemmas that real-world project managers face, and add the urgency and intensity of a compressing time line.[/three_fourth]', 'Our Partners', '', 'inherit', 'open', 'open', '', '4327-autosave', '', '', '2013-06-29 06:55:38', '2013-06-29 06:55:38', '', 4327, 'http://invictusleader.com/home/?p=4329', 0, 'revision', '', 0),
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(4333, 1, '2013-06-29 06:47:29', '2013-06-29 06:47:29', '[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/banners/profiles_logo_200px.png" />[/one_fourth][three_fourth last="yes"]Profiles International is the world leader in selecting and developing high-performance workforces through innovative human resource management solutions. We offer a comprehensive suite of employment assessments that help companies gain a competitive advantage by selecting, hiring, retaining and developing great talent.[/three_fourth]\r\n\r\n ', 'Our Partners', '', 'inherit', 'open', 'open', '', '4327-revision-5', '', '', '2013-06-29 06:47:29', '2013-06-29 06:47:29', '', 4327, 'http://invictusleader.com/home/?p=4333', 0, 'revision', '', 0),
(4334, 1, '2013-06-29 06:49:37', '2013-06-29 06:49:37', '[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/banners/profiles_logo_200px.png" />[/one_fourth][three_fourth last="yes"]Profiles International is the world leader in selecting and developing high-performance workforces through innovative human resource management solutions. We offer a comprehensive suite of employment assessments that help companies gain a competitive advantage by selecting, hiring, retaining and developing great talent.[/three_fourth]\r\n\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/corp-coach-u_logo.jpg" />[/one_fourth][three_fourth last="yes"]Corporate Coach U is the largest provider of customized, cutting-edge coach education, products, and services for the business market worldwide. CCU has trained over 16,000 corporate and organizational managers and consultants through its Coaching Clinic® and Manager as Coach product. The Advanced Coaching Program™ (ACP™) meets the academic requirements for becoming an Associate Certified Coach (ACC), Professional Certified Coach (PCC) or Master Certified Coach (MCC) through the International Coach Federation (ICF).[/three_fourth]\r\n\r\n \r\n\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/colexecoach_logo.jpg" />[/one_fourth][three_fourth last="yes"]College of Executive Coaching, the leader in coach training for professionals with graduate degrees. The College of Executive Coaching is an International Coach Federation Accredited Coach Training Program with fifteen Ph.D. level faculty.[/three_fourth]\r\n\r\n \r\n\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/flightsim_logo.jpg" />[/one_fourth][three_fourth last="yes"]In the same way pilots are trained in flight simulators, we immerse project managers in relevant, realistic re-creations of their workplace, inundating them with hundreds of simultaneous, multi-dimensional dilemmas that real-world project managers face, and add the urgency and intensity of a compressing time line.[/three_fourth]\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n ', 'Our Partners', '', 'inherit', 'open', 'open', '', '4327-revision-6', '', '', '2013-06-29 06:49:37', '2013-06-29 06:49:37', '', 4327, 'http://invictusleader.com/home/?p=4334', 0, 'revision', '', 0),
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(4336, 1, '2013-06-29 06:51:04', '2013-06-29 06:51:04', '[title]Profiles International[/title]\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/banners/profiles_logo_200px.png" />[/one_fourth][three_fourth last="yes"]Profiles International is the world leader in selecting and developing high-performance workforces through innovative human resource management solutions. We offer a comprehensive suite of employment assessments that help companies gain a competitive advantage by selecting, hiring, retaining and developing great talent.[/three_fourth]\r\n\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/corp-coach-u_logo.jpg" />[/one_fourth][three_fourth last="yes"]Corporate Coach U is the largest provider of customized, cutting-edge coach education, products, and services for the business market worldwide. CCU has trained over 16,000 corporate and organizational managers and consultants through its Coaching Clinic® and Manager as Coach product. The Advanced Coaching Program™ (ACP™) meets the academic requirements for becoming an Associate Certified Coach (ACC), Professional Certified Coach (PCC) or Master Certified Coach (MCC) through the International Coach Federation (ICF).[/three_fourth]\r\n\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/colexecoach_logo.jpg" />[/one_fourth][three_fourth last="yes"]College of Executive Coaching, the leader in coach training for professionals with graduate degrees. The College of Executive Coaching is an International Coach Federation Accredited Coach Training Program with fifteen Ph.D. level faculty.[/three_fourth]\r\n\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/flightsim_logo.jpg" />[/one_fourth][three_fourth last="yes"]In the same way pilots are trained in flight simulators, we immerse project managers in relevant, realistic re-creations of their workplace, inundating them with hundreds of simultaneous, multi-dimensional dilemmas that real-world project managers face, and add the urgency and intensity of a compressing time line.[/three_fourth]\r\n', 'Our Partners', '', 'inherit', 'open', 'open', '', '4327-revision-8', '', '', '2013-06-29 06:51:04', '2013-06-29 06:51:04', '', 4327, 'http://invictusleader.com/home/?p=4336', 0, 'revision', '', 0),
(4337, 1, '2013-06-29 06:51:51', '2013-06-29 06:51:51', '[title size="2"]Profiles International[/title]\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/banners/profiles_logo_200px.png" />[/one_fourth][three_fourth last="yes"]Profiles International is the world leader in selecting and developing high-performance workforces through innovative human resource management solutions. We offer a comprehensive suite of employment assessments that help companies gain a competitive advantage by selecting, hiring, retaining and developing great talent.[/three_fourth]\r\n\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/corp-coach-u_logo.jpg" />[/one_fourth][three_fourth last="yes"]Corporate Coach U is the largest provider of customized, cutting-edge coach education, products, and services for the business market worldwide. CCU has trained over 16,000 corporate and organizational managers and consultants through its Coaching Clinic® and Manager as Coach product. The Advanced Coaching Program™ (ACP™) meets the academic requirements for becoming an Associate Certified Coach (ACC), Professional Certified Coach (PCC) or Master Certified Coach (MCC) through the International Coach Federation (ICF).[/three_fourth]\r\n\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/colexecoach_logo.jpg" />[/one_fourth][three_fourth last="yes"]College of Executive Coaching, the leader in coach training for professionals with graduate degrees. The College of Executive Coaching is an International Coach Federation Accredited Coach Training Program with fifteen Ph.D. level faculty.[/three_fourth]\r\n\r\n[one_fourth last="no"]<img alt="" src="http://invictusleader.com/home2/images/logos/flightsim_logo.jpg" />[/one_fourth][three_fourth last="yes"]In the same way pilots are trained in flight simulators, we immerse project managers in relevant, realistic re-creations of their workplace, inundating them with hundreds of simultaneous, multi-dimensional dilemmas that real-world project managers face, and add the urgency and intensity of a compressing time line.[/three_fourth]', 'Our Partners', '', 'inherit', 'open', 'open', '', '4327-revision-9', '', '', '2013-06-29 06:51:51', '2013-06-29 06:51:51', '', 4327, 'http://invictusleader.com/home/?p=4337', 0, 'revision', '', 0),
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(4343, 1, '2013-06-29 08:51:00', '2013-06-29 08:51:00', '[title size="2"]Latest Testimonials Slider[/title]\n[testimonials]\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager " link="#" target=""]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\n\n[testimonial name="Kevin Chan" gender="male" company="Key Account Manager" link="#" target=""]The facilitator is very knowledgeable on the subject matter. He could quote many real-life instances and examples to illustrate his points. Visual media was presented to facilitate learning. The facilitator made sure that everyone participated in the discussion sessions and activities. Time was well managed.[/testimonial]\n\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\n[/testimonials]\n\n[separator top="40" style="none"]\n\n[title size="2"]More Testimonials[/title]\n\n[one_third last="no"]\n[one_third last="no"]\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\n[/one_third]\n\n[one_third last="no"]\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\n[/one_third]\n\n[one_third last="yes"]\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\n[/one_third]\n\n[separator top="20" style="none"]\n\n[two_third last="no"]\n[testimonial name="SK Tan" gender="male" company="Production Manager" link="#" target=""]Ravi, I must say, is a great co-coordinator in leadership programmes.\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\n[/two_third]\n\n[one_third last="yes"]\n[testimonial name="Manager" gender="male" company="F&N" link="#" target=""]Excellent presenter managed to open our minds and look into different perspectives. Really valuable in developing managers to be a LEADER[/testimonial]\n[/one_third]\n\n[separator top="20" style="none"]\n\n[two_third last="no"]\n[testimonial name="Deputy Director" gender="male" company="MAMPU (Malaysian Administrative Modernisation & Manpower Planning Unit)" link="#" target=""]Trainer succeeded in enhancing my knowledge in various aspects of management improvements. Motivated, determined and always responsive to views, opinions and suggestions. He is very knowledgeable, skillful in giving talks, highly experienced and exposed to a wide range of management tools/practices.[/testimonial]\n[/two_third]\n\n[one_third last="yes"]\n[testimonial name="Assistant Vice President" gender="male" company="Khazanah National Berhad (National Treasury)" link="#" target=""]Nicely structured, with a good mix of theory and practical to apply the theory learned. Knowledgeable instructor.[/testimonial]\n[/one_third]\n\n[separator top="20" style="none"]\n\n[two_third last="no"]\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\n[/two_third]\n\n[one_third last="yes"]\n[testimonial name="Senior Business Manager" gender="male" company="Jardine" link="#" target=""]It was brilliant. It actually opened up my mind further to try different approaches and most importantly to improve myself to help people improve.[/testimonial]\n[/one_third]', 'Testimonials', '', 'inherit', 'open', 'open', '', '3754-autosave', '', '', '2013-06-29 08:51:00', '2013-06-29 08:51:00', '', 3754, 'http://invictusleader.com/home/?p=4343', 0, 'revision', '', 0),
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This is by far the most well supported theme I have ever had the pleasure to work with. Lots of wonderful options. I wished I had found you before I spent money on a competitors theme. Thanks again for the great support and for a great product."[/testimonial]\n\n[testimonial name="Stuartyboy" gender="male" company="Avada Theme" link="#" target=""]"If I could give 100 stars for support and attention to detail I definitely would. I’ve purchased a good number of WordPress themes from various developers that look good on Themeforest but after you buy them you find numerous problems, bugs, crazy admin and very very poor support. I purchased the Avada theme and there were a couple of problems too, but the guys from ThemeFusion were remarkable – I really mean this. The speed of support and attention to detail is quite phenomenal. If you are considering buying this theme at all then take it from me, you will be extremely pleased."[/testimonial]\n\n[testimonial name="Strata1" gender="male" company="Avada Theme" link="#" target=""]"Hi, I just wanted to say thanks for the great theme. I’m finding new ways to improve it every day and find that it’s been the most user-friendly theme I’ve ever purchased. I am practically computer illiterate and know extremely little if anything at all about code, CSS, or any of the inner workings of a website. The Avada theme removes all the worry, hassle, frustration and angst that beginners (and novices) feel when designing websites. If you can read and follow directions, this theme is for you. 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So I gave 5 stars for the theme and if I could, I’d give 10 stars for support.[/testimonial]\n[/one_third]\n\n[separator top="50" style="none"]\n\n[title size="2"]Use Them In Any Column Size[/title]\n\n[two_third last="no"]\n[testimonial name="Stiggandr1" gender="male" company="Avada Theme" link="#" target=""]Hey Theme Fusion. Just wanted to say thanks for the great videos. I''ve recently expanded from Joomla to Wordpress and am using your Avada theme. These videos have been a huge help in learning my way around WP as well as using the Avada theme to its full potential.[/testimonial]\n[/two_third]\n\n[one_third last="yes"]\n[testimonial name="Breakbeat" gender="male" company="Avada Theme" link="#" target=""]Avada is the best theme I’ve ever bought! Theme Fusion has the best support over the net! Keep it up![/testimonial]\n[/one_third]\n\n[separator top="40"]\n\n[title size="2"]Features and Customizations[/title]\n\n[one_half last="no"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Unlimited use and testimonials per slider, per page</li>\n <li>Testimonial Slider speed can be controlled via theme options</li>\n</ul>\n[/checklist]\n[/one_half]\n\n[one_half last="yes"]\n[checklist icon="check" iconcolor="light" circle="yes"]\n<ul>\n <li>Use with column shortcodes to control the width</li>\n <li>Set a male or female icon, company name can be a link</li>\n</ul>\n[/checklist]\n[/one_half]', 'Testimonials', '', 'inherit', 'open', 'open', '', '3754-revision', '', '', '2013-05-24 21:01:06', '2013-05-24 21:01:06', '', 3754, 'http://invictusleader.com/home/?p=4344', 0, 'revision', '', 0),
(4345, 1, '2013-06-29 07:01:40', '2013-06-29 07:01:40', '[separator top="80"]\r\n[title size="2"]Testimonial Slider[/title]\r\n[testimonials]\r\n[testimonial name="William Genske" gender="male" company="My Company" link="#" target=""]"Thank you for your very professional and prompt response. I went to look for answers to my own questions and quickly realized that the information I was requesting was very easy to find. As were the videos and the instructions. In fact everything has been perfect so far. This is by far the most well supported theme I have ever had the pleasure to work with. Lots of wonderful options. I wished I had found you before I spent money on a competitors theme. Thanks again for the great support and for a great product."[/testimonial]\r\n\r\n[testimonial name="Stuartyboy" gender="male" company="Avada Theme" link="#" target=""]"If I could give 100 stars for support and attention to detail I definitely would. I’ve purchased a good number of WordPress themes from various developers that look good on Themeforest but after you buy them you find numerous problems, bugs, crazy admin and very very poor support. I purchased the Avada theme and there were a couple of problems too, but the guys from ThemeFusion were remarkable – I really mean this. The speed of support and attention to detail is quite phenomenal. If you are considering buying this theme at all then take it from me, you will be extremely pleased."[/testimonial]\r\n\r\n[testimonial name="Strata1" gender="male" company="Avada Theme" link="#" target=""]"Hi, I just wanted to say thanks for the great theme. I’m finding new ways to improve it every day and find that it’s been the most user-friendly theme I’ve ever purchased. I am practically computer illiterate and know extremely little if anything at all about code, CSS, or any of the inner workings of a website. The Avada theme removes all the worry, hassle, frustration and angst that beginners (and novices) feel when designing websites. If you can read and follow directions, this theme is for you. I’ve tried a hundred plug-ins with other themes and the Avada theme makes almost all of them unnecessary and obsolete."[/testimonial]\r\n[/testimonials]\r\n\r\n[separator top="60" style="none"]\r\n\r\n[title size="2"]Single Testimonials[/title]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Lucasgriffin" gender="male" company="Avada Theme" link="#" target=""]Amazing theme and top class support, as I’m a beginner, Luke helped me above and beyond and was more than patient, his responses were quick and he has a genuine care for you to enjoy and move forward with your theme!.. highly recommended theme and author! [/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Gojcus" gender="male" company="Avada Theme" link="#" target=""]Let me say something. You have an amazing theme and amazing/awesome support. They helped me on weekend. This is what I call an “extra mile” in customer relationship. So I gave 5 stars for the theme and if I could, I’d give 10 stars for support.[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="50" style="none"]\r\n\r\n[title size="2"]Use Them In Any Column Size[/title]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Stiggandr1" gender="male" company="Avada Theme" link="#" target=""]Hey Theme Fusion. Just wanted to say thanks for the great videos. I''ve recently expanded from Joomla to Wordpress and am using your Avada theme. These videos have been a huge help in learning my way around WP as well as using the Avada theme to its full potential.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Breakbeat" gender="male" company="Avada Theme" link="#" target=""]Avada is the best theme I’ve ever bought! Theme Fusion has the best support over the net! Keep it up![/testimonial]\r\n[/one_third]\r\n\r\n[separator top="40"]\r\n\r\n[title size="2"]Features and Customizations[/title]\r\n\r\n[one_half last="no"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Unlimited use and testimonials per slider, per page</li>\r\n <li>Testimonial Slider speed can be controlled via theme options</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Use with column shortcodes to control the width</li>\r\n <li>Set a male or female icon, company name can be a link</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]', 'Testimonials', '', 'inherit', 'open', 'open', '', '3754-revision-2', '', '', '2013-06-29 07:01:40', '2013-06-29 07:01:40', '', 3754, 'http://invictusleader.com/home/?p=4345', 0, 'revision', '', 0),
(4346, 1, '2013-06-29 07:03:15', '2013-06-29 07:03:15', '[separator top="80"]\r\n[title size="2"]Testimonial Slider[/title]\r\n[testimonials]\r\n[testimonial name="William Genske" gender="male" company="My Company" link="#" target=""]"Thank you for your very professional and prompt response. I went to look for answers to my own questions and quickly realized that the information I was requesting was very easy to find. As were the videos and the instructions. In fact everything has been perfect so far. This is by far the most well supported theme I have ever had the pleasure to work with. Lots of wonderful options. I wished I had found you before I spent money on a competitors theme. Thanks again for the great support and for a great product."[/testimonial]\r\n\r\n[testimonial name="Stuartyboy" gender="male" company="Avada Theme" link="#" target=""]"If I could give 100 stars for support and attention to detail I definitely would. I’ve purchased a good number of WordPress themes from various developers that look good on Themeforest but after you buy them you find numerous problems, bugs, crazy admin and very very poor support. I purchased the Avada theme and there were a couple of problems too, but the guys from ThemeFusion were remarkable – I really mean this. The speed of support and attention to detail is quite phenomenal. If you are considering buying this theme at all then take it from me, you will be extremely pleased."[/testimonial]\r\n\r\n[testimonial name="Strata1" gender="male" company="Avada Theme" link="#" target=""]"Hi, I just wanted to say thanks for the great theme. I’m finding new ways to improve it every day and find that it’s been the most user-friendly theme I’ve ever purchased. I am practically computer illiterate and know extremely little if anything at all about code, CSS, or any of the inner workings of a website. The Avada theme removes all the worry, hassle, frustration and angst that beginners (and novices) feel when designing websites. If you can read and follow directions, this theme is for you. I’ve tried a hundred plug-ins with other themes and the Avada theme makes almost all of them unnecessary and obsolete."[/testimonial]\r\n[/testimonials]\r\n\r\n[separator top="60" style="none"]\r\n\r\n[title size="2"]Single Testimonials[/title]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="male" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="50" style="none"]\r\n\r\n[title size="2"]Use Them In Any Column Size[/title]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Stiggandr1" gender="male" company="Avada Theme" link="#" target=""]Hey Theme Fusion. Just wanted to say thanks for the great videos. I''ve recently expanded from Joomla to Wordpress and am using your Avada theme. These videos have been a huge help in learning my way around WP as well as using the Avada theme to its full potential.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Breakbeat" gender="male" company="Avada Theme" link="#" target=""]Avada is the best theme I’ve ever bought! Theme Fusion has the best support over the net! Keep it up![/testimonial]\r\n[/one_third]\r\n\r\n[separator top="40"]\r\n\r\n[title size="2"]Features and Customizations[/title]\r\n\r\n[one_half last="no"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Unlimited use and testimonials per slider, per page</li>\r\n <li>Testimonial Slider speed can be controlled via theme options</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Use with column shortcodes to control the width</li>\r\n <li>Set a male or female icon, company name can be a link</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]', 'Testimonials', '', 'inherit', 'open', 'open', '', '3754-revision-3', '', '', '2013-06-29 07:03:15', '2013-06-29 07:03:15', '', 3754, 'http://invictusleader.com/home/?p=4346', 0, 'revision', '', 0),
(4347, 1, '2013-06-29 07:03:47', '2013-06-29 07:03:47', '[separator top="80"]\r\n[title size="2"]Testimonial Slider[/title]\r\n[testimonials]\r\n[testimonial name="William Genske" gender="male" company="My Company" link="#" target=""]"Thank you for your very professional and prompt response. I went to look for answers to my own questions and quickly realized that the information I was requesting was very easy to find. As were the videos and the instructions. In fact everything has been perfect so far. This is by far the most well supported theme I have ever had the pleasure to work with. Lots of wonderful options. I wished I had found you before I spent money on a competitors theme. Thanks again for the great support and for a great product."[/testimonial]\r\n\r\n[testimonial name="Stuartyboy" gender="male" company="Avada Theme" link="#" target=""]"If I could give 100 stars for support and attention to detail I definitely would. I’ve purchased a good number of WordPress themes from various developers that look good on Themeforest but after you buy them you find numerous problems, bugs, crazy admin and very very poor support. I purchased the Avada theme and there were a couple of problems too, but the guys from ThemeFusion were remarkable – I really mean this. The speed of support and attention to detail is quite phenomenal. If you are considering buying this theme at all then take it from me, you will be extremely pleased."[/testimonial]\r\n\r\n[testimonial name="Strata1" gender="male" company="Avada Theme" link="#" target=""]"Hi, I just wanted to say thanks for the great theme. I’m finding new ways to improve it every day and find that it’s been the most user-friendly theme I’ve ever purchased. I am practically computer illiterate and know extremely little if anything at all about code, CSS, or any of the inner workings of a website. The Avada theme removes all the worry, hassle, frustration and angst that beginners (and novices) feel when designing websites. If you can read and follow directions, this theme is for you. I’ve tried a hundred plug-ins with other themes and the Avada theme makes almost all of them unnecessary and obsolete."[/testimonial]\r\n[/testimonials]\r\n\r\n[separator top="60" style="none"]\r\n\r\n[title size="2"]Single Testimonials[/title]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="50" style="none"]\r\n\r\n[title size="2"]Use Them In Any Column Size[/title]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Stiggandr1" gender="male" company="Avada Theme" link="#" target=""]Hey Theme Fusion. Just wanted to say thanks for the great videos. I''ve recently expanded from Joomla to Wordpress and am using your Avada theme. These videos have been a huge help in learning my way around WP as well as using the Avada theme to its full potential.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Breakbeat" gender="male" company="Avada Theme" link="#" target=""]Avada is the best theme I’ve ever bought! Theme Fusion has the best support over the net! Keep it up![/testimonial]\r\n[/one_third]\r\n\r\n[separator top="40"]\r\n\r\n[title size="2"]Features and Customizations[/title]\r\n\r\n[one_half last="no"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Unlimited use and testimonials per slider, per page</li>\r\n <li>Testimonial Slider speed can be controlled via theme options</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Use with column shortcodes to control the width</li>\r\n <li>Set a male or female icon, company name can be a link</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]', 'Testimonials', '', 'inherit', 'open', 'open', '', '3754-revision-4', '', '', '2013-06-29 07:03:47', '2013-06-29 07:03:47', '', 3754, 'http://invictusleader.com/home/?p=4347', 0, 'revision', '', 0),
(4348, 1, '2013-06-29 07:05:57', '2013-06-29 07:05:57', '[separator top="80"]\r\n[title size="2"]Testimonial Slider[/title]\r\n[testimonials]\r\n[testimonial name="William Genske" gender="male" company="My Company" link="#" target=""]"Thank you for your very professional and prompt response. I went to look for answers to my own questions and quickly realized that the information I was requesting was very easy to find. As were the videos and the instructions. In fact everything has been perfect so far. This is by far the most well supported theme I have ever had the pleasure to work with. Lots of wonderful options. I wished I had found you before I spent money on a competitors theme. Thanks again for the great support and for a great product."[/testimonial]\r\n\r\n[testimonial name="Stuartyboy" gender="male" company="Avada Theme" link="#" target=""]"If I could give 100 stars for support and attention to detail I definitely would. I’ve purchased a good number of WordPress themes from various developers that look good on Themeforest but after you buy them you find numerous problems, bugs, crazy admin and very very poor support. I purchased the Avada theme and there were a couple of problems too, but the guys from ThemeFusion were remarkable – I really mean this. The speed of support and attention to detail is quite phenomenal. If you are considering buying this theme at all then take it from me, you will be extremely pleased."[/testimonial]\r\n\r\n[testimonial name="Strata1" gender="male" company="Avada Theme" link="#" target=""]"Hi, I just wanted to say thanks for the great theme. I’m finding new ways to improve it every day and find that it’s been the most user-friendly theme I’ve ever purchased. I am practically computer illiterate and know extremely little if anything at all about code, CSS, or any of the inner workings of a website. The Avada theme removes all the worry, hassle, frustration and angst that beginners (and novices) feel when designing websites. If you can read and follow directions, this theme is for you. I’ve tried a hundred plug-ins with other themes and the Avada theme makes almost all of them unnecessary and obsolete."[/testimonial]\r\n[/testimonials]\r\n\r\n[separator top="60" style="none"]\r\n\r\n[title size="2"]Single Testimonials[/title]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="50" style="none"]\r\n\r\n[title size="2"]Use Them In Any Column Size[/title]\r\n\r\n[two_third last="no"]\r\n[testimonial name="SK Tan" gender="male" company="Production Manager" link="#" target=""]Ravi, I must say, is a great co-coordinator in leadership programmes. \r\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Manager" gender="male" company="F&N" link="#" target=""]Excellent presenter managed to open our minds and look into different perspectives. Really valuable in developing managers to be a LEADER[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="40"]\r\n\r\n[title size="2"]Features and Customizations[/title]\r\n\r\n[one_half last="no"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Unlimited use and testimonials per slider, per page</li>\r\n <li>Testimonial Slider speed can be controlled via theme options</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Use with column shortcodes to control the width</li>\r\n <li>Set a male or female icon, company name can be a link</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]', 'Testimonials', '', 'inherit', 'open', 'open', '', '3754-revision-5', '', '', '2013-06-29 07:05:57', '2013-06-29 07:05:57', '', 3754, 'http://invictusleader.com/home/?p=4348', 0, 'revision', '', 0),
(4349, 1, '2013-06-29 07:09:57', '2013-06-29 07:09:57', '[separator top="80"]\r\n[title size="2"]Latest Testimonials Slider[/title]\r\n[testimonials]\r\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager " link="#" target=""]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\r\n\r\n[testimonial name="Kevin Chan" gender="male" company="Key Account Manager" link="#" target=""]The facilitator is very knowledgeable on the subject matter. He could quote many real-life instances and examples to illustrate his points. Visual media was presented to facilitate learning. The facilitator made sure that everyone participated in the discussion sessions and activities. Time was well managed.[/testimonial]\r\n\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/testimonials]\r\n\r\n[separator top="60" style="none"]\r\n\r\n[title size="2"]Single Testimonials[/title]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="50" style="none"]\r\n\r\n[title size="2"]Use Them In Any Column Size[/title]\r\n\r\n[two_third last="no"]\r\n[testimonial name="SK Tan" gender="male" company="Production Manager" link="#" target=""]Ravi, I must say, is a great co-coordinator in leadership programmes. \r\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Manager" gender="male" company="F&N" link="#" target=""]Excellent presenter managed to open our minds and look into different perspectives. Really valuable in developing managers to be a LEADER[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="40"]\r\n\r\n[title size="2"]Features and Customizations[/title]\r\n\r\n[one_half last="no"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Unlimited use and testimonials per slider, per page</li>\r\n <li>Testimonial Slider speed can be controlled via theme options</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Use with column shortcodes to control the width</li>\r\n <li>Set a male or female icon, company name can be a link</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]', 'Testimonials', '', 'inherit', 'open', 'open', '', '3754-revision-6', '', '', '2013-06-29 07:09:57', '2013-06-29 07:09:57', '', 3754, 'http://invictusleader.com/home/?p=4349', 0, 'revision', '', 0),
(4350, 1, '2013-06-29 07:10:12', '2013-06-29 07:10:12', '[title size="2"]Latest Testimonials Slider[/title]\r\n[testimonials]\r\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager " link="#" target=""]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\r\n\r\n[testimonial name="Kevin Chan" gender="male" company="Key Account Manager" link="#" target=""]The facilitator is very knowledgeable on the subject matter. He could quote many real-life instances and examples to illustrate his points. Visual media was presented to facilitate learning. The facilitator made sure that everyone participated in the discussion sessions and activities. Time was well managed.[/testimonial]\r\n\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/testimonials]\r\n\r\n[separator top="60" style="none"]\r\n\r\n[title size="2"]Single Testimonials[/title]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="50" style="none"]\r\n\r\n[title size="2"]Use Them In Any Column Size[/title]\r\n\r\n[two_third last="no"]\r\n[testimonial name="SK Tan" gender="male" company="Production Manager" link="#" target=""]Ravi, I must say, is a great co-coordinator in leadership programmes. \r\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Manager" gender="male" company="F&N" link="#" target=""]Excellent presenter managed to open our minds and look into different perspectives. Really valuable in developing managers to be a LEADER[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="40"]\r\n\r\n[title size="2"]Features and Customizations[/title]\r\n\r\n[one_half last="no"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Unlimited use and testimonials per slider, per page</li>\r\n <li>Testimonial Slider speed can be controlled via theme options</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Use with column shortcodes to control the width</li>\r\n <li>Set a male or female icon, company name can be a link</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]', 'Testimonials', '', 'inherit', 'open', 'open', '', '3754-revision-7', '', '', '2013-06-29 07:10:12', '2013-06-29 07:10:12', '', 3754, 'http://invictusleader.com/home/?p=4350', 0, 'revision', '', 0),
(4351, 1, '2013-06-29 07:13:02', '2013-06-29 07:13:02', '[title size="2"]Latest Testimonials Slider[/title]\r\n[testimonials]\r\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager " link="#" target=""]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\r\n\r\n[testimonial name="Kevin Chan" gender="male" company="Key Account Manager" link="#" target=""]The facilitator is very knowledgeable on the subject matter. He could quote many real-life instances and examples to illustrate his points. Visual media was presented to facilitate learning. The facilitator made sure that everyone participated in the discussion sessions and activities. Time was well managed.[/testimonial]\r\n\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/testimonials]\r\n\r\n[separator top="60" style="none"]\r\n\r\n[title size="2"]More Testimonials[/title]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="50" style="none"]\r\n\r\n[title size="2"]More Testimonials[/title]\r\n\r\n[two_third last="no"]\r\n[testimonial name="SK Tan" gender="male" company="Production Manager" link="#" target=""]Ravi, I must say, is a great co-coordinator in leadership programmes. \r\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Manager" gender="male" company="F&N" link="#" target=""]Excellent presenter managed to open our minds and look into different perspectives. Really valuable in developing managers to be a LEADER[/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Deputy Director" gender="male" company="MAMPU (Malaysian Administrative Modernisation & Manpower Planning Unit)" link="#" target=""]Trainer succeeded in enhancing my knowledge in various aspects of management improvements. Motivated, determined and always responsive to views, opinions and suggestions. He is very knowledgeable, skillful in giving talks, highly experienced and exposed to a wide range of management tools/practices.[/testimonial]\r\n[/one_third]\r\n\r\n[two_third last="yes"]\r\n[testimonial name="Assistant Vice President" gender="male" company="Khazanah National Berhad (National Treasury)" link="#" target=""]Nicely structured, with a good mix of theory and practical to apply the theory learned. Knowledgeable instructor.[/testimonial]\r\n[/two_third]\r\n\r\n[separator top="40"]\r\n\r\n[title size="2"]Features and Customizations[/title]\r\n\r\n[one_half last="no"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Unlimited use and testimonials per slider, per page</li>\r\n <li>Testimonial Slider speed can be controlled via theme options</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Use with column shortcodes to control the width</li>\r\n <li>Set a male or female icon, company name can be a link</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]', 'Testimonials', '', 'inherit', 'open', 'open', '', '3754-revision-8', '', '', '2013-06-29 07:13:02', '2013-06-29 07:13:02', '', 3754, 'http://invictusleader.com/home/?p=4351', 0, 'revision', '', 0),
(4352, 1, '2013-06-29 07:14:12', '2013-06-29 07:14:12', '[title size="2"]Latest Testimonials Slider[/title]\r\n[testimonials]\r\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager " link="#" target=""]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\r\n\r\n[testimonial name="Kevin Chan" gender="male" company="Key Account Manager" link="#" target=""]The facilitator is very knowledgeable on the subject matter. He could quote many real-life instances and examples to illustrate his points. Visual media was presented to facilitate learning. The facilitator made sure that everyone participated in the discussion sessions and activities. Time was well managed.[/testimonial]\r\n\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/testimonials]\r\n\r\n[separator top="60" style="none"]\r\n\r\n[title size="2"]More Testimonials[/title]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="50" style="none"]\r\n\r\n[title size="2"]More Testimonials[/title]\r\n\r\n[two_third last="no"]\r\n[testimonial name="SK Tan" gender="male" company="Production Manager" link="#" target=""]Ravi, I must say, is a great co-coordinator in leadership programmes. \r\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Manager" gender="male" company="F&N" link="#" target=""]Excellent presenter managed to open our minds and look into different perspectives. Really valuable in developing managers to be a LEADER[/testimonial]\r\n[/one_third]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Deputy Director" gender="male" company="MAMPU (Malaysian Administrative Modernisation & Manpower Planning Unit)" link="#" target=""]Trainer succeeded in enhancing my knowledge in various aspects of management improvements. Motivated, determined and always responsive to views, opinions and suggestions. He is very knowledgeable, skillful in giving talks, highly experienced and exposed to a wide range of management tools/practices.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Assistant Vice President" gender="male" company="Khazanah National Berhad (National Treasury)" link="#" target=""]Nicely structured, with a good mix of theory and practical to apply the theory learned. Knowledgeable instructor.[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="40"]\r\n\r\n[title size="2"]Features and Customizations[/title]\r\n\r\n[one_half last="no"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Unlimited use and testimonials per slider, per page</li>\r\n <li>Testimonial Slider speed can be controlled via theme options</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[checklist icon="check" iconcolor="light" circle="yes"]\r\n<ul>\r\n <li>Use with column shortcodes to control the width</li>\r\n <li>Set a male or female icon, company name can be a link</li>\r\n</ul>\r\n[/checklist]\r\n[/one_half]', 'Testimonials', '', 'inherit', 'open', 'open', '', '3754-revision-9', '', '', '2013-06-29 07:14:12', '2013-06-29 07:14:12', '', 3754, 'http://invictusleader.com/home/?p=4352', 0, 'revision', '', 0);
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(4353, 1, '2013-06-29 07:15:19', '2013-06-29 07:15:19', '[title size="2"]Latest Testimonials Slider[/title]\r\n[testimonials]\r\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager " link="#" target=""]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\r\n\r\n[testimonial name="Kevin Chan" gender="male" company="Key Account Manager" link="#" target=""]The facilitator is very knowledgeable on the subject matter. He could quote many real-life instances and examples to illustrate his points. Visual media was presented to facilitate learning. The facilitator made sure that everyone participated in the discussion sessions and activities. Time was well managed.[/testimonial]\r\n\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/testimonials]\r\n\r\n[separator top="60" style="none"]\r\n\r\n[title size="2"]More Testimonials[/title]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="50" style="none"]\r\n\r\n[title size="2"]More Testimonials[/title]\r\n\r\n[two_third last="no"]\r\n[testimonial name="SK Tan" gender="male" company="Production Manager" link="#" target=""]Ravi, I must say, is a great co-coordinator in leadership programmes. \r\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Manager" gender="male" company="F&N" link="#" target=""]Excellent presenter managed to open our minds and look into different perspectives. Really valuable in developing managers to be a LEADER[/testimonial]\r\n[/one_third]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Deputy Director" gender="male" company="MAMPU (Malaysian Administrative Modernisation & Manpower Planning Unit)" link="#" target=""]Trainer succeeded in enhancing my knowledge in various aspects of management improvements. Motivated, determined and always responsive to views, opinions and suggestions. He is very knowledgeable, skillful in giving talks, highly experienced and exposed to a wide range of management tools/practices.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Assistant Vice President" gender="male" company="Khazanah National Berhad (National Treasury)" link="#" target=""]Nicely structured, with a good mix of theory and practical to apply the theory learned. Knowledgeable instructor.[/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. 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Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="40" style="none"]\r\n\r\n[title size="2"]More Testimonials[/title]\r\n\r\n[two_third last="no"]\r\n[testimonial name="SK Tan" gender="male" company="Production Manager" link="#" target=""]Ravi, I must say, is a great co-coordinator in leadership programmes. \r\nThe programme was very “packed” and well-structured. 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He is very knowledgeable, skillful in giving talks, highly experienced and exposed to a wide range of management tools/practices.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Assistant Vice President" gender="male" company="Khazanah National Berhad (National Treasury)" link="#" target=""]Nicely structured, with a good mix of theory and practical to apply the theory learned. Knowledgeable instructor.[/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. 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(4355, 1, '2013-06-29 07:19:11', '2013-06-29 07:19:11', '[title size="2"]Latest Testimonials Slider[/title]\r\n[testimonials]\r\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager " link="#" target=""]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\r\n\r\n[testimonial name="Kevin Chan" gender="male" company="Key Account Manager" link="#" target=""]The facilitator is very knowledgeable on the subject matter. He could quote many real-life instances and examples to illustrate his points. Visual media was presented to facilitate learning. The facilitator made sure that everyone participated in the discussion sessions and activities. Time was well managed.[/testimonial]\r\n\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/testimonials]\r\n\r\n[separator top="40" style="none"]\r\n\r\n[title size="2"]More Testimonials[/title]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="40" style="none"]\r\n\r\n[title size="2"]More Testimonials[/title]\r\n\r\n[two_third last="no"]\r\n[testimonial name="SK Tan" gender="male" company="Production Manager" link="#" target=""]Ravi, I must say, is a great co-coordinator in leadership programmes. \r\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Manager" gender="male" company="F&N" link="#" target=""]Excellent presenter managed to open our minds and look into different perspectives. Really valuable in developing managers to be a LEADER[/testimonial]\r\n[/one_third]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Deputy Director" gender="male" company="MAMPU (Malaysian Administrative Modernisation & Manpower Planning Unit)" link="#" target=""]Trainer succeeded in enhancing my knowledge in various aspects of management improvements. Motivated, determined and always responsive to views, opinions and suggestions. He is very knowledgeable, skillful in giving talks, highly experienced and exposed to a wide range of management tools/practices.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Assistant Vice President" gender="male" company="Khazanah National Berhad (National Treasury)" link="#" target=""]Nicely structured, with a good mix of theory and practical to apply the theory learned. Knowledgeable instructor.[/testimonial]\r\n[/one_third]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Senior Business Manager" gender="male" company="Jardine" link="#" target=""]It was brilliant. It actually opened up my mind further to try different approaches and most importantly to improve myself to help people improve.[/testimonial]\r\n[/one_third]\r\n\r\n', 'Testimonials', '', 'inherit', 'open', 'open', '', '3754-revision-12', '', '', '2013-06-29 07:19:11', '2013-06-29 07:19:11', '', 3754, 'http://invictusleader.com/home/?p=4355', 0, 'revision', '', 0),
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(4359, 1, '2013-06-29 07:30:22', '2013-06-29 07:30:22', '<strong>Leadership, Evolve, Authenticity, Drive – the four pillars of Invictus Leader</strong>\r\n\r\n<img alt="alt" src="http://invictusleader.com/home2/images/stories/Greek_Pillars_new.jpg" />\r\n<div>Invictus Leader models the attributes of <strong>L</strong>eadership, <strong>E</strong>volve, <strong>A</strong>uthenticity and <strong>D</strong>rive, upon which it builds its philosophy of leadership engagement and solution.</div>\r\n<div>[separator top="20"]</div>\r\n<div><strong>Leadership</strong></div>\r\n<div>Throughout the course of history, leadership has been essential for mankind’s survival. Without leadership, our ancient forefathers would not have been able to harness their collective strengths and wisdom to endure the harsh demands of their natural environment such as unpredictable weather elements, hostile wildlife and antagonistic human adversaries. Today, in spite of huge advances in science and technology, leadership is just as pertinent and critical within the context of contemporary manmade institutions such as our civil society, business corporations and the government.</div>\r\n<div>[separator top="20"]</div>\r\n<div><strong>Evolve</strong></div>\r\n<div>Leaders must evolve or dissolve. As economies rise and fall, organizations collaborate and segregate, generations and paradigms shift, so must leaders adapt accordingly. Stagnant or complacent leaders will be caught by surprise when the cumulative effects of change appear to suddenly hit them from nowhere, shattering the very foundation upon which their past successes stood. The ability to evolve does not constitute an occasional act but an on-going process. Instead of one drastic overhaul, the ability to evolve involves making incremental adaptations along your leadership journey.</div>\r\n<div>[separator top="20"]</div>\r\n<div><strong>Authenticity</strong></div>\r\n<div>Authenticity is what makes a leader credible. It is the essence of leadership, the true flavour of who a leader really is. Authenticity is inimitable – it is not something that you can copy, fake or put on at will, but rather what you evolve into along your journey of leadership development.</div>\r\n<div>[separator top="20"]</div>\r\n<div>\r\n<div><strong>Drive</strong></div>\r\n<div>A leader’s drive is associated with his or her motivation. Ordinary leaders tend to observe <em>informed acquiescence</em>in their organizations, where people learn to abide by the rules and are motivated by externally controlled factors. On the other hand, extraordinary leaders subscribe to <em>value-based self-governance,</em> where their people are inspired by intrinsic motivation rather than external factors. Only the leader who is internally driven by the right moral compass will be able to abundantly reap the benefits of enduring leadership.</div>\r\n</div>\r\n<div>[separator top="20"]</div>\r\n<div>Invictus Leader understands what it means to be a leader. We are here to walk alongside you, to address your needs and concerns with a holistic perspective, starting right from the inside out.</div>', 'Lead', '', 'publish', 'open', 'open', '', 'lead', '', '', '2013-06-29 07:32:31', '2013-06-29 07:32:31', '', 0, 'http://invictusleader.com/home/?page_id=4359', 0, 'page', '', 0),
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(4361, 1, '2013-06-29 07:31:02', '2013-06-29 07:31:02', '<table>\r\n<tbody>\r\n<tr>\r\n<td valign="top"><strong>Leadership, Evolve, Authenticity, Drive - the four pillars of Invictus Leader</strong>\r\n<img alt="alt" src="http://invictusleader.com/home2/images/stories/Greek_Pillars_new.jpg" />\r\n<div>In upholding the four LEAD pillars – <strong>L</strong>eadership, <strong>E</strong>volve, <strong>A</strong>uthenticity, <strong>D</strong>rive – Invictus Leader believes that a true leader will naturally gravitate towards innovation even without being told to do so.</div>\r\n<div>[separator top="20"]</div>\r\n<div>Innovation is a form of creative energy that helps us to adapt intelligently to our ever-changing environment, to remain relevant amid fierce competition, or to transcend our present circumstances and leap onto a higher plane. Not only do good leaders understand the value of innovation, they are also able to exemplify it and instill a culture of innovativeness among their people.</div>\r\n<div>[separator top="20"]</div>\r\n<div>Through the guidance of Invictus Leader, you can enhance your innovation quotient and learn how to draw out the natural innovative instinct that many of us have unconsciously buried beneath layers of fear and insecurity.</div></td>\r\n</tr>\r\n</tbody>\r\n</table>', 'Innovate', '', 'publish', 'open', 'open', '', 'innovate', '', '', '2013-06-29 07:33:53', '2013-06-29 07:33:53', '', 0, 'http://invictusleader.com/home/?page_id=4361', 0, 'page', '', 0),
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(4363, 1, '2013-06-29 07:31:28', '2013-06-29 07:31:28', '<table>\r\n<tbody>\r\n<tr>\r\n<td valign="top"><strong>Leadership, Evolve, Authenticity, Drive - the four pillars of Invictus Leader</strong>\r\n<h5><img alt="alt" src="http://invictusleader.com/home2/images/stories/Greek_Pillars_new.jpg" /></h5>\r\n<div>As leaders continue to uphold the four LEAD pillars - <strong>L</strong>eadership, <strong>E</strong>volve, <strong>A</strong>uthenticity, <strong>D</strong>rive - they will gain the desire to coach. In the same way that mature humans desire to start their own families through procreation, established leaders have the desire to raise other leaders.</div>\r\n<div>[separator top="20"]</div>\r\n<div>It is the ability to coach that enables established leaders to nurture emerging leaders. Coaching requires authenticity in the coach who must also possess the inner drive to continuously evolve, even as he/she inspires others to do likewise.</div>\r\n<div>[separator top="20"]</div>\r\n<div>Coaching is so vital for leadership development, sustenance and replenishment that even highly exemplary leaders who coach others will still need coaching themselves. That is why coaching is a key focus of Invictus Leader.</div></td>\r\n</tr>\r\n</tbody>\r\n</table>', 'Coach', '', 'publish', 'open', 'open', '', 'coach', '', '', '2013-06-29 07:34:41', '2013-06-29 07:34:41', '', 0, 'http://invictusleader.com/home/?page_id=4363', 0, 'page', '', 0),
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(4366, 1, '2013-06-29 07:31:02', '2013-06-29 07:31:02', '<table>\r\n<tbody>\r\n<tr>\r\n<td valign="top">\r\n<h5>Leadership, Evolve, Authenticity, Drive - the four pillars of Invictus Leader</h5>\r\n<img alt="alt" src="http://invictusleader.com/home2/images/stories/Greek_Pillars_new.jpg" />\r\n<div>In upholding the four LEAD pillars – <strong>L</strong>eadership, <strong>E</strong>volve, <strong>A</strong>uthenticity, <strong>D</strong>rive – Invictus Leader believes that a true leader will naturally gravitate towards innovation even without being told to do so.</div>\r\n<div></div>\r\n<div>Innovation is a form of creative energy that helps us to adapt intelligently to our ever-changing environment, to remain relevant amid fierce competition, or to transcend our present circumstances and leap onto a higher plane. Not only do good leaders understand the value of innovation, they are also able to exemplify it and instill a culture of innovativeness among their people.</div>\r\n<div></div>\r\n<div>Through the guidance of Invictus Leader, you can enhance your innovation quotient and learn how to draw out the natural innovative instinct that many of us have unconsciously buried beneath layers of fear and insecurity.</div></td>\r\n</tr>\r\n</tbody>\r\n</table>', 'Innovate', '', 'inherit', 'open', 'open', '', '4361-revision-2', '', '', '2013-06-29 07:31:02', '2013-06-29 07:31:02', '', 4361, 'http://invictusleader.com/home/?p=4366', 0, 'revision', '', 0),
(4367, 1, '2013-06-29 07:33:19', '2013-06-29 07:33:19', '<table>\r\n<tbody>\r\n<tr>\r\n<td valign="top">\r\n<strong>Leadership, Evolve, Authenticity, Drive - the four pillars of Invictus Leader</strong>\r\n<img alt="alt" src="http://invictusleader.com/home2/images/stories/Greek_Pillars_new.jpg" />\r\n<div>In upholding the four LEAD pillars – <strong>L</strong>eadership, <strong>E</strong>volve, <strong>A</strong>uthenticity, <strong>D</strong>rive – Invictus Leader believes that a true leader will naturally gravitate towards innovation even without being told to do so.</div>\r\n<div></div>\r\n<div>Innovation is a form of creative energy that helps us to adapt intelligently to our ever-changing environment, to remain relevant amid fierce competition, or to transcend our present circumstances and leap onto a higher plane. Not only do good leaders understand the value of innovation, they are also able to exemplify it and instill a culture of innovativeness among their people.</div>\r\n<div></div>\r\n<div>Through the guidance of Invictus Leader, you can enhance your innovation quotient and learn how to draw out the natural innovative instinct that many of us have unconsciously buried beneath layers of fear and insecurity.</div></td>\r\n</tr>\r\n</tbody>\r\n</table>', 'Innovate', '', 'inherit', 'open', 'open', '', '4361-revision-3', '', '', '2013-06-29 07:33:19', '2013-06-29 07:33:19', '', 4361, 'http://invictusleader.com/home/?p=4367', 0, 'revision', '', 0),
(4368, 1, '2013-06-29 07:31:28', '2013-06-29 07:31:28', '<table>\r\n<tbody>\r\n<tr>\r\n<td valign="top">\r\n<h5>Leadership, Evolve, Authenticity, Drive - the four pillars of Invictus Leader</h5>\r\n<h5><img alt="alt" src="http://invictusleader.com/home2/images/stories/Greek_Pillars_new.jpg" /></h5>\r\n<div>As leaders continue to uphold the four LEAD pillars - <strong>L</strong>eadership, <strong>E</strong>volve, <strong>A</strong>uthenticity, <strong>D</strong>rive - they will gain the desire to coach. In the same way that mature humans desire to start their own families through procreation, established leaders have the desire to raise other leaders.</div>\r\n<div></div>\r\n<div>It is the ability to coach that enables established leaders to nurture emerging leaders. Coaching requires authenticity in the coach who must also possess the inner drive to continuously evolve, even as he/she inspires others to do likewise.</div>\r\n<div></div>\r\n<div>Coaching is so vital for leadership development, sustenance and replenishment that even highly exemplary leaders who coach others will still need coaching themselves. That is why coaching is a key focus of Invictus Leader.</div></td>\r\n</tr>\r\n</tbody>\r\n</table>', 'Coach', '', 'inherit', 'open', 'open', '', '4363-revision-2', '', '', '2013-06-29 07:31:28', '2013-06-29 07:31:28', '', 4363, 'http://invictusleader.com/home/?p=4368', 0, 'revision', '', 0),
(4369, 1, '2013-06-29 07:20:18', '2013-06-29 07:20:18', '[title size="2"]Latest Testimonials Slider[/title]\r\n[testimonials]\r\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager " link="#" target=""]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\r\n\r\n[testimonial name="Kevin Chan" gender="male" company="Key Account Manager" link="#" target=""]The facilitator is very knowledgeable on the subject matter. He could quote many real-life instances and examples to illustrate his points. Visual media was presented to facilitate learning. The facilitator made sure that everyone participated in the discussion sessions and activities. Time was well managed.[/testimonial]\r\n\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/testimonials]\r\n\r\n[separator top="40" style="none"]\r\n\r\n[title size="2"]More Testimonials[/title]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="40" style="none"]\r\n\r\n[title size="2"]More Testimonials[/title]\r\n\r\n[two_third last="no"]\r\n[testimonial name="SK Tan" gender="male" company="Production Manager" link="#" target=""]Ravi, I must say, is a great co-coordinator in leadership programmes. \r\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Manager" gender="male" company="F&N" link="#" target=""]Excellent presenter managed to open our minds and look into different perspectives. Really valuable in developing managers to be a LEADER[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="20" style="none"]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Deputy Director" gender="male" company="MAMPU (Malaysian Administrative Modernisation & Manpower Planning Unit)" link="#" target=""]Trainer succeeded in enhancing my knowledge in various aspects of management improvements. Motivated, determined and always responsive to views, opinions and suggestions. He is very knowledgeable, skillful in giving talks, highly experienced and exposed to a wide range of management tools/practices.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Assistant Vice President" gender="male" company="Khazanah National Berhad (National Treasury)" link="#" target=""]Nicely structured, with a good mix of theory and practical to apply the theory learned. Knowledgeable instructor.[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="20" style="none"]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Senior Business Manager" gender="male" company="Jardine" link="#" target=""]It was brilliant. It actually opened up my mind further to try different approaches and most importantly to improve myself to help people improve.[/testimonial]\r\n[/one_third]\r\n', 'Testimonials', '', 'inherit', 'open', 'open', '', '3754-revision-13', '', '', '2013-06-29 07:20:18', '2013-06-29 07:20:18', '', 3754, 'http://invictusleader.com/home/?p=4369', 0, 'revision', '', 0),
(4370, 1, '2013-06-29 08:48:29', '2013-06-29 08:48:29', '[title size="2"]Latest Testimonials Slider[/title]\r\n[testimonials]\r\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager " link="#" target=""]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\r\n\r\n[testimonial name="Kevin Chan" gender="male" company="Key Account Manager" link="#" target=""]The facilitator is very knowledgeable on the subject matter. He could quote many real-life instances and examples to illustrate his points. Visual media was presented to facilitate learning. The facilitator made sure that everyone participated in the discussion sessions and activities. Time was well managed.[/testimonial]\r\n\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/testimonials]\r\n\r\n[separator top="40" style="none"]\r\n\r\n[title size="2"]More Testimonials[/title]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="40" style="none"]\r\n\r\n \r\n\r\n[two_third last="no"]\r\n[testimonial name="SK Tan" gender="male" company="Production Manager" link="#" target=""]Ravi, I must say, is a great co-coordinator in leadership programmes.\r\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Manager" gender="male" company="F&N" link="#" target=""]Excellent presenter managed to open our minds and look into different perspectives. Really valuable in developing managers to be a LEADER[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="20" style="none"]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Deputy Director" gender="male" company="MAMPU (Malaysian Administrative Modernisation & Manpower Planning Unit)" link="#" target=""]Trainer succeeded in enhancing my knowledge in various aspects of management improvements. Motivated, determined and always responsive to views, opinions and suggestions. He is very knowledgeable, skillful in giving talks, highly experienced and exposed to a wide range of management tools/practices.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Assistant Vice President" gender="male" company="Khazanah National Berhad (National Treasury)" link="#" target=""]Nicely structured, with a good mix of theory and practical to apply the theory learned. Knowledgeable instructor.[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="20" style="none"]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Senior Business Manager" gender="male" company="Jardine" link="#" target=""]It was brilliant. It actually opened up my mind further to try different approaches and most importantly to improve myself to help people improve.[/testimonial]\r\n[/one_third]', 'Testimonials', '', 'inherit', 'open', 'open', '', '3754-revision-14', '', '', '2013-06-29 08:48:29', '2013-06-29 08:48:29', '', 3754, 'http://invictusleader.com/home/?p=4370', 0, 'revision', '', 0),
(4371, 1, '2013-06-29 08:49:06', '2013-06-29 08:49:06', '[title size="2"]Latest Testimonials Slider[/title]\r\n[testimonials]\r\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager " link="#" target=""]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\r\n\r\n[testimonial name="Kevin Chan" gender="male" company="Key Account Manager" link="#" target=""]The facilitator is very knowledgeable on the subject matter. He could quote many real-life instances and examples to illustrate his points. Visual media was presented to facilitate learning. The facilitator made sure that everyone participated in the discussion sessions and activities. Time was well managed.[/testimonial]\r\n\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/testimonials]\r\n\r\n[separator top="30" style="none"]\r\n\r\n[title size="2"]More Testimonials[/title]\r\n\r\n[one_third last="no"]\r\n[one_third last="no"]\r\n[testimonial name="Kohilam K" gender="male" company="Specialist - Service Delivery" link="#" target=""]The course material was awesome. Overall: Great stuff![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="no"]\r\n[testimonial name="Elaine Yew" gender="female" company="Business Solution Manager, Group IT" link="#" target=""]The outcomes of this training were priceless![/testimonial]\r\n[/one_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="KPSU" gender="male" company="Malaysia Airports Bhd" link="#" target=""]Mind blowing and an eye opener. It shows me on how to behave and to be a better leader[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="40" style="none"]\r\n\r\n \r\n\r\n[two_third last="no"]\r\n[testimonial name="SK Tan" gender="male" company="Production Manager" link="#" target=""]Ravi, I must say, is a great co-coordinator in leadership programmes.\r\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Manager" gender="male" company="F&N" link="#" target=""]Excellent presenter managed to open our minds and look into different perspectives. Really valuable in developing managers to be a LEADER[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="20" style="none"]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Deputy Director" gender="male" company="MAMPU (Malaysian Administrative Modernisation & Manpower Planning Unit)" link="#" target=""]Trainer succeeded in enhancing my knowledge in various aspects of management improvements. Motivated, determined and always responsive to views, opinions and suggestions. He is very knowledgeable, skillful in giving talks, highly experienced and exposed to a wide range of management tools/practices.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Assistant Vice President" gender="male" company="Khazanah National Berhad (National Treasury)" link="#" target=""]Nicely structured, with a good mix of theory and practical to apply the theory learned. Knowledgeable instructor.[/testimonial]\r\n[/one_third]\r\n\r\n[separator top="20" style="none"]\r\n\r\n[two_third last="no"]\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)" link="#" target=""]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/two_third]\r\n\r\n[one_third last="yes"]\r\n[testimonial name="Senior Business Manager" gender="male" company="Jardine" link="#" target=""]It was brilliant. It actually opened up my mind further to try different approaches and most importantly to improve myself to help people improve.[/testimonial]\r\n[/one_third]', 'Testimonials', '', 'inherit', 'open', 'open', '', '3754-revision-15', '', '', '2013-06-29 08:49:06', '2013-06-29 08:49:06', '', 3754, 'http://invictusleader.com/home/?p=4371', 0, 'revision', '', 0);
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(4372, 1, '2012-12-06 14:52:03', '2012-12-06 14:52:03', '<p>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <em>"Leadership is not about personality; it''s about <span data-scayt_word="behaviour" data-scaytid="2">behaviour</span>". </em></div>\r\n<div>\r\n <em> ~ <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Posner</em><br />\r\n </div>\r\n<div style="text-align: justify;">\r\n <input alt="alt" src="images/stories/balaraman - indian biz man.jpg" style="width: 178px; height: 118px; margin-left: 6px; margin-right: 6px; float: left;" type="image" /><br />\r\n There is a plethora of leadership adjectives that you could use to describe the different genres of leaders you know, such as transactional leadership, charismatic leadership and transformational leadership, to name a few. But among all these variations, <strong>which type of leadership is exemplary? Which would YOU willingly follow?</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Leadership gurus and authors of bestsellers including <em>The Leadership Challenge</em>, James M. <span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span> and Barry Z. Posner, developed a survey known as The Leadership Practices Inventory (<span data-scayt_word="LPI" data-scaytid="7">LPI</span>) to find out the exemplary characteristics that people desired their leaders to have. The <span data-scayt_word="LPI" data-scaytid="8">LPI</span> asked respondents to select from a list containing the common characteristics of leaders, the seven top ones that they looked for, admired and would <em>willingly </em>follow.</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n After conducting the survey on 75,000 people during a span of over 20 years, <span data-scayt_word="Kouzes" data-scaytid="5">Kouzes</span> and Posner derived the following list of leadership characteristics, in order of preference:</div>\r\n<ol>\r\n <li>\r\n <div>\r\n Honest</div>\r\n </li>\r\n <li>\r\n <div>\r\n Forward-looking</div>\r\n </li>\r\n <li>\r\n <div>\r\n Competent</div>\r\n </li>\r\n <li>\r\n <div>\r\n Inspiring</div>\r\n </li>\r\n <li>\r\n <div>\r\n Intelligent</div>\r\n </li>\r\n <li>\r\n <div>\r\n Fair-minded</div>\r\n </li>\r\n <li>\r\n <div>\r\n Broad-minded</div>\r\n </li>\r\n <li>\r\n <div>\r\n Supportive</div>\r\n </li>\r\n <li>\r\n <div>\r\n Straightforward</div>\r\n </li>\r\n <li>\r\n <div>\r\n Dependable</div>\r\n </li>\r\n <li>\r\n <div>\r\n Cooperative</div>\r\n </li>\r\n <li>\r\n <div>\r\n Determined</div>\r\n </li>\r\n <li>\r\n <div>\r\n Imaginative</div>\r\n </li>\r\n <li>\r\n <div>\r\n Ambitious</div>\r\n </li>\r\n <li>\r\n <div>\r\n Courageous</div>\r\n </li>\r\n <li>\r\n <div>\r\n Caring</div>\r\n </li>\r\n <li>\r\n <div>\r\n Mature</div>\r\n </li>\r\n <li>\r\n <div>\r\n Loyal</div>\r\n </li>\r\n <li>\r\n <div>\r\n Self-controlled</div>\r\n </li>\r\n <li>\r\n <div>\r\n Independent</div>\r\n </li>\r\n</ol>\r\n<div style="text-align: justify;">\r\n The list above is not meant to be a checklist per se. But it gives us insight into the kind of leaders we would like to have, the kind of leaders we ourselves ought to be, and the kind of leaders we aspire to develop from among our people.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Do you have what it takes to be an exemplary leader? Are you ready to be one?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Five Practices of Exemplary Leadership…preceded by Credibility</strong></div>\r\n<div style="text-align: justify;">\r\n For those who are willing and ready to accept the leadership challenge to be exemplary leaders, <span data-scayt_word="Kouzes" data-scaytid="11">Kouzes</span> and Posner prescribe five practices. With credibility as the essential basis of leadership (without credibility, nothing is believable!), the five practices are as follows:</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n o Model the Way</div>\r\n<div style="text-align: justify;">\r\n o Inspire a Shared Vision</div>\r\n<div style="text-align: justify;">\r\n o Challenge the Process</div>\r\n<div style="text-align: justify;">\r\n o Enable Others to Act</div>\r\n<div style="text-align: justify;">\r\n o Encourage the Heart.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The leader’s credibility arises from his or her integrity. It is an important foundation of leadership, not just because leadership gurus say so, but it is also evident from extensive on-the-ground research – notice how “Honesty” topped <span data-scayt_word="Kouzes’" data-scaytid="13">Kouzes’</span> and Posner’s list of desirable leadership characteristics mentioned earlier. Honesty is closely related to one’s integrity and credibility.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n To illustrate how the five practices may be incorporated into our leadership journey, <span data-scayt_word="Kouzes" data-scaytid="14">Kouzes</span> and Posner also outline two commitments that come with each practice, resulting in a total of ten commitments. </div>\r\n<div style="text-align: justify;">\r\n The 10 Commitments of Exemplary Leadership</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n While the 10 commandments are associated with a heavenly origin, the 10 commitments of exemplary leadership have more earthly implications. Consciously put the following commitments into practice and notice the impact it brings.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 1: Model the way</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 1:</div>\r\n<div style="text-align: justify;">\r\n Clarify values by finding your voice and affirming shared ideals.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 2:</div>\r\n<div style="text-align: justify;">\r\n Set the example by aligning actions with shared values.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Exemplary leadership demands that you become a <strong>role model </strong>yourself. People are constantly observing how you behave or act. To be able to withstand the merciless scrutiny of others without stumbling – especially that of your detractors who wish to see you fail – is no mean feat.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That’s why Commitment 1 is necessary – you need to be very certain of your own values first before you are strong enough to progress to Commitment 2 where you have to walk the talk and persevere despite pressures or temptations to compromise on your values. A well-known example in history is Mahatma Gandhi who has become the epitome of long-suffering yet effective leadership, and to whom the following quote is attributed: “Be the change you want to see in the world.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n You cannot expect others to be what you yourself are not willing to be. But once you win over your people with your clear stance of exemplary shared values, you will gain their loyal support and cooperation because as <span data-scayt_word="Kouzes" data-scaytid="17">Kouzes</span> and Posner wisely observed, <strong>“People follow the person, first, then the plan.”</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 2: Inspire a shared vision</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 3:</div>\r\n<div style="text-align: justify;">\r\n Envision the future by imagining exciting and ennobling possibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 4:</div>\r\n<div style="text-align: justify;">\r\n Enlist others in a common vision by appealing to shared aspirations</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n It’s great that you have a vision, but do others see it the way you do? Can they feel the excitement and rewarding outcomes? Exemplary leaders know how to communicate their vision so effectively that their people are able to take the vision as their own.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n At the same time, enlisting your people also means that you <strong>give them the necessary space and resources</strong> to realize the exciting shared vision ahead, instead of stifling them with unnecessary work stress such as office politics, internal bickering and lack of management support.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Look at Google, Apple and <span data-scayt_word="Zappos" data-scaytid="19">Zappos</span>: successful companies know how to <strong>inspire their people intrinsically</strong>, instead of merely sending a memo to compel employees to adopt the company’s vision. And by inspiring your people, I don’t mean organizing a one-off feel-good company trip or quarterly “rah-rah” sessions. You have to be sincere and consistent EVERY day in the way you inspire your staff.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>(To be continued in Part 2)</em></div>', 'The 10 Commitments of Exemplary Leadership (Part 1 of 3)', '', 'inherit', 'open', 'open', '', '4266-revision', '', '', '2012-12-06 14:52:03', '2012-12-06 14:52:03', '', 4266, 'http://invictusleader.com/home/?p=4372', 0, 'revision', '', 0),
(4373, 1, '2012-12-06 15:15:23', '2012-12-06 15:15:23', '<p>\r\n <span style="text-align: justify;">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <input alt="alt" src="images/stories/ambro - asian lady.jpg" style="width: 188px; height: 125px; float: right; margin-left: 6px; margin-right: 6px;" type="image" />In our previous installment, <a href="http://invictusleader.com/home/solutions-lead/lead-articles/130-the-10-commitments-of-exemplary-leadership-part-1-of-3">Part 1</a> of this series, we discussed the first four out of ten commitments of exemplary leadership as espoused by renowned leadership researchers James M. <span data-scayt_word="Kouzes" data-scaytid="2">Kouzes</span> and Barry Z. Posner in their bestselling book, <em>The Leadership Challenge</em>, namely</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 1: Model the way</strong></div>\r\n<div style="text-align: justify;">\r\n Commitment 1:</div>\r\n<div style="text-align: justify;">\r\n Clarify values by finding your voice and affirming shared ideals.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 2:</div>\r\n<div style="text-align: justify;">\r\n Set the example by aligning actions with shared values.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 2: Inspire a shared vision</strong></div>\r\n<div style="text-align: justify;">\r\n Commitment 3:</div>\r\n<div style="text-align: justify;">\r\n Envision the future by imagining exciting and ennobling possibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 4:</div>\r\n<div style="text-align: justify;">\r\n Enlist others in a common vision by appealing to shared aspirations</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Note: If you have missed or would like to re-read Part 1, please <a href="http://invictusleader.com/home/solutions-lead/lead-articles/130-the-10-commitments-of-exemplary-leadership-part-1-of-3"><em>click here</em></a>.]</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Let us continue with another two commitments of exemplary leadership in this installment, which come under the third leadership practice, "Challenge the Process".</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 3: Challenge the process</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 5:</div>\r\n<div style="text-align: justify;">\r\n Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 6:</div>\r\n<div style="text-align: justify;">\r\n Experiment and take risks by constantly generating small wins and learning from experience.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Exemplary leaders are curious about how things could be done better and differently. However, challenging the status quo is often frowned upon by authorities especially in Asian cultures where they fear or perceive it to be an act of insubordination, which may negatively affect staff morale and disrupt company productivity. Worse still, the so-called insubordination could lead to public displays of dissatisfaction that not only stall their daily operations but also erode profitability and irreversibly tarnish their corporate image.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the other hand, corporations should realize that suppressing rebellion or insubordination might be applicable in exceptional cases such as battle zones, but are counterproductive in competitive corporate environments. Embrace thinking out of the box and celebrate diversity. When employees challenge the current process, consider it an opportunity to innovate and leap forward or upward. And don’t just wait for a crisis to happen before you are compelled to adopt an innovative mindset; <span data-scayt_word="practise" data-scaytid="3">practise</span> <span data-scayt_word="innovativeness" data-scaytid="4">innovativeness</span> even in times of non-crisis.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Furthermore, innovation doesn’t have to be something mind-boggling in order to qualify as innovation. It can be a small simple change that leads to a discernible change for the better. The rewards don’t have to be instant and abundant.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n If you look around, you find that even the humble <em><span data-scayt_word="cendol" data-scaytid="5">cendol</span></em> seller under the tree by the roadside has innovated. From merely selling the dessert alone, he has diversified or teamed up with the <em><span data-scayt_word="rojak" data-scaytid="6">rojak</span></em> seller to offer more variety to customers. In addition, enterprising restaurateurs have reinvented the humble <em><span data-scayt_word="cendol" data-scaytid="7">cendol</span></em> to be served in up-market eateries and five-star hotels by creatively enhancing the delicacy with non-traditional ingredients.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Therefore, be patient and continually experiment and refine your innovation. Reap the small harvests along the way as you work towards larger goals and outcomes. Never let the current small gains dissuade you from reaching the big gains later on.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;">(Note: <em><span data-scayt_word="Cendol" data-scaytid="9">Cendol</span></em> is a Malaysian dessert made up of shaved ice in coconut milk, palm sugar and green jelly-like strips of flour whose green <span data-scayt_word="colour" data-scaytid="10">colour</span> and light <span data-scayt_word="flavour" data-scaytid="11">flavour</span> comes from fragrant screw-pine leaves locally known as <em><span data-scayt_word="pandan" data-scaytid="12">pandan</span></em> leaves. <em><span data-scayt_word="Rojak" data-scaytid="13">Rojak</span></em> is a type of salad made primarily from raw local fruits topped with dark sauce and chopped nuts.)</span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>(To be concluded in Part 3)</em></div>', 'The 10 Commitments of Exemplary Leadership (Part 2 of 3)', '', 'inherit', 'open', 'open', '', '4267-revision', '', '', '2012-12-06 15:15:23', '2012-12-06 15:15:23', '', 4267, 'http://invictusleader.com/home/?p=4373', 0, 'revision', '', 0),
(4374, 1, '2013-01-30 00:00:00', '2013-01-30 00:00:00', '<p>\r\n <span style="text-align: justify;">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n <img alt="Power Of Love" src="http://www.publicdomainpictures.net/pictures/30000/nahled/power-of-love.jpg" style="float: right; margin-left: 12px; margin-right: 12px; height: 93px; width: 133px;" /></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n We conclude the third part of our series on “The 10 Commitments of Exemplary Leadership”, as presented by world-renowned leadership researchers James M. <span data-scayt_word="Kouzes" data-scaytid="2">Kouzes</span> and Barry Z. Posner in their bestselling book, <em>The Leadership Challenge</em>. In the previous two parts, we learnt how the first six commitments can help leaders to model the way, inspire a shared vision, and challenge the process. In Part 3 here, let us consider how the final four commitments can enable others to act, and encourage the heart.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Note: You may like to read or re-read <a href="http://invictusleader.com/home/solutions-lead/lead-articles/130-the-10-commitments-of-exemplary-leadership-part-1-of-3"><em>Part 1</em></a> and/or <a href="http://www.invictusleader.com/home/solutions-lead/lead-articles/131-the-10-commitments-of-exemplary-leadership-part-2-of-3"><em>Part 2</em></a>.]</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 4: Enable others to act</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 7:</div>\r\n<div style="text-align: justify;">\r\n Foster collaboration by promoting cooperative goals and building trust.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 8:</div>\r\n<div style="text-align: justify;">\r\n Strengthen others by sharing power and discretion.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n It takes a team to make your unit/department/organization a success. Thus exemplary leaders are those who are able to marshal their people’s capabilities into effective action. Leaders achieve this by getting their team’s cooperation, which is gained through two-way trust.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n I say “two-way trust” because it is not just a matter of them trusting you to be their leader. It is also a matter of you trusting them to do their jobs well and entrusting them with greater responsibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Your willingness to assign your people greater responsibilities and power shows them that you trust and value their judgment and sense of discretion. As your people exercise their new-found boundaries of power and discretion, and get to flex their leadership muscles regularly, they develop greater leadership prowess, thus increasing your organization’s overall bench strength.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Practice 5: Encourage the heart</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 9:</div>\r\n<div style="text-align: justify;">\r\n Recognize contributions by showing appreciation for individual excellence.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Commitment 10:</div>\r\n<div style="text-align: justify;">\r\n Celebrate the values and victories by creating a spirit of community.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n One of the greatest failures of poor leaders is to deprive their people of credit when credit is due. Not only is it already discouraging for employees to be ignored when they have done well, it is even more demoralizing when someone else steals the credit, and especially so if it is the boss who is the one that unfairly takes the credit when he of all people should have known better. There is no faster way to disable your team from acting and getting results than to crush their morale like this!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Instead, show true appreciation for your people’s efforts and achievements, not through mere lip service but through genuine affirmative actions. True appreciation is not limited to awarding staff accolades during annual company dinners or having a celebration at the end of a project’s completion – that’s the easy part! But beyond that, true appreciation also means having the political will to remove existing obstacles that impede employees’ success by making the right policy changes or organizational reforms. Doing so will show that the organization seriously cares and wants their people to succeed.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n People become more passionate when they are touched on an emotional level; hence, their enthusiasm, commitment and performance at work will naturally stay at optimal levels. In this way, you keep your staff motivated, and that’s half the battle won!</div>', 'The 10 Commitments of Exemplary Leadership (Part 3 of 3)', '', 'inherit', 'open', 'open', '', '4268-revision', '', '', '2013-01-30 00:00:00', '2013-01-30 00:00:00', '', 4268, 'http://invictusleader.com/home/?p=4374', 0, 'revision', '', 0),
(4375, 1, '2012-08-10 13:30:25', '2012-08-10 13:30:25', '<h4>\r\n <strong style="text-align: justify; ">Ten Time-Tested Truths about Leadership (Part 5, concluding our series):</strong></h4>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#b22222;"><strong><em>“To learn, to lead, and to love learning and leading, is what real leaders do.” </em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:10px;"><strong><em> </em></strong><span style="font-size:11px;">~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2" style="style">Elangkoh</span></span></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="Busy Clerk" src="http://www.publicdomainpictures.net/pictures/20000/nahled/busy-clerk.jpg" style="margin-left: 6px; margin-right: 6px; float: right; height: 188px; width: 125px; " />In the final part of our five-article series, we cover the ninth and tenth truths about leadership that are attributed to James M. <span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span> and Barry Z. Posner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Truth no. 1: YOU make a difference.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 3: Values drive commitment.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 4: Focusing on the future sets leaders apart</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 5: You can’t do it alone.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 6: Trust rules.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 7: Challenge is the crucible for greatness.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 8: You either lead by example or you don’t lead at all.</div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 9: The best leaders are the best learners.</strong></div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 10: Leadership is an affair of the heart.</strong></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Let us reflect on how these truths can apply to us.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 9: The best leaders are the best learners.</strong></div>\r\n<div style="text-align: justify; ">\r\n Wise are they who know that they don’t know; therefore they are willing to learn. Wise leaders know they may not be good enough for the next challenge, so they are eager to continuously improve themselves in order to excel.</div>\r\n<div style="text-align: justify; " />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="Kouzes" data-scaytid="9">Kouzes</span> and Posner express it succinctly when they declare that, “Learning is the master skill.” Indeed, without the will and ability to learn, we would remain unteachable and ignorant about many things.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n How then should we learn? Learning methods are boundless – some common ways of learning include reading, discussing case studies, experimenting with ideas, reflecting on our <span data-scayt_word="behaviour" data-scaytid="11">behaviour</span> and being coached. Many top trainers and coaches I know invest thousands of dollars and spend hours in personal learning, both formally and informally. They take courses and get qualifications, not for the sake of collecting accolades, but because they have a passion for learning and because as leaders who train and coach others, they need to be exemplary learners themselves.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But here’s a caveat: <strong>your mindset has a great impact on your <span data-scayt_word="“learnability”" data-scaytid="12">“learnability”</span></strong>. Your beliefs determine your propensity to learn and the learning outcomes. Unfortunately, some employees enter training and coaching sessions with the wrong mindset. They attend simply because their bosses have asked them to, and since they don’t pay for the courses, they don’t stand to lose any money in the event that they don’t gain anything from the whole exercise. Starting any course with a negative attitude is self-defeating and usually ends up as a self-fulfilling prophecy.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Learning involves deliberate practice. For musicians and <span data-scayt_word="sportspeople" data-scaytid="13">sportspeople</span>, that means hours of rigorous daily practice. For leaders, it includes not only the hands-on practice you get on-the-job, but also the simulated sessions you experience during training <span data-scayt_word="programmes" data-scaytid="14">programmes</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Another key takeaway is that throughout one’s learning, support and encouragement are vital. That is why having a coach and/or mentor is important.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In rounding up this truth, the adage that a chain is as strong as its weakest link, applies to leadership as well – <strong>you are as good as your weakest skill</strong>. But rest assured – all the skills you need to become a leader, are learnable.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 10: Leadership is an affair of the heart.</strong></div>\r\n<div style="text-align: justify; ">\r\n There is a certain elderly political figure from a national opposition party in Malaysia whom the people of his constituency respect and love, to the extent that they have unfailingly voted for him over the decades.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Why do they love him? They do so because this leader clearly loves his people, not so much through verbal declarations, but from his <span data-scayt_word="behaviour" data-scaytid="15">behaviour</span> and actions. He shows that he cares not for the riches which many others have gained from kickbacks or for the glory of fame and powerful titles, but he cares for the welfare of his people as evident from his extremely humble lifestyle and approachable <span data-scayt_word="demeanour" data-scaytid="18">demeanour</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#b22222;"><strong>Do you lead to be loved, or do you lead to love? </strong></span>Are you seeking to be a leadership legend or to leave a legacy of exemplary leadership that others may emulate to make the world a better place?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In closing, I would like to summarize the ninth and tenth truths in my own words: “To learn, to lead, and to love learning and leading, is what real leaders do.” Love your people and what you do for them and with them; they will feel it and return you the <span data-scayt_word="favour" data-scaytid="20">favour</span>. Better still, they extend that <span data-scayt_word="favour" data-scaytid="21">favour</span> to the entire community, setting off a chain reaction of positive values, <span data-scayt_word="behaviour" data-scaytid="19">behaviour</span> and leadership.</div>', 'Learn, Lead, Love', '', 'inherit', 'open', 'open', '', '4265-revision', '', '', '2012-08-10 13:30:25', '2012-08-10 13:30:25', '', 4265, 'http://invictusleader.com/home/?p=4375', 0, 'revision', '', 0),
(4376, 1, '2012-08-10 13:26:37', '2012-08-10 13:26:37', '<h4>\r\n <strong>Ten Time-Tested Truths about Leadership (Part 4 of 5): </strong></h4>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#a52a2a;"><strong><em>“Like precious metals, our leadership mettle </em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#a52a2a;"><strong><em>can be refined in the fire of challenges and change.”</em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In Part 4, the penultimate installment of our series, we shall consider the seventh and eighth truths about leadership that are advocated by James M. <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Z. Posner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Truth no. 1: YOU make a difference.<img alt="alt" src="images/stories/bigstock_Words_related_to_Change_23404436.jpg" style="width: 168px; height: 168px; margin-left: 6px; margin-right: 6px; float: right; " /></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 3: Values drive commitment.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 4: Focusing on the future sets leaders apart</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 5: You can’t do it alone.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 6: Trust rules.</div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 7: Challenge is the crucible for greatness.</strong></div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 8: You either lead by example or you don’t lead at all.</strong></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 9: The best leaders are the best learners.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 10: Leadership is an affair of the heart.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 7: Challenge is the crucible for greatness.</strong></div>\r\n<div style="text-align: justify; ">\r\n The seventh leadership truth concerns facing challenges and leading change. Just as gold is refined in a graphite crucible at an extremely high temperature to remove impurities, leaders of gold have endured the refiner’s fire in crucibles of challenges only to emerge stronger and wiser.</div>\r\n<div style="text-align: justify; " />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n No person – whether a leader or otherwise – can improve himself or herself by keeping things unchanged. On the other hand, leaders desire change – whether gradual or disruptive and sudden – and welcome the challenges associated with such change.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Are you someone who sees a brick wall that traps you in, or do you see an opportunity to get past those walls, if not break them? Can you take charge of your people under adverse and uncertain conditions without buckling yourself? Are you resilient enough to bounce back higher and better from setbacks? Can you look beyond the present difficulties and envision the exciting possibilities that challenges can pose? Are you able to help your people transform successfully during various transitional stages?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Sounds like a tall order? Leadership is not an insurmountable calling. You have within you what it takes to be a leader. Whatever else you’re short of…those can be learned and developed. So, the truth of leadership is not out there. The truth is right here, inside of you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 8: You either lead by example or you don’t lead at all.</strong></div>\r\n<div style="text-align: justify; ">\r\n People want a leader whom they can follow with confidence. They need tangible evidence of leadership, that’s why they follow someone who models or exemplifies what they believe to be the right characteristics of a leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Have you ever wondered why in some countries, the citizens are pleased to have a monarchy? They respect and revere the monarch although he or she is merely a figurehead. In turn, the royal family attempts to be good role models to the monarch’s subjects through patriotic and charitable acts. The royal family understands that they are under constant public scrutiny and any inadvertent misstep might spell a public relations’ disaster for them.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n By nature, people yearn for a role model that they can look up to. Whether that role model is a member of royalty, a celebrity, a family member, a corporate leader etc., we tend to be inspired by other people’s positive <span data-scayt_word="behaviour" data-scaytid="4">behaviour</span> or actions. As children, we had a tendency to mimic the adults’ <span data-scayt_word="behaviour" data-scaytid="5">behaviour</span>; and even when we’re all grown up now, it’s not that much different! On the flip side, we are just as easily disillusioned by the inappropriate words or deeds of others.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Your <span data-scayt_word="behaviour" data-scaytid="6">behaviour</span> represents what’s inside of you; therefore, people are watching whether what you say and do is consistent with your values, as if looking out for an inspirational role model in whom they can place their confidence and entrust their future. As <span data-scayt_word="Kouzes" data-scaytid="7">Kouzes</span> and Posner aptly put it, “Quite often the greatest distance that leaders have to travel is the distance from their mouths to their feet.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Today, take some time to reflect on your <span data-scayt_word="behavioural" data-scaytid="10">behavioural</span> integrity – do you do what you say you will do? Do you have a feedback system that shows you where you have deviated or slipped? If you have not done well, do you take responsibility for your mistakes? Are you willing to change yourself first? Can you make sacrifices yourself before expecting others to do so too?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Remember, your <span data-scayt_word="behaviour" data-scaytid="13">behaviour</span> impacts the <span data-scayt_word="behaviour" data-scaytid="14">behaviour</span> of those around you. The humility to receive feedback and acknowledge your shortcomings will not only act as an antidote for pride and arrogance but also cultivate the seed capital for your long-term growth and development.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>(To be continued in Part 4)</em></div>', 'The Truth Is In Here', '', 'inherit', 'open', 'open', '', '4264-revision', '', '', '2012-08-10 13:26:37', '2012-08-10 13:26:37', '', 4264, 'http://invictusleader.com/home/?p=4376', 0, 'revision', '', 0),
(4377, 1, '2012-08-10 12:53:17', '2012-08-10 12:53:17', '<h4>\r\n <strong>Ten Time-Tested Truths about Leadership (Part 3 of 5): </strong></h4>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#000080;"><strong><em>“The theme of leadership is a team that trusts;</em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="color:#000080;"><strong><em>t</em><em>he thrust of trust is relationships that last.”</em></strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></span></div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <div style="text-align: start; ">\r\n <span style="text-align: justify; ">In Part 3 of our five-part series, we discuss the fifth and sixth truths about leadership, as espoused by James M. </span><span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span><span style="text-align: justify; "> and Barry Z. Posner.</span></div>\r\n</div>\r\n<p>\r\n <img alt="Four Figures" src="http://public-domain-photos.com/free-stock-photos-1-small/macros/four-figures.jpg" style="text-align: justify; float: right; margin-left: 6px; margin-right: 6px; height: 133px; width: 177px; " /></p>\r\n<div>\r\n <span style="text-align: justify; ">Truth no. 1: YOU make a difference.</span></div>\r\n<div>\r\n <div style="text-align: justify;">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n <div style="text-align: justify;">\r\n Truth no. 3: Values drive commitment.</div>\r\n <div style="text-align: justify;">\r\n Truth no. 4: Focusing on the future sets leaders apart</div>\r\n <div>\r\n <div>\r\n <strong style="text-align: justify; "><span data-scayt_word="Tr" data-scaytid="5">Tr</span></strong><strong style="text-align: justify; "><span data-scayt_word="uth" data-scaytid="6">uth</span> no. 5: You can’t do it alone.</strong></div>\r\n <div>\r\n <strong style="text-align: justify; ">Truth no. 6: Trust rules.</strong></div>\r\n <div style="text-align: justify; ">\r\n Truth no. 7: Challenge is the crucible for greatness.</div>\r\n <div style="text-align: justify; ">\r\n Truth no. 8: You either lead by example or you don’t lead at all.</div>\r\n <div style="text-align: justify; ">\r\n Truth no. 9: The best leaders are the best learners.</div>\r\n <div style="text-align: justify; ">\r\n Truth no. 10: Leadership is an affair of the heart.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n <strong>Truth no. 5: You can’t do it alone.</strong></div>\r\n <div style="text-align: justify; ">\r\n Leaders must cultivate a strong relationship with their people in order to achieve a formidable team that can take on gargantuan tasks. No leader can achieve much without their team. Their so-called personal best is actually the team’s best. There’s no individual glory in leadership. That’s why I support the fifth truth with my own adage that, “The theme of leadership is a team that trusts.”</div>\r\n <div style="text-align: justify; " />\r\n \r\n </div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n To connect with people, leaders need exceptional listening skills and the ability to empathize with their people’s needs. Good leaders are in tune with what their people are going through, and are able to draw out the team’s common values and vision; consequently, this creates resonance within the team.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n In physics, we learn how resonance can be a very powerful force. The Tacoma Narrows Bridge over Puget Sound Washington collapsed in 1940 due to strong winds that caused resonance vibrations set up by strong winds acting on the bridge. Witness how the bridge’s solid concrete structure could wobble in the winds like a rubber band-like in this video footage at the following link:</div>\r\n <div style="text-align: justify; ">\r\n <a href="http://www.youtube.com/watch?v=P0Fi1VcbpAI&feature=player_embedded">http://www.youtube.com/watch?v=<span data-scayt_word="P0Fi1VcbpAI" data-scaytid="7">P0Fi1VcbpAI</span>&feature=player_embedded</a></div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n That is also why soldiers marching across bridges are advised to break step, i.e. not to march in united rhythm in order to avoid creating a strong force of resonance that could take the bridge down. At least two bridge collapses in history in 1831 (England) and 1850 (France) were attributed, at least in part, to soldiers marching in unison.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n When teams emit resonant harmonies, their productivity and effectiveness skyrocket – everyone becomes part of a powerful force; everyone is empowered. <span data-scayt_word="Kouzes" data-scaytid="8">Kouzes</span> and Posner don’t explicitly use the term “empower” but that’s what they mean when they assert that leaders should provide support and make others “feel strong and capable”.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n <strong>Truth no. 6: Trust rules.</strong></div>\r\n <div style="text-align: justify; ">\r\n Founder and CEO of Starbucks, Howard Schultz, once stated, “Trust the coffee and trust one another.” The aromatic essence of trust must have effectively percolated throughout Starbucks because we read that the company’s total net revenue increased 15% to <span data-scayt_word="USD32" data-scaytid="10">USD32</span> billion under the headline, “Starbucks Reports Record Second Quarter Fiscal 2012 Results” at <a href="http://investor.starbucks.com/phoenix.zhtml?c=99518&p=irol-newsArticle&ID=1688089&highlight=">http://investor.starbucks.com/phoenix.zhtml?c=99518&p=<span data-scayt_word="irol-newsArticle" data-scaytid="11">irol-newsArticle</span>&ID=1688089&highlight=</a></div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n Research findings indicate that high-trust organizations outperform low-trust organizations by an astonishing 286 percent (study by Watson Wyatt in 2002). No trust, no gain! Trust is king where performance is concerned.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n Are you a trustworthy leader? Do others trust you? Do you trust your team?</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n For trust to be meaningful, it must not only be pervasive, but it must also be lasting. Trust should not be a fragile framework that can easily crumble with backstabbing and gossip from the <span data-scayt_word="rumour" data-scaytid="12">rumour</span> mill. Instead, trust must be a bulwark that will withstand the pressures of harsh criticisms and misunderstood motives.</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n In conclusion, I would like to summarize the sixth truth of leadership with the following expression: “The thrust of trust is relationships that last.”</div>\r\n <div style="text-align: justify; ">\r\n </div>\r\n <div style="text-align: justify; ">\r\n <em>(To be continued in Part 4)</em></div>\r\n </div>\r\n</div>', 'In Team We Trust', '', 'inherit', 'open', 'open', '', '4263-revision', '', '', '2012-08-10 12:53:17', '2012-08-10 12:53:17', '', 4263, 'http://invictusleader.com/home/?p=4377', 0, 'revision', '', 0);
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(4378, 1, '2012-08-10 12:38:50', '2012-08-10 12:38:50', '<h4>\r\n <strong style="text-align: justify; ">Ten Time-Tested Truths about Leadership (Part 2 of 5):</strong></h4>\r\n<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>“Hindsight produces the insight that produces your foresight.”</em></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In Part 2 here, we discuss the third and fourth truths about leadership, as espoused by James M. <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Z. Posner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Truth no. 1: YOU make a difference.<img src="http://ca.pbsstatic.com/l/40/3540/9780470633540.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 119px; height: 168px; " /></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 2: Credibility is the foundation of leadership</div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 3: Values drive commitment.</strong></div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 4: Focusing on the future sets leaders apart</strong></div>\r\n<div style="text-align: justify; ">\r\n Truth no. 5: You can’t do it alone.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 6: Trust rules.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 7: Challenge is the crucible for greatness.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 8: You either lead by example or you don’t lead at all.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 9: The best leaders are the best learners.</div>\r\n<div style="text-align: justify; ">\r\n Truth no. 10: Leadership is an affair of the heart.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 3: Values drive commitment.</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders cannot demand commitment from their people; they need to earn it. Your people want to know who and what they are “laying their lives down” for. They want to know your values – what you care about, why you care about those things and ultimately, why they ought to be following you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Who are you? What are your values?</div>\r\n<div style="text-align: justify; " />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Large organizations with hundreds or thousands of employees spend significant time and money to clarify their company’s core values. Some multinationals hire consultants for millions of dollars for such an exercise. Before joining any organization, it is normal for prospective employees to check out the company’s vision, mission and core values, to know if that is a place they would like to commit a sizeable portion of their professional lives to.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Similarly, you need to be certain of what your personal values are. You cannot expect anyone to follow you if you don’t represent anything of value. People don’t want to follow an empty shell; people want to follow a leader with substance.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n If you haven’t crystallized your personal values yet, then today is a good day to start reflecting on the matter. Find it too taxing? Or you have no time? I’d say those are rather lame excuses. After all, little inconveniences don’t prevent us from fulfilling our priorities in life such as organizing our child’s birthday party or planning a family holiday!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Truth no. 4: Focusing on the future sets leaders apart.</strong></div>\r\n<div style="text-align: justify; ">\r\n Research findings by <span data-scayt_word="Kouzes" data-scaytid="4">Kouzes</span> and Posner reveal that only 27% of the respondents chose “forward-looking” as a preferred characteristic in a colleague, whereas 70% of the same sample of respondents selected “forward-looking” when it came to their leaders. The 43 percentage point gap is the biggest difference the researchers have come across among all the characteristics they surveyed for colleagues and leaders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What does that tell us? People want to be assured that there is a promising future ahead of them and that they can achieve it under the right leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n So, how do you sharpen your focus of the future?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Spend time today thinking about the future in order to have more time tomorrow, that’s what <span data-scayt_word="Kouzes" data-scaytid="6">Kouzes</span> and Posner advocate. From my experience, I find that thinking deeply and reflecting is one of the hardest things for people to do today. This is because people get so bogged down by the day-to-day demands of life that they think reflection is a waste of time, they feel too tired and cannot stay focused on the task, or they are just too fearful of coming to terms with their true selves. If leaders don’t resolve this shortcoming, I believe they are unwittingly jeopardizing their own leadership potential.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The reason you must invest adequate time and effort in thinking – though seemingly not “doing” anything – is because you want to be so well prepared that you will save heaps of time and opportunity costs in the future by doing things right the first time, if possible, all the time.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Another tip by <span data-scayt_word="Kouzes" data-scaytid="9">Kouzes</span> and Posner is to reflect on the past in order to plan better for the future. This doesn’t mean harping on past mistakes and filling your soul with the negative vibes of old wounds and regrets, but it surely means remembering valuable lessons from the past, as well as to remind yourselves of the areas that you have been passionate about.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n This truth is something that I would express as, “<strong>Hindsight produces the insight that produces your foresight.</strong>”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What does it take to be able to do the above? Well, you’ve got to have a lot of imagination and optimism – and that’s the kind of substance real leaders are made of.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>(To be continued in Part 3)</em></div>', 'Setting Your Sights Right', '', 'inherit', 'open', 'open', '', '4262-revision', '', '', '2012-08-10 12:38:50', '2012-08-10 12:38:50', '', 4262, 'http://invictusleader.com/home/?p=4378', 0, 'revision', '', 0),
(4379, 1, '2012-08-01 01:15:08', '2012-08-01 01:15:08', '<h4>\r\n <b><span style="font-family: Arial; ">Ten Time-Tested Truths about Leadership (Part 1 of 5):</span></b></h4>\r\n<div>\r\n <span style="font-family: Arial; ">by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="margin-left: 40px; ">\r\n <span class="apple-converted-space"><span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; "><span data-scayt_word="Kouzes" data-scaytid="2">Kouzes</span> & Posner : </span></span><span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; ">“I don’t know what you call something that’s been the same for 25 years, but. . .” </span></div>\r\n<div style="margin-left: 40px; ">\r\n <span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; "> </span></div>\r\n<div style="margin-left: 40px; ">\r\n <span style="font-family: Arial; background-color: white; background-position: initial initial; background-repeat: initial initial; ">Ken Blanchard : “I’d call it the truth!”</span></div>\r\n<div>\r\n <span style="font-family: Arial; "> </span></div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img src="http://svenonia.files.wordpress.com/2011/11/kouzesposner_320.jpg" style="float: right; margin-left: 10px; margin-right: 10px; height: 111px; width: 122px;" /><span style="font-family: Arial; text-align: justify; ">The above is an excerpt from an actual spontaneous conversation that influential leadership researchers James (Jim) M. <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Z. Posner had </span><span style="font-family: Arial; ">with Kenneth Blanchard, a renowned management and leadership author in his own right.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">On the surface, <i>The Truth About Leadership</i> (2010) by <span data-scayt_word="Kouzes" data-scaytid="5">Kouzes</span> and Posner, might seem like a rehash of their earlier works. But if you delve deeper, you find that this isn’t really the case because the authors have continued to diligently collect and study more data during the intervening years. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial"> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">With a cumulative total of 30 years of research in their lifetime so far, as well as over one million responses to their leadership assessment tool to date, <span data-scayt_word="Kouzes’" data-scaytid="7">Kouzes’</span> and Posner’s findings confirm some enduring truths about leadership, which are worth revisiting, perpetuating and evangelizing.</span></div>\r\n<div style="text-align: justify; " />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Through their vast research, <span data-scayt_word="Kouzes" data-scaytid="8">Kouzes</span> and Posner have distilled these 10 time-tested truths that all leaders should understand despite the different circumstances they find themselves in. But a word of caution here: these leadership truths are neither a formula nor a shortcut; on the contrary, though the truths appear simple enough (“Oh, they sound familiar!” or “They seem like common sense to me!”), putting them into practice is much more complicated than you think. </span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family:Arial">Here are the 10 leadership truths at a glance:</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 1: YOU make a difference.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 2: Credibility is the foundation of leadership</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 3: Values drive commitment.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 4: Focusing on the future sets leaders apart</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 5: You can’t do it alone.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 6: Trust rules.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 7: Challenge is the crucible for greatness.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 8: You either lead by example or you don’t lead at all.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 9: The best leaders are the best learners.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Truth no. 10: Leadership is an affair of the heart.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">In Part 1 here, we shall consider the first two truths. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<h4>\r\n <b><span style="font-family: Arial; ">Truth no. 1: YOU make a difference.</span></b></h4>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">The first revelation that must grip you is that you matter. It may sound presumptuous or self-seeking but the truth is, if you don’t even feel that you can make a difference, then you won’t!</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">So, in what way(s) do you matter? The short answer is your <span data-scayt_word="behaviour" data-scaytid="11">behaviour</span>.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "><span data-scayt_word="Kouzes" data-scaytid="10">Kouzes</span> and Posner’s conclude that leadership is not so much about <i>who</i> you are or <i>where</i> you are from, but about <b><i>what</i> you do</b>. From their research, a whopping 25% of the reason why people feel they could work more effectively is attributed to the leader’s <b><span data-scayt_word="behaviour" data-scaytid="13">behaviour</span></b>. On the other hand, a mere 1% of the reason is attributed to other factors: age, gender, ethnicity, nationality, education etc. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Take for instance, age. Even children can initiate a movement or campaign despite not having attained the legal age of maturity or the formal leadership titles that are normally bestowed upon adults only. There are ample stories in the media that attest to children taking the lead, for example, Melissa Poe of USA who founded Kids For A Clean Environment (Kids FACE) in 1989 as a fourth grader. More recently, we have role models such as <span data-scayt_word="Harnoor" data-scaytid="15">Harnoor</span> Gill, aged 14, a youth leader in Canada who has started a number of charitable initiatives and who promotes volunteerism among youths through his own extensive voluntary work. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Today, technology has enabled many forms of surveillance that can monitor your movements for security purposes. Even your PC has a special IP address that can track where you are located geographically and which websites you have visited. Yes, you are constantly being watched, but in more ways than one. Whether you like it or not, people are consciously or subconsciously observing you in terms of your leadership capabilities – or the lack thereof.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">These are the people in your immediate circle of influence, and those who come into contact with you: your family members, friends, colleagues, customers, suppliers, <span data-scayt_word="neighbours" data-scaytid="16">neighbours</span> et cetera. Although we may be influenced by someone distant such as a respected leader halfway across the globe, that individual’s influence is much less powerful than the influence of those who are physically around or close to us. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">That is why <span data-scayt_word="Kouzes" data-scaytid="17">Kouzes</span> and Posner assert that <b>leadership role models tend to be local</b>. You can make a difference to those around you. Whatever skills and abilities you have, that is what is needed for you to lead. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Therefore, ask yourself today: <b>Who do I impact with my leadership capability? What kind of impact do I have on them? What positive difference can I make to their lives?</b></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<h4>\r\n <b><span style="font-family: Arial; ">Truth no. 2: Credibility is the foundation of leadership.</span></b></h4>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Deep down, the second truth strikes a cord within us; it is so profound and so relevant – I call this the <b>truth that touches the masses</b>. Unfortunately, this truth has been tarnished and misrepresented so often that people have become disenchanted. Just recall: how many times have you felt incredulous when politicians sing about themselves being credible while derailing their opponents’ credibility, when incredibly, they themselves have hardly done anything of credit?</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "><span data-scayt_word="Kouzes" data-scaytid="19">Kouzes</span> and Posner define credibility as being honest, forward-looking, inspiring and competent, and attest that this admired leadership attribute has remained constant over three decades of their research. Many of us can relate honesty to credibility, but what about forward-looking, inspiring and competent?</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">Forward-looking means possessing a <b>sense of direction</b> and being concerned about the future of the organization. An organization’s future is usually articulated in their vision and mission statement. But beyond articulation, people expect their leaders to be able to align the organization’s future with their own future hopes and dreams. In a nutshell, if you don’t show <b>concern for your people’s aspirations</b>, they will not find you credible enough to lead them.</span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">An inspiring leader is one who shares genuine enthusiasm, excitement and energy about the exciting possibilities ahead for his people. People don’t want to follow a sullen, pessimistic and negative leader who lacks the energy, hope and passion to lead them to the finish line. </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">In short, the lesson here from <span data-scayt_word="Kouzes" data-scaytid="21">Kouzes</span> and Posner is, “Do What You Say You Will Do” (<span data-scayt_word="DWYSYWD" data-scaytid="24">DWYSYWD</span>). </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; ">The thought for you today is: <b>Do I have the credentials of credibility that cause people to willingly follow me? </b></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-family: Arial; "> </span></div>\r\n<div>\r\n <i><span style="font-family: Arial; ">(To be continued in Part 2)</span></i></div>', 'Behaviour and Credibility', '', 'inherit', 'open', 'open', '', '4261-revision', '', '', '2012-08-01 01:15:08', '2012-08-01 01:15:08', '', 4261, 'http://invictusleader.com/home/?p=4379', 0, 'revision', '', 0),
(4380, 1, '2012-05-10 06:25:58', '2012-05-10 06:25:58', '<p>\r\n <span style="text-align: justify; ">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em>“Leadership is influence.”</em></div>\r\n<div style="text-align: justify; ">\r\n ~ John C. Maxwell</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/Group of office execs standing in discussion.jpg" style="width: 208px; height: 138px; margin-left: 6px; margin-right: 6px; float: right; " />Much has been said and written about leadership influence and emotional intelligence. A Google search on 9 May 2012 of the key phrase “leadership influence and emotional intelligence” yielded 3.99 million results, whereas a Yahoo search of exactly the same phrase yielded 101 million results. While the algorithm used by each of the two well-known search engines might be quite different, the significant number of references to the phrase indicates the strong link between leadership influence and emotional intelligence.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To refresh our memory on what emotional intelligence is, let us consider the definition by Peter <span data-scayt_word="Salovey" data-scaytid="2">Salovey</span> and John Mayer, which was submitted about six years before Daniel <span data-scayt_word="Goleman" data-scaytid="3">Goleman</span> popularized the term in his bestseller, <em>Emotional Intelligence: Why It Can Matter More Than IQ</em>:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “We define emotional intelligence as the subset of social intelligence that involves the ability to monitor one''s own and others'' feelings and emotions, to discriminate among them and to use this information to guide one''s thinking and actions.”</div>\r\n<div style="text-align: justify; ">\r\n ~ <span data-scayt_word="Salovey" data-scaytid="4">Salovey</span> & Mayer, <em>Emotional Intelligence</em>, 1990</div>\r\n<div style="text-align: justify; " />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n [Note: The term “emotional intelligence” was coined by the late Wayne Payne in his 1985 doctoral thesis titled, “A Study of Emotion: Emotional Intelligence”. It was not well-known earlier because it was unavailable electronically. Reference: <a href="http://eqi.org/payne.htm">http://eqi.org/payne.htm</a>]</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Your influence is greater than you think</strong></div>\r\n<div style="text-align: justify; ">\r\n Many of us underestimate our leadership influence on others; that’s why we are pleasantly surprised when people tell us that they have achieved something because of what we once said to them, or did for them. On the contrary, our leadership influence could adversely impact people in such a way that they underachieve instead.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is always never too late to pause and check yourself. Among the first things you can do is to find out if you are unwittingly committing some of the errors that hamper leadership influence. Once you realize where you have gone wrong, you can start making some timely changes – even micro changes can make a huge difference.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Dr <span data-scayt_word="Reldan" data-scaytid="5">Reldan</span> S. <span data-scayt_word="Nadler" data-scaytid="6">Nadler</span>, the author of <em>Leading with Emotional Intelligence</em>, outlines seven errors – usually unintentional – that can stifle our leadership performance and influence. Check if you have inadvertently fallen into any of these:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1)</strong> <strong>Generalization of skill error</strong></div>\r\n<div style="text-align: justify; ">\r\n This tends to happen when you promote people who excel technically to a managerial or leadership position. A classic scenario is the computer genius who gets promoted to Head of Department. Though a brilliant individual performer, the software engineer may turn out to be terrible at managing or leading. Instead, leaders – who should themselves have high <span data-scayt_word="EI" data-scaytid="7">EI</span> – must work on their successors’ <span data-scayt_word="EI" data-scaytid="8">EI</span> as a <strong>top priority</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(2) <strong>Spotlight error</strong></strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders are constantly under the spotlight where every little action is scrutinized and, unfortunately, often misconstrued. Even presidents and CEOs have been caught off-guard with some embarrassing or reactive response captured on social media that went viral. But once the damage is done, the leader’s credibility and influence are seriously, or even irreversibly, affected. The caveat: <em><u>Nothing</u></em> is off-the-record especially when a recording device is so readily accessible nowadays (and turned on without the speaker''s knowledge).</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(3)</strong> <strong>Influence error</strong></div>\r\n<div style="text-align: justify; ">\r\n Amid the hustle and bustle of work, you tend to forget to acknowledge your people’s contributions; sometimes you even lose touch with them! Your leadership influence over your people diminishes each day with every missed opportunity to share your positive influence. Therefore, actively seek out such opportunities, whether during a festive season celebration or at a company event.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(4)</strong> <strong>Neglect error</strong></div>\r\n<div style="text-align: justify; ">\r\n Sometimes leaders get so bogged down by so many urgent matters that they forget what is <strong>non-urgent but still very important</strong>. Providing consistent feedback, coaching and direction is an indispensable leadership responsibility, whether or not it seems to be urgently required at that moment.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(5) <strong>Style alignment error</strong></strong></div>\r\n<div style="text-align: justify; ">\r\n Every leader has his or her unique preferred style of communicating and leading. But what sets great leaders with high <span data-scayt_word="EI" data-scaytid="9">EI</span> apart is that they know how to align their leadership styles to accommodate the diverse needs of their people. For example, in countries with a multi-ethnic identity, you find that some leaders can thrive within their own ethnic groups but are less effective or influential on a national platform.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(6)</strong> <strong>Focus error</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders who are not focused or have not made their vision clear enough would not be able to positively influence their people. Too many focus areas will confuse one’s followers and spread all work efforts too thinly everywhere.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(7) Frequency error</strong></div>\r\n<div style="text-align: justify; ">\r\n Sometimes, leaders don’t apply the necessary strategies frequently enough to reap results. Just like exercise or learning – it needs to be done consistently and long enough to gain the desired impact.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n If two or more of the seven errors apply to you or a direct report, it implies that you are under-performing. However, there is room to grow and maximize your leadership influence, for instance, through mentorship or professional coaching.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Reference</strong></div>\r\n<div style="text-align: justify; ">\r\n <em>Leading with Emotional Intelligence: Hands-On Strategies for Building Confident and Collaborative Star Performers </em><em>by <span data-scayt_word="Reldan" data-scaytid="11">Reldan</span> S. <span data-scayt_word="Nadler" data-scaytid="12">Nadler</span></em></div>', 'Enhance Your Leadership Influence through Emotional Intelligence', '', 'inherit', 'open', 'open', '', '4260-revision', '', '', '2012-05-10 06:25:58', '2012-05-10 06:25:58', '', 4260, 'http://invictusleader.com/home/?p=4380', 0, 'revision', '', 0),
(4381, 1, '2012-03-08 04:22:15', '2012-03-08 04:22:15', '<div style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Man_rethinking_food.jpg" style="float: right; width: 122px; height: 122px; " />Supper at one of the outlets of a well-known fast food chain turned awry somewhere in Malaysia, when punches became the order of the night instead of the chicken the clients sought to order.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It all began when weary clients who had queued up for close to an hour towards the end of a long day were suddenly told that the chicken had run out. Feathers were ruffled. Aggravated by hunger pangs and the unfulfilled expectations of their basic human need, frustrated clients began crying foul over the lack of fowl.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Morale dipped further. Tension shot sky high. Eventually something snapped and the claws came out.</div>\r\n\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A few restaurant workers stormed out from behind the service counter and from the kitchen to assault a client who expressed his intention to make a formal complaint to the restaurant’s management while taking some photos of the staff involved. There was a scuffle. Part of the incident was captured by an eye-witness and uploaded onto YouTube.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The whole drama was the outcome of failure somewhere somehow along the various levels of leadership. All of us could learn a few valuable lessons from the <span data-scayt_word="unsavoury" data-scaytid="2">unsavoury</span> event.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #1: Count Your Chickens Before They Are Fetched</strong></div>\r\n<div style="text-align: justify; ">\r\n Management 101 tells us something about inventory management. It is fundamental for businesses to establish a system that can forecast and manage their demand and supply chain. If you discover a persistent weakness in your organization’s supply management, then it is usually a matter of “fired” or “fried”, i.e. the supplier or staff directly responsible for the gross oversight should get fired, otherwise your reputation will be fried.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #2: Manage Customer Expectations</strong></div>\r\n<div style="text-align: justify; ">\r\n Even if a sudden burst of demand were to outstrip supply, any restaurant manager should have the presence of mind to manage customer expectations by courteously informing the latter of the food shortage – or at least the high possibility of the deficit – as soon as possible, and not only when it is the customer’s turn to order. Doing so would give customers the opportunity to look for viable alternatives, instead of “forcing” them to order something else on the menu, or turning them away at the eleventh hour. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Customers are not so unreasonable as to blame you for unforeseeable market forces impacting supply, but they will chide you for not advising them of potential problems in advance. You can absolve yourself from all responsibility, protesting as much as you like that it is really not your fault, but your customers will definitely consider going to your competitors the next time round.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #3: Manage Your Anger</strong></div>\r\n<div style="text-align: justify; ">\r\n We live in a stressful world, more often on the edge of fury rather than on the edge of glory. Where no mental disorder is diagnosed, anger is usually a symptom of high stress. All of us, especially if we are involved in the service or hospitality industry, must learn how to manage our anger. Otherwise, we should not be in the industry at all.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Why is it so hard to control one’s anger? Once our <span data-scayt_word="amygdala" data-scaytid="3">amygdala</span> – the part of our brain that is involved in processing emotions such as fear and aggression (anger) – has been “hijacked” by the over-flooding of our emotions, there is no turning back. Like a rollercoaster that must complete its programmed course, the emotions that hijack our <span data-scayt_word="amygdala" data-scaytid="4">amygdala</span> will rush forward irreversibly. Although things may calm down after the emotional storm is over, the damage – sometimes very costly – has already been done.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Therefore, the tip is to prevent setting off the <span data-scayt_word="amygdala" data-scaytid="5">amygdala</span> on the wrong course in the first place. Wise leaders can see the negative trigger coming and avoid it. They know how to manage any spark of negative emotion before it explodes into an uncontrollable devouring fire.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Leaders should ensure that all their people know how to manage their anger and exercise great caution with the words they speak. As psychologists would attest, words do have a powerful impact on one’s psyche.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #4: It’s not Racial, It’s just Mercurial</strong></div>\r\n<div style="text-align: justify; ">\r\n Some parties have tried to politicize the unfortunate fowl incident by injecting racial connotations. Since the customer in the case was of a different ethnicity from that of the restaurant workers, there were allegations that the former must have uttered a racial slur to provoke the violence, an allegation the customer has denied.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leaders must know the exact root of a problem in order to be able to take the right action. If it is just a matter of volatile temperaments gone out of control, then it must not be exaggerated as something else especially something as sensitive as ethnic or racial bias. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Lesson #5: Train, train, train! Coach, coach, coach!</strong></div>\r\n<div style="text-align: justify; ">\r\n The fifth lesson is a corollary of the other four lessons. They boil down to the need for training and coaching.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Where leadership development is concerned, training and coaching are not optional. Instead training and coaching are indispensable ingredients in the recipe for corporate success. There is no way you can dish out authentic corporate success without those basic ingredients.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <b>Food for Thought</b></div>\r\n<div style="text-align: justify; ">\r\n The organization that owns the restaurant chain in the aforementioned case was also embroiled in another controversy in October 2010. Could this be indicative of the organization’s emphasis on training and coaching?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Some organizations “chicken” out on training and coaching because the leaders are afraid to open the floodgates for an honest look at organizational shortcomings which would reflect back on the leaders themselves.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Is your organization an exemplar of good service, best practices and a healthy culture? If the standard falls short, should you be considering further training and coaching?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n [Note: The fowl story had a tasty ending after all. News published in the local papers on 19 February indicated that the customer was happy with the apology and compensation offered by the restaurant management.]</div>', 'When Clients Cried Foul Over Fowl', '', 'inherit', 'open', 'open', '', '4259-revision', '', '', '2012-03-08 04:22:15', '2012-03-08 04:22:15', '', 4259, 'http://invictusleader.com/home/?p=4381', 0, 'revision', '', 0),
(4382, 1, '2012-02-03 06:44:44', '2012-02-03 06:44:44', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/cancel_f2.png" style="margin-left: 6px; margin-right: 6px; float: right; width: 66px; height: 66px; " />Since time immemorial, countless leadership errors have been made and many dire consequences faced. Yet without making mistakes, one cannot learn. This is indeed a paradoxical dilemma for leaders: To err or not to err?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n\r\n<div style="text-align: justify; ">\r\n We must first recognize that there are unnecessary mistakes we can spare ourselves from. These mistakes are avoidable if we are well-informed and prepared to learn. While it is impossible to compile an exhaustive list, the following are a selection of 5 errors – not necessarily the worst ones – that commonly befall the average leader, presented in no particular order of priority.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1) Forgetting to lead your self. </strong></div>\r\n<div style="text-align: justify; ">\r\n “I am indeed a king because I know how to rule myself.”</div>\r\n<div style="text-align: justify; ">\r\n ~ <span data-scayt_word="Pietro" data-scaytid="2">Pietro</span> <span data-scayt_word="Aretino" data-scaytid="3">Aretino</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n During a talk on management and leadership, the speaker who was supposed to be a key figure in his field, inadvertently shared about picking up a few CDs on <span data-scayt_word="Petaling" data-scaytid="4">Petaling</span> Street. [Note: To the uninitiated, <span data-scayt_word="Petaling" data-scaytid="5">Petaling</span> Street sells pirated entertainment media.] Immediately, one could sense that he had lost credibility among the audience. In all likelihood, one of the two following thoughts must have crossed their minds: “Do I want to follow a leader who seems to have no moral compass within himself?” or “How foolish! Could he not have withheld his tongue from sharing such a damning piece of information?”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A leader must be able to exercise good self-governance before he can lead others. He must know himself intimately and have mastery over self. If you cannot lead your own self, who will want you to lead them?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(2) Forgetting who you are leading.</strong></div>\r\n<div style="text-align: justify; ">\r\n It was Robert <span data-scayt_word="Greenleaf" data-scaytid="6">Greenleaf</span> who said that “Good leaders must first become good servants”. Therefore if you are called to be a leader, you are the people’s servant, not vice versa. Unfortunately, many leaders forget that the people they lead are not their servants. On the other hand, being a good leader who serves others doesn’t mean that you do everything for your people and make them dependent or beholden to you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The following vignette amplifies the difference between a good person and a good leader. After dining with a guest, a good person’s guest will think, “What amazing qualities he has!” On the other hand, after having dinner with a good leader, his guest will think, “What amazing qualities I have!”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A good leader inspires others to realize their own potential. Though leadership begins with scrutinizing yourself, the end game is about others – influencing them to reach greater heights. A good leader never forgets how valuable his people are.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(3) Banking too much on rationality.</strong></div>\r\n<div style="text-align: justify; ">\r\n Like it or not, every decision we make is inevitably tied up with our emotions, directly or indirectly because that’s the way humans are wired. Many leaders fail to get their people’s buy-in simply because they use too much logic and too little love. Instead, leaders should connect rather than compel, encourage rather than enforce.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A single dose of compassion is much more effective at motivating others than giving a thousand reasons why someone must do this or that. At other times, a pinch of humour or lightheartedness may be appropriate to break the tension.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “A sense of humour is part of the art of leadership, of getting along with people, of getting things done.”</div>\r\n<div style="text-align: justify; ">\r\n ~ Dwight D. Eisenhower</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(4) Letting corporate rules overrule. </strong></div>\r\n<div style="text-align: justify; ">\r\n Rules were made for men, and not men for the rules. Thus the priority is on the person’s well-being first. Here is a case in point:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n After completing a demanding project, the project team members who had sacrificed many evenings and weekends were given an extra day off their work. The day agreed upon was a Friday. At the last minute, one team member had to report to work that Friday because of an urgent matter. So she asked the HR department if she could take another day off instead. Their response? No. Because that specific Friday was stated in the form, the matter was set in stone. Period.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When decision makers in the organization don’t know how to exercise discretion, they risk eroding the employees’ morale. In general, rules must be adhered to, but under special circumstances, leaders need to be discerning, empathetic and flexible.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>5) Distracted by the latest and the sexiest.</strong></div>\r\n<div style="text-align: justify; ">\r\n Stay focused on basic good old-fashioned leadership values like humility and honesty instead of getting sidetracked by new leadership fads. For instance, trying to conduct leadership training based on the most recent set of buzzwords is going to be a waste of valuable corporate resources if your executives still have attitudes such as “Why should I change?” or “Why should I respect people from that culture?”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n It could take just one little misstep to undo your great leadership track record. Therefore, conscientious leaders would do well to pay heed to the potential pitfalls that others have painfully experienced or witnessed and now warn you about.</div>', 'To Err or Not to Err? 5 Leadership Errors and How to Avoid Them', '', 'inherit', 'open', 'open', '', '4258-revision', '', '', '2012-02-03 06:44:44', '2012-02-03 06:44:44', '', 4258, 'http://invictusleader.com/home/?p=4382', 0, 'revision', '', 0);
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(4383, 1, '2012-02-03 06:41:32', '2012-02-03 06:41:32', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/leadership.jpg" style="float: left; width: 222px; height: 148px; " /></div>\r\n<div style="text-align: justify; ">\r\n The <em>Training</em> magazine reports that training expenditures in the USA <span data-scayt_word="totalled" data-scaytid="2">totalled</span> $59.7 billion in 2011 (www.trainingmag.com). Since that’s a substantial amount of money; it makes sense for companies to ensure that leadership training covers pertinent areas of human capital development, which can greatly impact employee performance. What might those areas be?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n We may not have an exhaustive list, but here is one area that Thomas <span data-scayt_word="Sy" data-scaytid="3">Sy</span>, an experienced business leadership consultant and assistant professor of Psychology at the University of California, Riverside, suggests: “<strong>How leaders view their employees</strong>”. This is an important area because the way leaders perceive their people tends to become a self-fulfilling prophecy!</div>\r\n<div />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>People become what you think they are</strong></div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="Sy’s" data-scaytid="4">Sy’s</span> study* highlighted a simple truth that most of us intuitively knew all this while but lacked strong research support, till now:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n · When managers/leaders hold a positive view of their followers, they treat the followers positively.</div>\r\n<div style="text-align: justify; ">\r\n · When managers/leaders hold a negative view of their followers, they treat the followers negatively.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The positive treatment towards followers in turn leads to better relationships and greater job satisfaction, which ultimately produces high performance – just as their leaders have “prophesied”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>How the research was conducted</strong></div>\r\n<div style="text-align: justify; ">\r\n The research comprised five separate studies across seven samples that involved 1362 workplace leaders. <span data-scayt_word="Sy" data-scaytid="5">Sy</span> applied the following <strong>six core conceptions</strong> by which managers/leaders categorize their employees:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n (1) Industry; (2) Enthusiasm; (3) Good Citizen (positive conceptions)</div>\r\n<div style="text-align: justify; ">\r\n (4) Insubordination; (5) Incompetence; (6) Conformity (negative conceptions)</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Based on the six conceptions above, a follower who is viewed positively is described as industrious, enthusiastic and good citizens. On the other hand, a follower who is viewed negatively is described as insubordinate, incompetent and conforming.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>The theory behind it</strong></div>\r\n<div style="text-align: justify; ">\r\n Implicit followership theories (<span data-scayt_word="IFTs" data-scaytid="8">IFTs</span>) are defined as individuals’ <strong>personal assumptions about the traits and <span data-scayt_word="behaviours" data-scaytid="9">behaviours</span> that characterize their followers</strong>.Leaders automatically and spontaneously categorize their followers and act on those conceptions, even if they don’t realize it.In a way, <span data-scayt_word="IFTs" data-scaytid="10">IFTs</span> determine leadership styles.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In addition, leaders’ <span data-scayt_word="IFTs" data-scaytid="12">IFTs</span> can predict <strong>four interpersonal outcomes</strong>:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n (i) liking</div>\r\n<div style="text-align: justify; ">\r\n (ii) relationship quality</div>\r\n<div style="text-align: justify; ">\r\n (iii) trust</div>\r\n<div style="text-align: justify; ">\r\n (iv) job satisfaction</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The more positively a leader views his people, the better the four interpersonal outcomes, which will in turn have a significant impact on performance. That’s why <strong>discovering your mindset about your people is an important step in leadership</strong>.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Culture and gender bias</strong></div>\r\n<div style="text-align: justify; ">\r\n What about IFTs in multicultural settings? Well, this might pose a problem.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When a leader picks out potential talent, he tends to look for followers who fit in with his IFTs. For example, the Western leader believes that if you are enthusiastic, your enthusiasm will show; if not, then you’re probably not enthusiastic enough. So when this leader comes across followers who exhibit enthusiasm, naturally he treats them as “high potentials”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But when the same leader comes across followers from other cultures (for instance, Asian culture) that tend to be more reserved in expressing their emotions, the leader may inadvertently overlook them although deep down they have as much enthusiasm as their Western peers. Unfortunately, the same bias could also occur where gender is concerned.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Mind your IFTs: Punitive versus Positive</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders who subscribe to more negative IFTs may be prone to delivering <strong>punitive evaluations</strong> of their followers. On the other hand, leaders who subscribe to more positive IFTs may be prone to delivering <strong>positive evaluations</strong> of their followers.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is unfair to deprive or punish others because of the IFTs of your own doing. Therefore, leaders should mind their IFTs very carefully. Get to know your IFTs profile and question yourself why you believe in what you believe.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Summary: Implications for Leaders and Trainers/Coaches</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, be mindful of what you think about your people. If you harbour negative conceptions, you can’t help but view your people negatively, regardless of whether they’re really as bad as you think they are. If you find yourself evaluating someone harshly, check whether it’s coming from your own biasness. Or, if you’re having trouble identifying someone’s potential, check whether it’s simply because they don’t fit into what you think constitutes potential. Try seeing your people for who they really are.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Trainers and Coaches – Sy’s research suggests that it is possible to change leaders’ conceptions about their followers. So why don’t we <strong>make our self-fulfilling prophecies work positively in our people’s favour</strong>? For the organization, facilitating the right mindset change through training and coaching would be a<strong>smart</strong><strong> corporate strategy</strong> because it positively impacts employee performance and ultimately, business performance.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=721">Renjith Krishnan</a></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:12px;"><strong>*Reference</strong></span></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:12px;">Thomas Sy. <strong>What do you think of followers? Examining the content, structure, and consequences of implicit followership theories</strong>. <em>Organizational Behavior and Human Decision Processes</em>, 2010; 113 (2)</span></div>', 'Self-Fulfilling Prophecy of Leaders: Make It Positive!', '', 'inherit', 'open', 'open', '', '4257-revision', '', '', '2012-02-03 06:41:32', '2012-02-03 06:41:32', '', 4257, 'http://invictusleader.com/home/?p=4383', 0, 'revision', '', 0),
(4384, 1, '2012-02-03 06:33:35', '2012-02-03 06:33:35', '<p style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/Castillo - man with hands over face.jpg" style="text-align: justify; margin-left: 6px; margin-right: 6px; float: right; width: 133px; height: 99px; " /></div>\r\n<div style="text-align: justify; ">\r\n The primary responsibility of an employer is to run the business successfully, but the health of a business depends on the health of its most important asset – employees.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Grief can strike anyone, anytime, anywhere. Grief affects one''s well-being. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What is the impact of grief on employees and business performance? Does your organization know how to take care of its most important asset during their darkest hours? Or do you think that grief is something that overwhelms only weak and emotional people, but should not affect <em>real</em> leaders?</div>\r\n<div />\r\n \r\n</div>\r\n<h4>\r\n </h4>\r\n<h4>\r\n <strong style="font-size: 16px; ">Eight myths of grief</strong></h4>\r\n<div style="text-align: justify; ">\r\n <span style="text-align: justify; ">Providing support to grieving employees “…will yield valuable dividends not only in </span><strong style="text-align: justify; ">productivity</strong><span style="text-align: justify; "> and </span><strong style="text-align: justify; ">profitability</strong><span style="text-align: justify; ">, but also in </span><strong style="text-align: justify; ">employee loyalty</strong><span style="text-align: justify; "> and </span><strong style="text-align: justify; ">goodwill</strong><span style="text-align: justify; ">,” said Therese S. </span><span data-scayt_word="Schoeneck" data-scaytid="2">Schoeneck</span><span style="text-align: justify; ">, Executive Director of Syracuse, New York-based Hope for Bereaved, Inc.*</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span style="text-align: justify; ">Unfortunately, many corporations are unable to provide their employees the right kind of support because of their misconceptions about grief. Among these misconceptions are the “eight myths of grief” identified by the American Hospice Foundation*:</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 1: We only grieve deaths.</div>\r\n<div style="text-align: justify; ">\r\n Reality: We grieve all losses.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 2: Only family members grieve.</div>\r\n<div style="text-align: justify; ">\r\n Reality: All who are attached grieve.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 3: Grief is mostly an emotional reaction.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Grief is manifested in many ways – including physically.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 4: Individuals should leave grieving at home.</div>\r\n<div style="text-align: justify; ">\r\n Reality: We cannot control where we grieve.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 5: We slowly and predictably recover from grief.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Grief is an uneven process, a roller coaster with no timeline.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 6: Grieving means letting go of the person who has died. </div>\r\n<div style="text-align: justify; ">\r\n Reality: We never fully detach.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 7: Grief finally ends.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Over time most people learn to live with loss.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Myth 8: Grievers are best left alone.</div>\r\n<div style="text-align: justify; ">\r\n Reality: Grievers need opportunities to share their memories and grief, and to receive support.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Understanding the realities of grief will enhance our emotional intelligence as leaders in reaching out to grieving colleagues. If leaders don’t know how to offer the right kind of support, employees will perceive the organization – not just the leaders – to be an uncaring one that places emphasis on profit instead of people.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Impact of grief on business performance</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Does grief affect business leadership performance? Do we expect leaders to remain unscathed when grief strikes their personal lives?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Although there are many possible causes of grief and loss such as downsizing, terminal illness, aging and catastrophic events, a very common cause is bereavement. The impact of a CEO’s bereavement on his/her company was studied by three finance professors in 2007. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The trio of researchers – Morten Bennedsen (Copenhagen Business School), Francisco Pérez-González (University of Texas) and Daniel Wolfenzon (New York University) – tracked the performance of 75,000 Danish companies in the two years before and after the CEO had experienced a death in the family. Financial performance dwindled 21.4 percent after the demise of a child, 14.7 percent after the death of a spouse, and about 8 percent following the loss of any other family member. The drops in profitability appeared sharper for companies headed by women.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Leaders are only human</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Is there a biological reason for the decline in performance? Or did the leaders simply fail to cope with their grief effectively?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Brain scan images of people who are grieving show increased activity along a broad network of neurons in areas affecting mood, memory, perception, conceptualization as well as the regulation of the heart, digestive system and other organs. This shows that grief can really take a toll on us!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Grieve if you must, but don’t prolong the mourning period and don’t saturate your mind with perpetual dark thoughts. The more we dwell on our sorrow, the more developed or permanent those grief-related neural pathways will become. This could further lead to chronic preoccupation or depression.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Four grief-coping strategies</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Neuroscientist Thomas Crook, PhD, recommends the following four strategies to constructively cope with not just bereavement but also other forms of setbacks or disappointment that could bring about grief or sorrow:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>(1) Stay alert for “thought intruders".</strong></div>\r\n<div style="text-align: justify; ">\r\n The minute you detect an intrusive negative thought, visualize a stop sign. You might even need to say “Stop it!” aloud if that helps you better. In a how-to-be-successful seminar I attended in Kuala Lumpur in 2011, participants were given a black rubber band each to wear on our wrists. The speaker encouraged us to maintain a positive mindset, but in the event that a negative thought crossed our minds, we could pull the rubber band and release it so as to literally snap us out of our negativity. It worked.</div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <strong>(2) Schedule your sad memories.</strong></div>\r\n<div style="text-align: justify; ">\r\n If you must reflect on your unhappier moments, then learn how to manage them. Put them off till a brief period of free time when you don’t need to be productive, for instance, during your tea break. But never analyze your sad thoughts before sleeping – it will only strengthen your negativity because electrical activity prior to our bedtime diminishes in the brain regions linked with analytical reasoning, so we become less objective. </div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <strong>(3) Don''t tolerate self-accusing or superstitious thoughts.</strong></div>\r\n<div style="text-align: justify; ">\r\n Do not entertain self-blame such as, “If only I had been more…” or irrational thoughts like, “I am jinxed – whoever I like always dies.” There is absolutely no logic or truth in such thoughts.</div>\r\n<div style="text-align: justify; ">\r\n <br />\r\n <strong>(4) View setbacks as opportunities.</strong></div>\r\n<div style="text-align: justify; ">\r\n “What doesn’t kill us makes us stronger.”</div>\r\n<div style="text-align: justify; ">\r\n ~ Friedrich Nietzsche</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Take comfort in the fact that if you have survived the setback, you can emerge from it stronger.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h5>\r\n <span style="font-size:16px;"><strong>Conclusion</strong></span></h5>\r\n<div style="text-align: justify; ">\r\n Yes, real leaders do cry. But they move on beyond their grief, become stronger in the process, and go on to reach out to others in a similar situation.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n *Cited from <em>Managing Workplace Grief – Vision and Necessity</em> (2002) by Jan Jung-Min Sunoo and Brenda Paik Sunoo</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=3062">David Castillo Dominici</a></div>', 'Do Real Leaders Grieve?', '', 'inherit', 'open', 'open', '', '4256-revision', '', '', '2012-02-03 06:33:35', '2012-02-03 06:33:35', '', 4256, 'http://invictusleader.com/home/?p=4384', 0, 'revision', '', 0),
(4385, 1, '2012-02-02 03:33:09', '2012-02-02 03:33:09', '<p>\r\n <span style="font-size:14px;"><em style="font-size: 14px; "><strong>Followers don’t want a superman</strong></em></span></p>\r\n<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Castillo - coaching with humility.jpg" style="margin-left: 6px; margin-right: 6px; float: left; width: 168px; height: 112px; " />Do you admit your mistakes?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Do you focus on your people’s strengths instead of harping on their weaknesses?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Do you come across as a teachable person?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n If you said, “I do” to all three above, then you possess the attributes that lie at the heart of humble leadership.</div>\r\n\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Humble leaders accept their own limitations but do not demonize followers for theirs. Humble leaders are always looking for ways to improve themselves. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Followers prefer humble leaders. Followers neither want nor need a superman as their leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Why?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Because a superman-leader wouldn’t know what it’s like to have many weaknesses and what it feels like to grapple with everyday human struggles. Superman-leaders would have expectations that are too lofty for the ordinary follower to live up to. Superman-leaders are easily irritated with our so-called ineptness. Superman-leaders do not have the capability to be humble; and in the unlikely event that they show any signs of humility, we greatly suspect such sentiment to be faked.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n On the other hand, a leader’s ability to <strong>admit mistakes</strong>, to <strong>focus on other people’s strengths</strong> and to be <strong>willing to learn</strong> shows his followers that he is willing to grow just as his followers are also striving to grow. Followers can identify and resonate with such an authentic leader.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Research evidence</strong></div>\r\n<div style="text-align: justify; ">\r\n What research evidence do we have, which concludes that these <strong>attributes of humble leadership are powerful predictors of effective leadership</strong> <strong>and organizational growth</strong>?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The evidence comes from a study conducted by Bradley Owens, Assistant Professor of Organization and Human Resources at the University of Buffalo School of Management, and David Hekman, Assistant Professor of Management at the Lubar School of Business, University of Wisconsin-Milwaukee, on 16 CEOs, 20 mid-level leaders and 19 frontline leaders from diverse organizations – from military and health care, to financial services and religious bodies. Subjects were asked to describe in detail how humble leaders conduct themselves at the workplace and how a humble leader behaves differently from a non-humble one.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Owens explains that despite the embarrassment of failure, humble leaders are able to overcome their fears and share their feelings as they deal with their own personal growth process, thereby earning the favour of their followers. In addition, these leaders support their followers’ own growth journeys, and this leads to higher performing organizations.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Becoming, not Pretending</strong></div>\r\n<div style="text-align: justify; ">\r\n Humble leaders who show their humanity are more desirable than superman-leaders who project an invincible front. This is because humble leaders who are in the <strong>continuous process of “becoming” better</strong> are held in higher esteem than leaders who are “pretending” to be what their followers know they are not.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What advice do Owens and Hekman offer in the light of their study?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “<strong>You can''t fake humility.</strong> You either genuinely want to grow and develop or you don''t.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>The leader’s desire to grow has a powerful effect on the followers</strong>. Realizing that missteps and uncertainty are acceptable in the growing process, they thrive. As a result, the organization continues to grow and improve.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Reflection</strong></div>\r\n<div style="text-align: justify; ">\r\n So are you becoming or pretending to be an effective leader? Whatever your response is, your followers would have already answered that question for themselves. Do you dare to find out?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=3062">David Castillo Dominici</a></div>', 'Powerful Predictors of Effective Leadership: Attributes of Humble Leadership', '', 'inherit', 'open', 'open', '', '4255-revision', '', '', '2012-02-02 03:33:09', '2012-02-02 03:33:09', '', 4255, 'http://invictusleader.com/home/?p=4385', 0, 'revision', '', 0),
(4386, 1, '2012-01-24 03:56:41', '2012-01-24 03:56:41', '<div>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/leader-ship-sink.jpg" style="margin-left: 14px; margin-right: 14px; float: right; width: 222px; height: 148px; " /></div>\r\n<div style="text-align: justify; ">\r\n On the night of 13 January 2012, the 114,500-ton Costa Concordia – hailed as one of the largest ships built in Italy – ran aground in Italian waters off the idyllic island of <span data-scayt_word="Giglio" data-scaytid="2">Giglio</span>, Tuscany. By the next day, the ill-fated luxury cruise liner, carrying 4,200 passengers and crew members, had capsized and was practically sinking. As of 22 January 2012, the death toll stood at 13, while 20 people were still unaccounted for.*</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n At the time of writing this, details of the incident are somewhat murky as on-going investigations have not yet been completed, but one thing appears crystal clear: <strong>leadership incompetence</strong>.</div>\r\n\r\n<p style="text-align: justify; ">\r\n Analysts agree that while human hubris was responsible for the Titanic tragedy about a century ago, the Costa Concordia catastrophe was due to human error, further aggravated by a lack of readiness to handle crisis – all pointing back to the lack of leadership aboard the ship.</p>\r\n<div style="text-align: justify; ">\r\n From our perspective, there were four leadership errors that Francesco <span data-scayt_word="Schettino" data-scaytid="3">Schettino</span>, captain of the vessel, had committed.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Being overly optimistic</strong></div>\r\n<div style="text-align: justify; ">\r\n “… I enjoy moments when something unpredictable happens, when you can diverge a bit from standard procedures … It’s a challenge to face, I enjoy it.”</div>\r\n<div style="text-align: justify; ">\r\n ~ excerpt from an interview with Captain <span data-scayt_word="Schettino" data-scaytid="7">Schettino</span> in 2010</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Be careful of what you wish for! It is fine to have a dose of legitimate fun at appropriate times. But when leaders place too much emphasis on pleasure over safety, they are opening a treacherous hatchway to untold danger. Leads from Facebook postings imply that <span data-scayt_word="Schettino" data-scaytid="8">Schettino</span> might have steered the ship dangerously close to shore in what could be interpreted as an act of bravura to salute the family of a crew member living on the island of <span data-scayt_word="Giglio" data-scaytid="9">Giglio</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When people’s lives or livelihood are at stake, it is better for a leader to err on the side of caution. They must never dice with danger just to satisfy their personal penchant for excitement or test how far they can stretch their boundaries.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leaders are discerning enough to know that even one so-called small innocent incident, if not restrained or carefully monitored, can spiral into catastrophic proportions beyond control. One might be able to understand human frailty caused by sudden illness, but the Costa Concordia case involved an error arising from the leader’s own foolish assumption that nothing would go wrong amid the unnecessary risks he took. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Covering up with pseudo-chivalry</strong></div>\r\n<div style="text-align: justify; ">\r\n In an apparent attempt to clutch at straws, <span data-scayt_word="Schettino" data-scaytid="12">Schettino</span> who is currently drowning in criticisms tried to claim credit for saving over 3,000 lives. Should a leader claim credit for what should have been his duty?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n More importantly, should chivalry be taken into account when it was that very same leader himself who caused the fatal error in the first place? The many comments from readers after news about the Costa Concordia was published online reflected the public’s incredulity over the captain’s gall to claim gallantry.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leaders do not twist facts. They boldly come face-to-face with the facts of the matter.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Abandoning ship prematurely</strong></div>\r\n<div style="text-align: justify; ">\r\n The captain’s mandate is to remain on board a troubled ship to protect passenger safety. Abandoning ship before ensuring passenger safety breaches the leadership code of ethics. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n [Note: The International Convention for the Safety for Life at Sea does not require that the captain be the last man to leave the ship, but maritime laws in countries like Italy, Spain and Greece state that the captain should remain on the ship to evacuate passengers though the law does not a specific time the captain can leave the ship.**]</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A poor leader will think of saving his own back first, hence the instinct to abandon ship the instant he feels the heat. On the contrary, credible leaders will brave the storm and see their people through the worst, conscientiously guiding them back to safer conditions.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Creating dubious excuses</strong></div>\r\n<div style="text-align: justify; ">\r\n The infamous Schettino has defended himself by claiming that fell into a lifeboat when the ship tilted. Naturally, many find that a suspiciously convenient coincidence.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n A leader who has made a careless error and yet does not admit it is doubly condemned. It reveals that he has not shown remorse and is thus unable to learn from his mistake. Further creating dubious excuses only serves to hammer the nail in the coffin. What can we expect of the fate of the enterprise if the leader to whom his followers look up to shirks his responsibility in crucial times?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify; ">\r\n Being overly optimistic while undermining risks, covering up one’s errors, giving up when the going gets tough and proffering excuses instead of admitting mistakes – these are among the ingredients of a recipe for leadership disaster. With bad leadership, even the mightiest ship can sink!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=1256">Evgeni Dinev</a></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n References</div>\r\n<div style="text-align: justify; ">\r\n * <em><a href="http://news.yahoo.com/costa-concordia-death-toll-rises-13-165614390.html">The Atlantic Wire</a></em></div>\r\n<div style="text-align: justify; ">\r\n **<a href="http://www.slate.com/articles/news_and_politics/explainer/2012/01/costa_concordia_sinking_what_s_the_etiquette_for_abandoning_ship_.html" target="_blank">slate.com</a></div>', 'When the Leader-Ship Sank - Literally', '', 'inherit', 'open', 'open', '', '4254-revision', '', '', '2012-01-24 03:56:41', '2012-01-24 03:56:41', '', 4254, 'http://invictusleader.com/home/?p=4386', 0, 'revision', '', 0),
(4387, 1, '2012-01-19 16:16:17', '2012-01-19 16:16:17', '<p style="text-align: justify; ">\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Man pointing finger.jpg" style="margin-left: 14px; margin-right: 14px; margin-top: 4px; margin-bottom: 4px; float: right; width: 141px; height: 123px; " />One morning in September 2010, an associate of mine was slated to interview the CEO of a company with an impressive financial record. The aim of the interview was to highlight the company’s success. It was not the kind of uncomfortable interview that sought to probe the possibility of malpractice.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But for reasons best known to himself, the CEO turned out to be the least polite interviewee my associate had come across in her career so far. She was perplexed. The successful performance of the company that was reflected in their annual reports did not match the way the CEO carried himself that day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Maybe he was just having a really bad day. And yet maybe not – read what Ronald E. <span data-scayt_word="Riggio" data-scaytid="2">Riggio</span>, Professor of Leadership and Organizational Psychology at Claremont McKenna College, USA, shared in <em>Psychology Tod</em>ay, “<strong>An organization''s success, however, can be completely unrelated to the company''s leader, or can occur in spite of a bad leader</strong>.”</div>\r\n\r\n<p style="text-align: justify; ">\r\n If the leadership is poor, then what could have made the organization successful? <span data-scayt_word="Riggio" data-scaytid="3">Riggio</span> offers two possible reasons:</p>\r\n<div style="text-align: justify; ">\r\n <strong>Timing can be everything.</strong></div>\r\n<div style="text-align: justify; ">\r\n If a company happens to be in the right industry at the right time, it could achieve success despite its poor leadership, at least in the short term.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Over-attributing success to the leader.</strong></div>\r\n<div style="text-align: justify; ">\r\n This phenomenon was investigated by <span data-scayt_word="Riggio’s" data-scaytid="5">Riggio’s</span> two colleagues in an experiment conducted in both the US and Turkey. Students were presented with scenarios of either a successful or unsuccessful work group. When asked how much the success or failure was due to the leader, the US students (individualistic culture) attributed far more credit or blame to the leader, compared with the Turkish students (more collectivistic, group-oriented culture) who gave far less credit or blame to the leader. Today as more people around the world are increasingly influenced by the US and other Western cultures, we tend to assume that all successful companies must have good leaders as well.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n I would like to suggest another two possible reasons why some companies seem successful despite having poor leaders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>An incredibly good team compensates for the leader’s weaknesses.</strong></div>\r\n<div style="text-align: justify; ">\r\n Some incompetent leaders are very fortunate to be supported by a very capable team of managers and executives. However, if these leaders do not shape up soon enough, they will eventually lose their valuable team members to discerning competitors, and then the painful truth will be exposed.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Some leaders ride on their predecessor’s success.</strong></div>\r\n<div style="text-align: justify; ">\r\n John Smith*, the CEO of AAA for the past one year, was offered the CEO position in a rival company, BBB, which was a world-renowned multinational corporation. Happily, Smith accepted the new post with a significantly improved remuneration package. Less than two years later, Smith resigned, presumably because he did not deliver what was expected at BBB. In fact, his former colleagues at AAA attested that he had not done well at AAA either. But if Smith had <span data-scayt_word="underperformed" data-scaytid="6">underperformed</span>, how could he have impressed BBB’s decision makers and secured the coveted position at BBB? </div>\r\n<div style="text-align: justify; ">\r\n <em>(*Names have been changed for confidentiality)</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In the industry that Smith worked in, sales deals closed in the current year should be attributed to sales and marketing efforts initiated from as far back as 6-12 or even 18 months before, due to the product’s rather complex and tedious sales cycle – no client would commit millions without first studying all the feasible options thoroughly. Therefore, the impressive sales record during Smith’s one-year tenure at AAA was not truly the product of his own capability but largely his predecessor’s.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n We cannot infer that good leadership exists just because the company is enjoying success (executive search consultants, beware!).</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Good leadership is not measured solely by company successes. Good leadership, asserts <span data-scayt_word="Riggio" data-scaytid="7">Riggio</span>, is more about the <strong>leader''s competency, character and motivations</strong> – attributes that help steer the company to successful and <span data-scayt_word="honourable" data-scaytid="9">honourable</span> outcomes. In summary, good leadership goes hand in hand with <strong>sustainable organizational success that can stand the test of time and the scrutiny of stakeholders</strong>.</div>', 'Can Organizations Have Bad Leaders and Still Be Successful?', '', 'inherit', 'open', 'open', '', '4253-revision', '', '', '2012-01-19 16:16:17', '2012-01-19 16:16:17', '', 4253, 'http://invictusleader.com/home/?p=4387', 0, 'revision', '', 0);
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(4388, 1, '2011-07-25 04:05:06', '2011-07-25 04:05:06', '<div>\r\n </div>\r\n<div>\r\n You can train somebody to be a good project manager, but great project managers seem to be born and not made. Excellence depends on certain innate characteristics: "Some of us got ‘em, and some of us don’t."</div>\r\n<p style="text-align: justify; ">\r\n “Project management requires competencies in three subject areas: technology, business and <span data-scayt_word="behaviour" data-scaytid="1">behaviour</span>,” says Lind <span data-scayt_word="Pittinger" data-scaytid="3">Pittinger</span>, CEO of <span data-scayt_word="People3" data-scaytid="4">People3</span>, a human resources, consultancy in Somerset, N.J. Ideally, project managers should have all three, she says, but if you have to choose only one to focus on, it should be <span data-scayt_word="behaviour" data-scaytid="2">behaviour</span>. “People can go to school to learn the technical things and they can learn the business over time,” she says. “The <span data-scayt_word="behavioural" data-scaytid="5">behavioural</span> competencies are the ones people are least able to learn. They’re intuitive”.</p>\r\n\r\n<p style="text-align: justify; ">\r\n Recognizing who in your workforce exhibits these <span data-scayt_word="behaviours" data-scaytid="6">behaviours</span> will help you identify people who are predisposed to success as project managers.</p>\r\n<p style="text-align: justify; ">\r\n Project management is the discipline (art and science) of defining and managing the vision, tasks and resources required to complete a project. It’s really the management acumen that oversees the conversion of “vision” into “reality”. Project management, while traditionally applied to the management of projects, is now being deployed to help organizations manage all types of change.</p>\r\n<h3 style="text-align: justify; ">\r\n Role of the Project Manager</h3>\r\n<p style="text-align: justify; ">\r\n The project manager has the sole responsibility and authority for project and contract direction and control. Support managers (task managers) who report within the various line organizations and departments have the responsibility for work definition and effective management of the resources to accomplish the authorized work. The project manager is responsible for each contract’s end item (i.e., knowing what needs doing, by whom, when and the required amount of resources by cost element and/or cost code).</p>\r\n<p style="text-align: justify; ">\r\n Senior management appoints the project manager. Normally the project manager is accountable to the general manager, or vice president, or president depending on the size of the organization; and is accountable to the customer for project and contract success. The project manager has delegated authority to commit the organization on matters concerning performance that are within the contract scope.</p>\r\n<p style="text-align: justify; ">\r\n The project manager is responsible for defining the organizational structure of the project and for interfacing with the functional organizations. The project manager directs and controls all work performed within the framework of the Work Breakdown Structure (<span data-scayt_word="WBS" data-scaytid="7">WBS</span>). The project manager has the authority for <span data-scayt_word="WBS" data-scaytid="8">WBS</span> element’s task assignment; control and assigns budgets; and master project schedules. The project manager is responsible for daily communications and formal project reviews with both the customer and his/her senior management.</p>\r\n<p style="text-align: justify; ">\r\n Projects vary in duration, value and complexity. On a large or complex project, the project manager may elect to appoint one or more assistant project managers. The project manager may delegate single or multiple responsibilities, including budget responsibility, to an assistant project manager. The project manager may direct the assistant project manager to control all work performed within the framework of various assigned <span data-scayt_word="WBS" data-scaytid="9">WBS</span> legs. This includes defining work scope, authorizing work, assigning and controlling budgets, and monitoring progress.</p>\r\n<p style="text-align: justify; ">\r\n Most companies operate under a functional organizational structure. The functional maintains adequate technical resources and disciplines within their own organization entities. The project manager must provide written direction to the various functional organizations on their individual contribution. This written direction, called the work authorization, provides the support managers (task managers) with the contract’s work scope, schedule and budget information.</p>\r\n<hr class="system-pagebreak" title="Role of Project Leaders" />\r\n<h3>\r\n <span style="text-align: justify; ">Role of the Project Leader</span></h3>\r\n<p style="text-align: justify; ">\r\n Being proficient at handling day-to-day job responsibilities does not indicate proficiency at project management. The skills required of a project leader can be difficult to pin down. Part politician, part general, a true project leader can successfully drive a project team to completion of assigned tasks without destroying the effectiveness of any members of the team. Often project leaders are selected to manage projects based on the criteria that they are available. Their skills may not be suited to project leadership with the level of objectivity that is required.</p>\r\n<p style="text-align: justify; ">\r\n Leadership at an executive level demands special skills. You must use power and influence adeptly to achieve goals…make organizational politics work for you…build teams and alliances across departments…get people who don’t work, work for you! You’re expected to be a coach, mentor and motivator.</p>\r\n<p style="text-align: justify; ">\r\n To provide direction, make tough decisions and get the job done; truly effective leaders today are more than just technically proficient professionals. They are leaders who not only lead others in solving today’s problems but will also anticipate tomorrow’s.</p>\r\n<p style="text-align: justify; ">\r\n Leaders who are able to effectively communicate can co-ordinate action, develop people and get them to achieve worthwhile goals as a team. To achieve worthwhile goals as a team, leaders must be able to position their teams to meet fresh challenges! The cry you hear everywhere is that we need more effective and efficient leaders.</p>\r\n<p style="text-align: justify; ">\r\n Although no two leaders possess the same personality or management style, effective leaders exhibit a contagious enthusiasm for life, genuine concern for others, clarity of purpose and firm commitment to worthwhile values and goals. “To lead the people, walk behind them”, said Lao Tzu.</p>\r\n<p style="text-align: justify; ">\r\n As the strength of the foundation determines the height of the building, so a leader determines the future of the organization. True leadership emerges from those whose primary motivation is the <strong>desire to help others</strong>. The greatest leader (who may be a “little” person) is seen as a servant first because that is what he is deep down inside. Herman in <span data-scayt_word="Hesse’s" data-scaytid="11">Hesse’s</span> short novel,<em> Journey to the East</em>, clearly exemplifies that leadership is bestowed on the person who is, by nature, a true servant. Leadership is something, given or assumed, that could be taken away.</p>\r\n<p style="text-align: justify; ">\r\n The scope and level of project management can vary greatly from project to project. Whether managing a project team consisting of other project consulting professionals, a client company group of resources, or a combination of all these, our staff is comfortable. While being committed to the successful achievements of all milestones and timelines, a project leader always strive to make all projects members feel like part of the team. After all, a significant part of project management is motivation. When a project is completed, team members will go back to their normal jobs and any bad feelings created during the life of the project can linger and be disruptive. Very few organizational leaders understand the issue - they will not be able to complete a project while destroying the members of the project team.</p>\r\n<p style="text-align: justify; ">\r\n While producing updated project plans and status reports is a critical part of managing a project, they are not alone, the answer for <strong>SUCCESSFULLY managed</strong> projects.</p>\r\n<p style="text-align: justify; ">\r\n Life is about the development and execution of projects. Whether your field is architecture or information technology, successful planning involves a carefully crafted set of steps leading to a planned and measurable goals. In today’s fast-paced business environment, this is no simple task. As deadlines get tighter and budgets get smaller, organizations turn to their managers to do more with less. Therefore, successful managers need to replenish their supply of practical skills, insightful strategies and cutting-edge concepts in order to remain a valuable asset to their company.</p>\r\n<p style="text-align: justify; ">\r\n <span data-scayt_word="Rightsizing" data-scaytid="12">Rightsizing</span>, downsizing, de-layering, re-engineering - today’s organizations are changing so fast you can barely keep up. One outcome of all this change is that project management has taken on new importance as a significant way of organizing and getting work done at the workplace. The need for solid project management tools and methodologies has become increasingly evident as companies restructure their organizations, business processes, management and even the workforce itself.</p>\r\n<h3 style="text-align: justify; ">\r\n Project Management''s future is NOW!</h3>\r\n<p style="text-align: justify; ">\r\n A future trend within organizations is the increasing movement towards project management as a highly prized career field. Industry experts such as William <span data-scayt_word="Dauphinais" data-scaytid="13">Dauphinais</span>, a partner at Price <span data-scayt_word="Waterhouse" data-scaytid="15">Waterhouse</span>, have noticed this trend; <span data-scayt_word="Dauphinais" data-scaytid="14">Dauphinais</span> says, “Project management is going to be huge in the next decade. The project manager is the linchpin in the horizontal/vertical organization we’re creating”. Articles in publications such as <em>Fortune</em> magazine have highlighted the growing importance of project management and have positioned it within the four career fields of the future: Strategic, Technical, Resource owners and Project Management.</p>', 'Project Managers vs Project Leaders', '', 'inherit', 'open', 'open', '', '4252-revision', '', '', '2011-07-25 04:05:06', '2011-07-25 04:05:06', '', 4252, 'http://invictusleader.com/home/?p=4388', 0, 'revision', '', 0),
(4389, 1, '2011-07-25 03:17:20', '2011-07-25 03:17:20', '<h4>\r\n <strong><em>The “G” is not just for generation; it is also for “Grooming”</em>. </strong></h4>\r\n<p style="text-align: justify; ">\r\n What makes or breaks organizational success almost always comes down to the leadership criteria existent in that particular company. Indeed, talented and dynamic leaders provide a very keen competitive edge that spans trans-global barriers and hyper-competitive environments.</p>\r\n\r\n<p style="text-align: justify; ">\r\n Needless to say, good leaders play a very critical role in any organization and identifying, training and most importantly, retaining them is the primary concern of all organizations. This is the most basic tenet of success, and most organizations are able to meet this standard reasonably well. However, it leads inevitably to the next step – how do you continue this tenet of success in the next and forthcoming generations? How do you ensure a continuous succession plan that brings the crème de la crème of leaders into your organization?</p>\r\n<p style="text-align: justify; ">\r\n The answer lies in finding and nurturing the next generation of leaders. That means grooming entry-level employees to fit into the soon-to-be-vacant shoes of your organization’s key leadership roles. After all, who ever heard of <span data-scayt_word="plebian" data-scaytid="1">plebian</span> crème de la crème? </p>\r\n<p style="text-align: justify; ">\r\n The challenges are tremendous, competition is tight and the very nature of good leadership ensures a complexity that will require almost superhuman dynamism to succeed in. Yet all these are surmountable issues; what is actually taxing is that unfortunately, today’s talent pool is seriously lacking in employees that evince enough natural grooming to fit into the multifaceted shoes of a leader.</p>\r\n<p style="text-align: justify; ">\r\n Our esteemed and acumen-laden ex-Prime Minister Tun Dr <span data-scayt_word="Mahathir" data-scaytid="2">Mahathir</span> propounds the fact that we should be raising ‘international Malaysians.’ Yet, one look at the national newspapers shows us that we are falling far short of any such notion. In fact, you could just walk up to a store cashier and ask him or her a simple question, and chances are that 9 out of 10 times you will either be pointed in the wrong direction, given the wrong information, ignored, looked at like a microscopic and highly irritable flea, or answered in a language that you do not understand. All of this in the rudest tone of voice imaginable!</p>\r\n<p style="text-align: justify; ">\r\n Who is to blame? The media, the schools or the parents? Debates rage of course and some day someone may come up with a solution and win a Nobel prize for it and be declared president of the world – all that is in the nebulous future. What matters to most organizations is the ‘now’ of it. You have this tainted yield in the talent pool – which by the way is microscopic to begin with – so what do you do? Instead of laying blame, the best thing to do is to find a workable solution that may just tip the balance in <span data-scayt_word="favour" data-scaytid="3">favour</span> of success.</p>\r\n<p style="text-align: justify; ">\r\n Training is one such solution – organizations that have formal <span data-scayt_word="programmes" data-scaytid="4">programmes</span> which root out, identify and nurture potentials in the talent pool will have a key advantage over the rest. Talent really does provide organizations a key competitive advantage, but there must be managers and a process in place to carry the whole thing through. Talent-identification systems and a good infrastructure coupled with reliable and extensive human resource capabilities will be able to cope with just about anything.</p>\r\n<p style="text-align: justify; ">\r\n As for the talent pool itself, the challenges may seem tremendous and thus daunting. After all, employees nowadays are no longer looking at things on a mere national front; everything is globalized these days and gaining diverse and extensive business acumen can be a challenge even to the intrinsically talented.</p>\r\n<p style="text-align: justify; ">\r\n Employees have to learn how to lead unilaterally, bilaterally and just about every direction that you can imagine – leadership has to occur in ideas as well as actions as it is about putting theory into practice in a realistic and successful manner. This is where the leadership demarcation occurs and it is grooming that really distinguishes between those capable enough to do the job for the organization and those able to lead the organization higher up the rung of corporate success.</p>\r\n<p style="text-align: justify; ">\r\n The defining criteria will hinge on whether that particular employee is dexterous and flexible enough to adapt to rapidly changing and challenging environments in a timely manner. The proper grooming will enable talents identify, emulate and eventually go beyond the arena where they naturally excel in and aim for higher and bigger avenues of success. Talent identification <span data-scayt_word="programmes" data-scaytid="5">programmes</span> supplemented by intensive training will enable and empower future leaders to recognize leadership qualities not only in themselves but in others as well. It allows them to ask the right questions, frame the right answers, come up with the right business plan and execute productive and successful lines of action.</p>\r\n<p style="text-align: justify; ">\r\n Grooming allows next ‘G’ leaders to understand the intrinsic nature of leadership and master the skills required to <span data-scayt_word="practise" data-scaytid="7">practise</span> it – it avoids the pitfalls that expertise and know-how in merely one particular area tends to throw in your path. It is important to understand that your organization''s talents are being groomed into positions of power that culminate in the execution of organizational vision.</p>\r\n<p style="text-align: justify; ">\r\n In an ideal world, organizations should be able to dip right into the pool clearly marked “leaders” and take what they require. In today’s real world, we have to make do with whatever limited resources we have. Investing in the right <span data-scayt_word="programmes" data-scaytid="8">programmes</span> and the right people is the first step towards securing your next ‘G’ leaders. They really do exist in the limited talent pool that is available to organizations today. Most do not know they have it and as such need to be identified, nurtured and groomed so that they can really fit into the shoes of the next ‘G’ leaders.</p>\r\n<p style="text-align: justify; ">\r\n In a top management group, there are never enough leaders.</p>', 'Next "G" Leaders', '', 'inherit', 'open', 'open', '', '4251-revision', '', '', '2011-07-25 03:17:20', '2011-07-25 03:17:20', '', 4251, 'http://invictusleader.com/home/?p=4389', 0, 'revision', '', 0),
(4390, 1, '2011-07-25 03:07:03', '2011-07-25 03:07:03', '<p style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/articles.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 133px; height: 100px; " />Leaders, writes psychologist Howard Gardner, tend to have — and to need — an "inclination from early childhood for risk-taking and a willingness to go to great lengths — often in defiance of others, including those in positions of authority — in order to achieve their ends." Then, too, a "motive to gain power — either for its own sake or in pursuit of a specific aim — is invariably present," in leaders, as well as "a confidence that one will at least sometimes attain success" and an "implacability in the face of opposition."</p>\r\n\r\n<p style="text-align: justify; ">\r\n In a management textbook, <span data-scayt_word="Donelson" data-scaytid="1">Donelson</span> Forsyth outlined several decades ago what was then the conventional wisdom of requirements for leadership. He listed things like achievement drive, adaptability, alertness, energy, responsibility, self-confidence and sociability.</p>\r\n<p style="text-align: justify; ">\r\n Leadership guru John Gardner thinks leaders need to have physical stamina, intelligence and judgment; eagerness to accept responsibilities, task competence, a capacity to motivate, skill in dealing with people, the capacity to win and hold trust, the capacity to manage and decide and set priorities—and of course, if at all possible, charisma.</p>\r\n<p style="text-align: justify; ">\r\n Warren <span data-scayt_word="Bennis’s" data-scaytid="2">Bennis’s</span> list of leadership qualifications begins with "a guiding vision" and includes passion, integrity, trust (and trustworthiness), curiosity and daring, a "congruity" between visions and a leader’s life and personality, and reliability.</p>\r\n<p style="text-align: justify; ">\r\n His earlier list of traits not being enough of a job description, Howard Gardner added a number of more detailed requirements. These included "a tie to the community (or audience)"; "a certain rhythm of life" that allows time for reflection and renewal; "an evident relation between stories and embodiments" in the person of the leader; and "the centrality of choice," exercised by followers who need to be won over.</p>\r\n<p style="text-align: justify; ">\r\n In <em>The Leadership Challenge</em>, James <span data-scayt_word="Kouzes" data-scaytid="3">Kouzes</span> and Barry Posner list as the "five fundamental practices of exemplary leadership" to "challenge the process," "inspire a shared vision," "enable others to act," "model the way," and "encourage the heart."</p>\r\n<p style="text-align: justify; ">\r\n Colin Powell’s <span data-scayt_word="well-travelled" data-scaytid="4">well-travelled</span> "Leadership Primer" has eighteen points, beginning with "Being responsible means sometimes pissing people off" and continuing to …</p>\r\n<p style="text-align: justify; ">\r\n You begin to get the point.</p>\r\n<p style="text-align: justify; ">\r\n For people aspiring to leadership positions in organizations, or new to them, thumbing through three or four of the leading books in the field can be a menacing experience. Curious would-be leaders are left with literally dozens of things that will be expected of them in their new roles. What if, they might rightly ask, "I’m not sure if I can "encourage the heart?", "What if my ''rhythm of life'' is off the mark?", "What if I’m not charismatic enough?"</p>\r\n<p style="text-align: justify; ">\r\n And especially, "How in the world can I keep these dozens of things in my head all the time? How can I be speaking to someone and be thinking: Gee! Am I <span data-scayt_word="modelling" data-scaytid="5">modelling</span> the way right now? Am I pissing people off enough or am I seeking their approval too much?"</p>\r\n<p style="text-align: justify; ">\r\n Anyone who’s done it or studied it will be quick to admit that leadership is far more art than science.</p>\r\n<p style="text-align: justify; ">\r\n And yet, in good social scientific style, the leadership literature just can’t help but try to quasi-quantify this animal by boiling it down to the four or eight or twenty-three "essential principles."</p>\r\n<p style="text-align: justify; ">\r\n Even if any given list were accurate, there’s one thing the literature resolutely cannot promise you: that following it will guarantee success. A leader might be self-confident, but in a way that’s wrong for the context (for example, a nonprofit organization). She might "model the way" too aggressively for her colleagues in a partnership context (such as a law firm). She might deny authority once too often and earn her way out of a firm’s inner circle.</p>\r\n<p style="text-align: justify; ">\r\n Then, too, any given context — organizational, national, industry-wise — will demand its own list. To lead scientists, for example, it helps an awful lot to have been a widely respected scientist at some point in one’s career, much more so than the same "specialist knowledge credibility" rule is true of, say, salespeople or marketers.</p>\r\n<p style="text-align: justify; ">\r\n The bottom line is that the leadership literature — even the stuff by people who are rightly legends, like Warren <span data-scayt_word="Bennis" data-scaytid="6">Bennis</span> and John Gardner — does a great disservice by promoting list-mania. We’ve quite enough of that around, in this "seven principles" age of ours.</p>\r\n<p style="text-align: justify; ">\r\n What makes a successful leader? God knows, most of the time. Did Winston Churchill "enable others to act"? Did Martin Luther King have adaptability? Did Jack Welch display adequate sociability?</p>\r\n<p style="text-align: justify; ">\r\n More than anything, great leaders seem to embody these lists, to reflect them naturally rather than making a study of them and pasting them to the top of the sunshade in their car for handy reference. They have a gut sense of what the context demands and a rough-and-ready approximation of the timeless practices of leaders.</p>\r\n<p style="text-align: justify; ">\r\n Bottom line? To those emerging leaders and current leaders who would rely on the insightful works in this field, perhaps it’s best to ignore the lists. Focus on the analysis, the stories, the case histories. Absorb something of the flavour of these works. But no book or article provide any leader with the six or eight principles they need to succeed, partly because that list is ultimately often unique to each job. Leadership cannot be reduced to lists.</p>', 'Leadership Cannot Be Reduced to Lists', '', 'inherit', 'open', 'open', '', '4250-revision', '', '', '2011-07-25 03:07:03', '2011-07-25 03:07:03', '', 4250, 'http://invictusleader.com/home/?p=4390', 0, 'revision', '', 0),
(4391, 1, '2011-07-24 16:51:33', '2011-07-24 16:51:33', '<p style="text-align: justify; ">\r\n The formula of life: we are born, we mature, we are educated, we work, we retire and we die. There are only two constants in this equation: we are <strong>born</strong> and we <strong>die</strong>. The richness and tapestry of life between these milestones is a factor of many things, but the main factors are our environment and what we choose to do with our talents and gifts. What we do between the milestones can largely be controlled by ourselves. Just as life has constants, leadership’s two constants are, either you <strong>lead</strong>, or you <strong>follow</strong>. There is nothing in between. All of us at one time or another are followers. Some are chosen to lead and some desire to lead.</p>\r\n\r\n<h3>\r\n <span style="text-align: justify; ">The Need for Leadership</span></h3>\r\n<p style="text-align: justify; ">\r\n As the new millennium begins, the world continues to undergo change. Throughout history change has occurred; however, the present rapidness of change is staggering by comparison to just a decade ago. In just the last several years, we have seen rapid growth in information technology, biotechnology and the expansion of the Internet, providing almost unlimited access to information. Companies have rapidly risen to prominence through new technology. Their financial and personnel growth has been phenomenal. Other more traditional companies have faltered or had to make radical adjustments to the way they conduct business or make decisions. Companies and organizations have had to reinvent themselves to survive or be gobbled up in the merger mania. Competition has become global and very aggressive. Fortunes are made and lost based upon the performance of small groups of people. Growth is being experienced in practically in all disciplines. Change is all about us. Organizations, companies and groups of people must have effective leadership to survive.</p>\r\n<h3 style="text-align: justify; ">\r\n Reflections on Leadership</h3>\r\n<p style="text-align: justify; ">\r\n Historically, senior management has not seen the link between people and bottom line business results. Annual reports are prepared with sentiments such as ‘people are our most important asset’ or that ‘people are our source of competitive advantage,’ but many of these same organizations are reluctant to spend time, money and energy on <span data-scayt_word="programmes" data-scaytid="1">programmes</span> that will help people to perform and contribute to their optimum level. Companies which would not in their wildest dreams allow a major piece of capital equipment to go without repair, maintenance or upgrading allow their people assets to rust and deteriorate in their performance. The problem is neither dishonesty nor malicious, evil disregard for people. The problem is the failure to see the link between people and business results. It is based on a misguided view that ‘strategy’ or ‘process’ is more important than people.</p>\r\n<p style="text-align: justify; ">\r\n What do you think it is that makes a company truly successful? Is it leaders, technology, products, strategy? It can be argued that any company’s business success is a function of all of those factors (and others) working in concert. But in my opinion, the single most important foundation stone of business success today is leadership – especially <em>visionary</em> leadership.</p>\r\n<p style="text-align: justify; ">\r\n Unfortunately, many companies are hobbled by a lack of visionary leadership and the effective process tools that they can use to enhance their critical leadership competency. Executives today face some tough challenges – more complex and demanding than ever. Global forces, e-business, shifts in industry partnerships as well as evolving global networks and alliances challenge both your leadership style and personal insight. When was the last time you had a tune-up of your leadership practices?</p>\r\n<p style="text-align: justify; ">\r\n And finally don’t follow the antiquated notion that only top executives can be leaders. <strong>Leadership should occur at all levels.</strong></p>', 'A Road To Leadership', '', 'inherit', 'open', 'open', '', '4249-revision', '', '', '2011-07-24 16:51:33', '2011-07-24 16:51:33', '', 4249, 'http://invictusleader.com/home/?p=4391', 0, 'revision', '', 0),
(4392, 1, '2013-01-23 17:52:05', '2013-01-23 17:52:05', '<p>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="18">Elangkoh</span></p>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="font-size:16px;"><span style="color: rgb(128, 0, 0);"><em><strong><span style="font-family: ''comic sans ms'', cursive;">“<span style="font-size:18px;">There is no such thing as an uncreative person.”</span></span></strong></em></span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="font-size:16px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="19">Elangkoh</span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Why creativity?</strong></span></div>\r\n<div style="text-align: justify;">\r\n Very little of what is really pushing forward the frontiers of human <span data-scayt_word="endeavour" data-scaytid="20">endeavour</span> and innovation can be achieved without significant creativity, asserts Teresa <span data-scayt_word="Amabile" data-scaytid="21">Amabile</span>, a professor of business administration at Harvard Business School. That is why <span data-scayt_word="Amabile" data-scaytid="22">Amabile</span> identifies creativity as one of the main driving forces of human progress.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Creativity in the wild</strong></span></div>\r\n<div>\r\n In the <span data-scayt_word="1990s" data-scaytid="23">1990s</span>, <span data-scayt_word="Amabile" data-scaytid="24">Amabile</span>, who has over 30 years of research experience, came up with a very creative way to study creativity.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n With the support of an extensive team, she analyzed almost 12,000 daily journal entries from 238 research respondents who were working on creative projects in seven companies in consumer products, high-tech and chemical industries. The research respondents were initially not informed about the purpose of the study; they were merely asked to describe their work and work environment every day during the research period. Unknown to them, <span data-scayt_word="Amabile" data-scaytid="25">Amabile</span> was looking out for moments when people grappled with an issue or came up with a breakthrough; a process she called “creativity in the wild”.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n The findings of her study dispelled some of the common longstanding myths about creativity that had inadvertently led to untapped potential, poorly matched responsibilities and stressed-out employees. <span data-scayt_word="Amabile" data-scaytid="26">Amabile</span> inferred six myths of creativity from her study, as follows:</div>\r\n<div>\r\n </div>\r\n<div>\r\n 1. Creativity Comes From Creative Types</div>\r\n<div>\r\n 2. Money Is a Creativity Motivator</div>\r\n<div>\r\n 3. Time Pressure Fuels Creativity</div>\r\n<div>\r\n 4. Fear Forces Breakthroughs</div>\r\n<div>\r\n 5. Competition Beats Collaboration</div>\r\n<div>\r\n 6. A Streamlined Organization Is a Creative Organization</div>\r\n<div>\r\n </div>\r\n<div>\r\n This article, the first in a series of six articles, will focus on the first myth.</div>\r\n<div />\r\n \r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Myth No. 1: “Creativity Comes From Creative Types”</strong></span></div>\r\n<div>\r\n The million-dollar question for employers and human resource personnel is: Are creative people born or made?</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n In the fields of psychology and management, researchers believe that traits such as <strong>ambiguity tolerance </strong>(AT) and <strong>intolerance to conformity</strong> are associated with creativity. Unfortunately, these traits are hard to pinpoint and tend to be non-transferable across situations.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Creativity is a <strong>cognitive process</strong>, and since we are born with cognition, all of us are able to produce novel, beneficial and diverse ideas, thereby adding value to the whole creative value chain in the organizational context. Stereotyping individuals into those who “look creative” and those who “don’t look creative” would do great disservice to your pool of human capital. That is why discerning leaders understand that there is no such thing as an uncreative person!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Anyone with average intelligence is capable of producing creative work, so instead of limiting creativity to a select group only, leaders should give everyone – from the junior staff to the senior ones, across all departments – equal opportunity to exercise their creativity. But why is this not happening adequately in organizations?</div>\r\n<div style="text-align: justify;">\r\n <br />\r\n In my view, one of the main reasons why organizations fail to fully tap into the creative potential of their employees is because the concept of creativity is so broad that they do not know where to begin or what to begin with.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n To help us understand creativity a little more, I find the <span data-scayt_word="4C" data-scaytid="27">4C</span> Model of Creativity by James C. Kaufman and Ron A. <span data-scayt_word="Beghetto" data-scaytid="28">Beghetto</span> to be useful. The <span data-scayt_word="4Cs" data-scaytid="29">4Cs</span> are as follows:</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (a)<strong> <em>mini-c</em></strong> ("transformative learning" which involves "personally meaningful interpretations of experiences, actions and insights"); </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (b) <strong><em>little-c</em> </strong>(everyday problem solving and creative expression); </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (c) <strong><em>Pro-C </em></strong>(demonstrated by those who are professionally or vocationally creative but not necessarily eminent); and </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (d) <strong><em>Big-C</em></strong> (creativity that is considered eminent in the related field).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n By recognizing the different forms of creativity, leaders can appreciate where the creative strengths of their people are found, and are thus better prepared to coach them accordingly.</div>\r\n<div style="text-align: justify;">\r\n <br />\r\n <span style="color:#000080;"><strong>Removing barriers</strong></span></div>\r\n<div style="text-align: justify;">\r\n From my observation, the top two barriers to creativity are rigidity (<strong>organizational element</strong>) and insecurity (<strong>human element</strong>). The first barrier refers to the rigid rules and structures that organizations consciously and unconsciously impose upon their staff, compelling employees to conform to traditional practices rather than exploring alternative possibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The second barrier consists of the hidden personal issues that people <span data-scayt_word="harbour" data-scaytid="30">harbour</span>, especially the plethora of fears that stem from their own insecurity. These include the fear of violating standards, fear of failure, fear of rejection and so on.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n To help overcome the impediments to creativity, facilitating workshops on personal leadership, creativity and innovation, supplemented by executive coaching, is critical and effective. Leaders can be coached to inspire and engage their employees, while employees can be coached to become more self-driven and to persevere in what they are passionate about. Only then will creativity flourish in organizations and lead to meaningful innovation, even in the toughest times.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <em>To be continued in Part 2 </em></div>', 'The 6 Myths of Creativity in Organizations: The 1st Myth - "Creativity Comes From Creative Types" (Part 1 of 6)', '', 'inherit', 'open', 'open', '', '4270-revision', '', '', '2013-01-23 17:52:05', '2013-01-23 17:52:05', '', 4270, 'http://invictusleader.com/home/?p=4392', 0, 'revision', '', 0),
(4393, 1, '2013-06-29 09:51:23', '2013-06-29 09:51:23', '<p>\r\n by VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="18">Elangkoh</span></p>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="font-size:16px;"><span style="color: rgb(128, 0, 0);"><em><strong><span style="font-family: ''comic sans ms'', cursive;">“<span style="font-size:18px;">There is no such thing as an uncreative person.”</span></span></strong></em></span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="font-size:16px;"> ~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="19">Elangkoh</span></span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Why creativity?</strong></span></div>\r\n<div style="text-align: justify;">\r\n Very little of what is really pushing forward the frontiers of human <span data-scayt_word="endeavour" data-scaytid="20">endeavour</span> and innovation can be achieved without significant creativity, asserts Teresa <span data-scayt_word="Amabile" data-scaytid="21">Amabile</span>, a professor of business administration at Harvard Business School. That is why <span data-scayt_word="Amabile" data-scaytid="22">Amabile</span> identifies creativity as one of the main driving forces of human progress.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Creativity in the wild</strong></span></div>\r\n<div>\r\n In the <span data-scayt_word="1990s" data-scaytid="23">1990s</span>, <span data-scayt_word="Amabile" data-scaytid="24">Amabile</span>, who has over 30 years of research experience, came up with a very creative way to study creativity.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n With the support of an extensive team, she analyzed almost 12,000 daily journal entries from 238 research respondents who were working on creative projects in seven companies in consumer products, high-tech and chemical industries. The research respondents were initially not informed about the purpose of the study; they were merely asked to describe their work and work environment every day during the research period. Unknown to them, <span data-scayt_word="Amabile" data-scaytid="25">Amabile</span> was looking out for moments when people grappled with an issue or came up with a breakthrough; a process she called “creativity in the wild”.</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n The findings of her study dispelled some of the common longstanding myths about creativity that had inadvertently led to untapped potential, poorly matched responsibilities and stressed-out employees. <span data-scayt_word="Amabile" data-scaytid="26">Amabile</span> inferred six myths of creativity from her study, as follows:</div>\r\n<div>\r\n </div>\r\n<div>\r\n 1. Creativity Comes From Creative Types</div>\r\n<div>\r\n 2. Money Is a Creativity Motivator</div>\r\n<div>\r\n 3. Time Pressure Fuels Creativity</div>\r\n<div>\r\n 4. Fear Forces Breakthroughs</div>\r\n<div>\r\n 5. Competition Beats Collaboration</div>\r\n<div>\r\n 6. A Streamlined Organization Is a Creative Organization</div>\r\n<div>\r\n </div>\r\n<div>\r\n This article, the first in a series of six articles, will focus on the first myth.</div>\r\n<div />\r\n \r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n <span style="color:#000080;"><strong>Myth No. 1: “Creativity Comes From Creative Types”</strong></span></div>\r\n<div>\r\n The million-dollar question for employers and human resource personnel is: Are creative people born or made?</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify;">\r\n In the fields of psychology and management, researchers believe that traits such as <strong>ambiguity tolerance </strong>(AT) and <strong>intolerance to conformity</strong> are associated with creativity. Unfortunately, these traits are hard to pinpoint and tend to be non-transferable across situations.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Creativity is a <strong>cognitive process</strong>, and since we are born with cognition, all of us are able to produce novel, beneficial and diverse ideas, thereby adding value to the whole creative value chain in the organizational context. Stereotyping individuals into those who “look creative” and those who “don’t look creative” would do great disservice to your pool of human capital. That is why discerning leaders understand that there is no such thing as an uncreative person!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Anyone with average intelligence is capable of producing creative work, so instead of limiting creativity to a select group only, leaders should give everyone – from the junior staff to the senior ones, across all departments – equal opportunity to exercise their creativity. But why is this not happening adequately in organizations?</div>\r\n<div style="text-align: justify;">\r\n <br />\r\n In my view, one of the main reasons why organizations fail to fully tap into the creative potential of their employees is because the concept of creativity is so broad that they do not know where to begin or what to begin with.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n To help us understand creativity a little more, I find the <span data-scayt_word="4C" data-scaytid="27">4C</span> Model of Creativity by James C. Kaufman and Ron A. <span data-scayt_word="Beghetto" data-scaytid="28">Beghetto</span> to be useful. The <span data-scayt_word="4Cs" data-scaytid="29">4Cs</span> are as follows:</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (a)<strong> <em>mini-c</em></strong> ("transformative learning" which involves "personally meaningful interpretations of experiences, actions and insights"); </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (b) <strong><em>little-c</em> </strong>(everyday problem solving and creative expression); </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (c) <strong><em>Pro-C </em></strong>(demonstrated by those who are professionally or vocationally creative but not necessarily eminent); and </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n (d) <strong><em>Big-C</em></strong> (creativity that is considered eminent in the related field).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n By recognizing the different forms of creativity, leaders can appreciate where the creative strengths of their people are found, and are thus better prepared to coach them accordingly.</div>\r\n<div style="text-align: justify;">\r\n <br />\r\n <span style="color:#000080;"><strong>Removing barriers</strong></span></div>\r\n<div style="text-align: justify;">\r\n From my observation, the top two barriers to creativity are rigidity (<strong>organizational element</strong>) and insecurity (<strong>human element</strong>). The first barrier refers to the rigid rules and structures that organizations consciously and unconsciously impose upon their staff, compelling employees to conform to traditional practices rather than exploring alternative possibilities.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The second barrier consists of the hidden personal issues that people <span data-scayt_word="harbour" data-scaytid="30">harbour</span>, especially the plethora of fears that stem from their own insecurity. These include the fear of violating standards, fear of failure, fear of rejection and so on.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n To help overcome the impediments to creativity, facilitating workshops on personal leadership, creativity and innovation, supplemented by executive coaching, is critical and effective. Leaders can be coached to inspire and engage their employees, while employees can be coached to become more self-driven and to persevere in what they are passionate about. Only then will creativity flourish in organizations and lead to meaningful innovation, even in the toughest times.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <em>To be continued in Part 2 </em></div>', 'The 6 Myths of Creativity in Organizations: The 1st Myth - "Creativity Comes From Creative Types" (Part 1 of 6)', '', 'inherit', 'open', 'open', '', '4270-revision-2', '', '', '2013-06-29 09:51:23', '2013-06-29 09:51:23', '', 4270, 'http://invictusleader.com/home/?p=4393', 0, 'revision', '', 0);
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(4394, 1, '2013-04-02 10:44:26', '2013-04-02 10:44:26', '<p>\r\n <span style="text-align: justify;">by V.S. Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1" style="text-align: justify;">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n In this installment of our six-part series, we will discuss the second myth of creativity in organizations: “Money is a Creativity Motivator”, as espoused by Professor Theresa <span data-scayt_word="Amabile" data-scaytid="2">Amabile</span>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Editorial note: If you missed Part 1, which covered the first myth, please click here: “<a href="http://www.invictusleader.com/home/solutions-innovate/innovate-articles/134-the-6-myths-of-creativity-in-organizations-the-1st-myth-part-1-of-6">Creativity comes from Creative Types</a>”.]</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Since the days of scientific management or <span data-scayt_word="Taylorism" data-scaytid="3">Taylorism</span>, organizations have attempted to correlate staff rewards with staff output. However, research has shown that giving material rewards to employees in direct proportion to their productivity can yield only limited success. Such a pay-per-output approach is only feasible for outputs that are highly tangible, easily measured and unmistakably attributable to a specific person or group. So for instance, if you agree to pay me $1 for every envelope that I seal, then for 100 envelopes that I have sealed, you need to pay me $100 – no argument or ambiguity about that. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the other hand, if you were to offer me monetary incentives for my marketing performance, how would you be able to delineate my achievement clearly and fairly enough to avoid controversy, especially when the achievement involves multiple parties and many other factors?</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Myth No.2: Money is a Creativity Motivator</strong></div>\r\n<div style="text-align: justify;">\r\n The positive impact of extrinsic motivators such as money is only as good as the duration of that incentive. But why can’t an extrinsic motivator help to boost intrinsic motivation as well?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n According to <span data-scayt_word="Amabile" data-scaytid="5">Amabile</span>, material reward is a synergistic extrinsic motivator, which may enhance intrinsic motivation but may not in itself cause maximum creative effort and output. This means the impact of extrinsic motivators is at best fleeting, and at worse, demoralizing to employees when it is no longer available.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That is why Frederick <span data-scayt_word="Herzberg" data-scaytid="7">Herzberg</span> (1923-2000), a former professor of psychology and business management, made a distinction between true motivators and ‘hygiene’ factors in his famous Two-Factor Theory. Money is a classic a hygiene factor – without it, you would be unhappy, but even with more of it, you would be no happier!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Right motivation for Wright brothers’ creativity</strong></div>\r\n<div style="text-align: justify;">\r\n Though they seemed like unlikely candidates for success, the Wright brothers beat other aspiring contenders to be credited with building the world’s first piloted airplane in 1903. The brothers had no college education, no funds except for the proceeds from their humble bicycle shop, and absolutely no public support. In contrast, the brilliant Samuel Langley <span data-scayt_word="Pierpont" data-scaytid="8">Pierpont</span>, who was employed by the Smithsonian Institute, had high education, received generous funding, and could tap from all the great minds among his contemporaries, while he soaked in all the moral support and publicity he could garner through the media that followed him around. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Though <span data-scayt_word="Pierpont" data-scaytid="9">Pierpont</span> had all the resources for success at his disposal, he failed in his mission. What made the difference? It was the Wright brothers’ intrinsic motivation of strong beliefs and personal convictions that spurred their creativity to ultimately produce an innovation that would change the world forever.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n And how sure are we that it was not due to sheer bad luck that <span data-scayt_word="Pierpont" data-scaytid="11">Pierpont</span> failed? As Simon <span data-scayt_word="Sinek1" data-scaytid="13">Sinek<sup>1</sup></span>, author of <em>Start With Why</em>, pointed out, <span data-scayt_word="Pierpont" data-scaytid="14">Pierpont</span> had quit soon after the Wright brothers’ achievements went public. If <span data-scayt_word="Pierpont" data-scaytid="15">Pierpont</span> were truly intrinsically motivated, he would have continued his quest and tried to build an even better airplane than the Wrights’ early model. Instead his resignation revealed that he was more driven by external factors. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Money is merely a byproduct</strong></div>\r\n<div style="text-align: justify;">\r\n <cite>Jon R. <span data-scayt_word="Katzenbach" data-scaytid="18">Katzenbach</span> and <span data-scayt_word="Zia" data-scaytid="19">Zia</span> Khan, authors of the book, </cite><cite>Leading Outside the Lines: How to Mobilize the Informal Organization, Energize Your Team, and Get Better Results</cite>, (www.leadingoutsidethelines.com)<sup>2 </sup>observe that outstanding professional leaders such as Marvin Bower, who built <span data-scayt_word="McKinsey" data-scaytid="20">McKinsey</span> & Co., and John Whitehead, the former co-Chairman and co-Senior Partner of Goldman Sachs, are motivated by the work itself, and that the enduring respect of others greatly surpass money as a measure of accomplishment. For such top achievers, money is usually a secondary byproduct.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Motivating with money can backfire!</strong></div>\r\n<div style="text-align: justify;">\r\n <span data-scayt_word="Amabile’s" data-scaytid="21">Amabile’s</span> famous diary study (first described in Part 1 of this series) showed that the majority of participants reported that they were not motivated by rewards on a daily basis. Interestingly, the few who did report spending a lot of time mulling over their bonuses were the ones who were doing very little creative thinking! People can become so worried that a wrong move they make may affect their compensation, so they become risk averse and hamper their own creativity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n More dangerously, an overdependence on using money as a motivator can erode one’s emotional commitment towards one’s true mission, to the extent that money becomes the primary goal itself. Gradually, the primary goal turns into sheer greed, leading to a self-serving addiction that can derail one’s sense of integrity. We have seen such cases manifesting as financial scandals that strike even among the top echelons of the corporate world.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n So the next time your organization is thinking about implementing money as a motivator of desirable <span data-scayt_word="behaviour" data-scaytid="22">behaviour</span> such as creativity, think again!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>What to do instead?</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(a)</strong><strong>Leverage on emotional motivators</strong></div>\r\n<div style="text-align: justify;">\r\n Sparingly and wisely use money as a reward or motivator, and where possible, leverage on emotional sources of motivation instead. Emotional motivators are much more powerful and effective. <span data-scayt_word="Katzenbach" data-scaytid="23">Katzenbach</span> and Khan remind us that in the organizational context, emotional motivation is best conveyed informally through the respect of peers, admiration of subordinates, approval from one''s friends and community, etc.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(b)</strong><strong>Use money only for short-term <span data-scayt_word="behaviour" data-scaytid="25">behaviour</span> change </strong></div>\r\n<div style="text-align: justify;">\r\n It doesn’t mean that you totally cut out money in your reward and compensation scheme. Just be mindful that money is most effective for motivating short-term <span data-scayt_word="behaviour" data-scaytid="26">behaviour</span> change, but not so effective when it comes to enduring institutional accomplishments, advise <span data-scayt_word="Katzenbach" data-scaytid="27">Katzenbach</span> and Khan.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(c)</strong><strong> Provide a conducive environment for creativity</strong></div>\r\n<div style="text-align: justify;">\r\n This may sound obvious is much more easily said than done. As we have noted, it’s not all about money.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Although people need to feel that they are being fairly compensated, they place far greater significance on a work environment where creativity is supported, valued and recognized, as the participants in <span data-scayt_word="Amabile’s" data-scaytid="31">Amabile’s</span> study have attested.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n In reality, many organizations – especially those aligned to traditional Asian culture – are unable to “let go” of their employees. They are fearful that employees might abuse the free time allocated to them for contemplation and creative thinking. To them, abstract thinking sessions during office hours seem wasteful or unfruitful compared to time better spent in producing tangible outputs. It’s not that these organizations don’t know the value of creativity – they just want it for free and they want it fast!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>(d)</strong><strong>Match employees to projects on the basis of their experience AND interests</strong></div>\r\n<div style="text-align: justify;">\r\n Employees desire the opportunity to deeply engage in their work and achieve authentic progress. That’s why <span data-scayt_word="Amabile" data-scaytid="33">Amabile</span> recommends that leaders match their people to projects that interest the latter, not merely according to work experience.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Employees are able to express optimal creativity only when they truly feel connected to their work and can prove themselves. If the assignment proves too easy or too difficult, employees will become bored or frustrated. To summarize, leaders must know how to strike the right balance when delegating assignments to their people in order for creativity to flourish.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <em>To be continued in Part 3</em></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n References:</div>\r\n<div style="text-align: justify;">\r\n 1 <a href="http://www.youtube.com/watch?v=qp0HIF3SfI4" target="_blank">http://www.youtube.com/watch?v=<span data-scayt_word="qp0HIF3SfI4" data-scaytid="35">qp0HIF3SfI4</span></a></div>\r\n<div style="text-align: justify;">\r\n 2 <a href="http://www.forbes.com/2010/04/06/money-motivation-pay-leadership-managing-employees.html">http://www.forbes.com/2010/04/06/money-motivation-pay-leadership-managing-employees.html</a></div>', 'The 6 Myths of Creativity in Organizations: The 2nd Myth - "Money is a Creativity Motivator" (Part 2 of 6)', '', 'inherit', 'open', 'open', '', '4271-revision', '', '', '2013-04-02 10:44:26', '2013-04-02 10:44:26', '', 4271, 'http://invictusleader.com/home/?p=4394', 0, 'revision', '', 0),
(4395, 1, '2013-04-27 08:56:19', '2013-04-27 08:56:19', '<div style="text-align: justify;">\r\n <br />\r\n <span style="font-size: 16pt; font-family: Forte; color: rgb(23, 54, 93); background-position: initial initial; background-repeat: initial initial;">“I came to office with one deliberate intent – to change Britain from a dependent to a self-reliant society, from a give-it-to-me to a do-it-yourself nation.” </span></div>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n <span style="font-size: 14pt; font-family: Cambria, serif; background-position: initial initial; background-repeat: initial initial;"> ~ Margaret Thatcher </span></p>\r\n<p align="right" style="margin: 0in 0.5in 0.0001pt 0in; text-align: right; vertical-align: baseline; background-position: initial initial; background-repeat: initial initial;">\r\n </p>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <img src="http://ts2.mm.bing.net/th?id=H.4711829240086747&pid=15.1" style="margin-left: 10px; margin-right: 10px; float: right; width: 133px; height: 179px;" />Baroness Thatcher of <span data-scayt_word="Kesteven" data-scaytid="1">Kesteven</span> – best known to the world as Margaret Thatcher – was born Margaret Hilda Roberts but adopted her husband’s surname when she married Sir Denis Thatcher (1915-2003) in 1951. One of the most dominant leaders in the <span data-scayt_word="20th" data-scaytid="2">20<sup>th</sup></span> century, Mrs Thatcher started off as a research chemist with a Master’s degree from Oxford University, before attending law school and qualifying as a barrister in 1954, a year after her twin children were born.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Not only was Thatcher the first female prime minister of Britain (and only one so far), she was also the longest-serving British premier in the postwar era. In office for three consecutive terms from May 1979 till she stepped down in November 1990, Thatcher was famously <span data-scayt_word="labelled" data-scaytid="5">labelled</span> the “Iron Lady” by the Soviet press after delivering a hard-lined speech in 1976.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The iron-willed Thatcher revealed that she loved argument and debate. Declaring in 1980 that, “I don''t expect anyone just to sit there and agree with me – that''s not their job,” Thatcher expected others to be tough on her too.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Who can truly blame Thatcher for being unyielding when she was the woman with the iron task of reducing high unemployment, curbing inflation and tackling the ongoing recession? It was an extremely challenging role that earned her either admiration or antipathy from supporters and critics respectively. But she stood firm, even surviving a 1984 bomb assassination attempt by the IRA, and led the country to economic recovery.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Upon her retirement from the Commons in 1992, she was given a life peerage as Baroness Thatcher of <span data-scayt_word="Kesteven" data-scaytid="6">Kesteven</span> in the County of Lincolnshire, which entitled her to sit in the House of Lords. In 1995 Thatcher became a member of the Order of the Garter, the highest order of knighthood in England.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Indeed Thatcher was a leader in many different respects but among all these, there were three major leadership roles she undertook that were the most important in her life: wife and mother; head of one of the most influential nations in the world; and philanthropist.</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>As a wife and mother</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n "Any woman who understands the problems of running a home will be nearer to understanding the problems of running a country." </div>\r\n<div style="text-align: justify;">\r\n ~ Margaret Thatcher (1979 – the year she became Prime Minister of Britain)</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n That Mr and Mrs Thatcher had remained married for 52 years before the former’s death in 2003 is testament to her belief in traditional family values such as lifelong matrimony and fidelity. Though Denis Thatcher sometimes referred to his wife as “The Boss”, Mrs Thatcher admitted that she would never have been able to be Prime Minister for those 11½ years had it not been for Denis.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Besides adoring her husband and their twin children, Mark and Carol, Thatcher also shared during an interview in the late <span data-scayt_word="1990s" data-scaytid="12">1990s</span> that her “greatest delight” was “when my daughter-in-law sends me photographs of the grandchildren. Apart from seeing them in the flesh, that is the greatest pleasure I have in the whole year, far exceeding everything else.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="font-size:14px;"><span style="color: rgb(0, 0, 128);"><strong>As the head of state</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n "I am not a consensus politician. I''m a conviction politician." </div>\r\n<div style="text-align: justify;">\r\n ~ Margaret Thatcher (1975)</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Thatcher began her political career as a Conservative party member of parliament for <span data-scayt_word="Finchley" data-scaytid="13">Finchley</span> (North London) in 1959. Undaunted by the male-dominated field, she boldly declared in 1965 that, <strong>“In politics, if you want something said, ask a man; if you want to get something done, ask a woman.”</strong></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Despite her confidence, Thatcher never expected to become Prime Minister. Just two years before she took over as the Conservative Party leader in 1974, Thatcher had stated on the BBC, “I don''t think there will be a woman prime minister in my lifetime.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n How wrong she was! At Britain’s general election on 3 May 1979, the Conservatives came to power and the next day, Thatcher created history.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Thatcher entered office at a time when Britain was facing a major recession. She knew she had to take decisive drastic measures.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n “The basic economic reality is that we cannot pay ourselves more than we earn. Here in Britain, at long last, we may have grasped the point that deficit financing cannot and will not bring about long-term prosperity,” was her steadfast assertion.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Unfortunately, the transition was excruciating. As Thatcher privatized state-owned industries and utilities, reformed trade unions, lowered taxes and slashed public spending across the board, her policies did succeed in reducing inflation but led to soaring unemployment. Her popularity plummeted – the price Thatcher had to pay for austerity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n When the opposition pressured Thatcher to back down on her harsh policies, she was unfazed. At the Conservative party congress on 10 October 1980, she calmly announced, “To those waiting with bated breath for that <span data-scayt_word="favourite" data-scaytid="14">favourite</span> media catchphrase, the ''U-turn,'' I have only one thing to say: ''You turn if you want to. The lady''s not for turning.'' "</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Fate intervened when the Falklands incident in 1982 gave Thatcher the opportunity to flex Britain’s sovereignty in the world arena, while proving that she was a leader to be reckoned with. As Britain emerged victors in the <a href="http://en.wikipedia.org/wiki/Falklands_War" title="Falklands War">Falklands War</a>, there was a resurgence of support, resulting in her re-election in 1983.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n On the international front, Thatcher developed a longstanding personal alliance with US President Ronald Reagan and later fostered good rapport with Soviet President Mikhail Gorbachev when he came to power in 1988. These links were instrumental in halting the dreaded arms race of the <span data-scayt_word="1980s" data-scaytid="15">1980s</span>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n During Thatcher’s third term after being re-elected in 1987, her controversial policies led to her resignation on 28 November 1990. By the time Thatcher left office, the principles of <span data-scayt_word="“Thatcherism”" data-scaytid="16">“Thatcherism”</span> – that economic freedom and individual liberty are interdependent, that personal responsibility and hard work are the only ways to national prosperity, and that free-market democracies must stand firm against aggression – had garnered many followers. As Tony Blair acknowledged in his 2010 autobiography, <em>A Journey</em>, “Britain needed the industrial and economic reforms of the Thatcher period”.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <span style="color:#000080;"><span style="font-size: 14px;"><strong>As a philanthropist</strong></span></span></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n “This woman is headstrong, obstinate and dangerously self-opinionated.”</div>\r\n<div style="text-align: justify;">\r\n ~ <span data-scayt_word="ICI" data-scaytid="17">ICI</span> personnel department assessment, rejecting a job application by the then Margaret Roberts in 1948</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n People either loathed or loved Thatcher. To her supporters, she was strong-willed for all the right reasons. Her desire to change the world for the better did not end with her withdrawal from premiership. She decided to further the kind of values she personally fought for by establishing the Margaret Thatcher Foundation in 1992.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n As a non-profit educational organization that collects funds wholly through private philanthropy, the Foundation aspires to advance the cause of political and economic freedom, especially in the newly liberated countries of Central and Eastern Europe. The Foundation has raised funds to help finance projects that promote Western business, legal and technical education in those nations.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n The Internet is rife with widely divisive views about Thatcher and <span data-scayt_word="Thatcherism" data-scaytid="18">Thatcherism</span>, but regardless of whether or not she was “right”, she has left a legacy that inspires leaders to be unwavering in the values they stand for. And to those who think she was hard-core tough, her speech writer Sir Ronald Millar reveals that Thatcher was much tougher on her ministers than on others, “The more humble the position, the nicer she was [to them].”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Surprised? Ironically, no!</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>References</strong></div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.bbc.co.uk/history/people/margaret_thatcher">http://www.bbc.co.uk/history/people/<span data-scayt_word="margaret_thatcher" data-scaytid="19">margaret_thatcher</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.bbc.co.uk/news/uk-politics-10377842">http://www.bbc.co.uk/news/<span data-scayt_word="uk-politics-10377842" data-scaytid="20">uk-politics-10377842</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.guardian.co.uk/politics/2013/apr/16/margaret-thatcher-grandchildren">http://www.guardian.co.uk/politics/2013/<span data-scayt_word="apr" data-scaytid="21">apr</span>/16/<span data-scayt_word="margaret-thatcher-grandchildren" data-scaytid="22">margaret-thatcher-grandchildren</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.cbc.ca/news/world/story/2013/04/08/margaret-thatcher-england-dead.html">http://www.cbc.ca/news/world/story/2013/04/08/margaret-thatcher-england-dead.html</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.usnews.com/news/articles/2013/04/08/three-economic-lessons-from-margaret-thatcher">http://www.usnews.com/news/articles/2013/04/08/<span data-scayt_word="three-economic-lessons-from-margaret-thatcher" data-scaytid="23">three-economic-lessons-from-margaret-thatcher</span></a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.margaretthatcher.org/about/default.asp">http://www.margaretthatcher.org/about/default.asp</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <a href="http://www.philanthropydaily.com/margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy/comment-page-1/">http://www.philanthropydaily.com/<span data-scayt_word="margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy" data-scaytid="24">margaret-thatcher-and-antony-fisher-free-markets-and-philanthropy</span>/comment-page-1/</a></div>', 'The Woman with the Iron Task: Tribute to Margaret Thatcher (13 October 1925 – 8 April 2013)', '', 'inherit', 'open', 'open', '', '4248-revision', '', '', '2013-04-27 08:56:19', '2013-04-27 08:56:19', '', 4248, 'http://invictusleader.com/home/?p=4395', 0, 'revision', '', 0),
(4396, 1, '2013-01-23 17:42:19', '2013-01-23 17:42:19', '<div>\r\n <br />\r\n <img src="http://t3.gstatic.com/images?q=tbn:ANd9GcSLrrdpakg3yXF4BO0kDNgnhrGhYCOIzq1-o9Xr9WsPGNNTE8i-MUSnuPESgQ" style="float: right; width: 100px; height: 150px; margin-left: 8px; margin-right: 8px;" /></div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim <span data-scayt_word="Keng" data-scaytid="1">Keng</span> <span data-scayt_word="Yaik’s" data-scaytid="2">Yaik’s</span> 40 years of public service began in 1968 after he received his medical qualification from Queen’s University Belfast in Northern Ireland and <span data-scayt_word="practised" data-scaytid="3">practised</span> medicine for a brief period. He was the Minister of Primary Industries from 1986 to 2004, and the Minister of Energy, Water & Communications from 2004 till his retirement from politics in 2008.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Most Malaysians know Tun Dr Lim best as the inimitable, long-serving President of <span data-scayt_word="Parti" data-scaytid="4">Parti</span> <span data-scayt_word="Gerakan" data-scaytid="5">Gerakan</span> <span data-scayt_word="Rakyat" data-scaytid="6">Rakyat</span> Malaysia, the third largest component party of the ruling coalition, from 1980 to 2007. In 2011, Tun Dr Lim was appointed the second Chancellor of <span data-scayt_word="Wawasan" data-scaytid="7">Wawasan</span> Open University. He also held the distinction of being among the handful of Chinese Malaysians who had been conferred the title “Tun” – arguably, the nation’s most prestigious award – by the Yang <span data-scayt_word="DiPertuan" data-scaytid="8">DiPertuan</span> <span data-scayt_word="Agong" data-scaytid="9">Agong</span> (King of Malaysia).</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim will always be known for his trademark blend of bold <span data-scayt_word="candour" data-scaytid="10">candour</span>, ardent <span data-scayt_word="fervour" data-scaytid="11">fervour</span> and strong character. While many Malaysian leaders choose the common road of compliance and conventionality, Tun Dr Lim opted for the road less <span data-scayt_word="travelled" data-scaytid="12">travelled</span>.</div>\r\n<div />\r\n \r\n</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong><span data-scayt_word="Candour" data-scaytid="14">Candour</span></strong></div>\r\n<div style="text-align: justify;">\r\n Though some might have considered Tun Dr Lim to be brash, others appreciated his forthrightness. His <span data-scayt_word="candour" data-scaytid="13">candour</span> was demonstrated in different forms – as down-to-earth <span data-scayt_word="humour" data-scaytid="16">humour</span> to connect with the ordinary folk, as a cutting-edge source of information to journalists, and as razor-sharp wit to slice through any bureaucratic hogwash. He spoke off-the-cuff from the heart, with no censorship or curry <span data-scayt_word="favouring" data-scaytid="17">favouring</span>. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n In Malaysian politics, it is not uncommon for members of the Opposition to be outspoken, while members of the ruling party quietly toe the line. That is why Tun Dr Lim will always be remembered for being one of the rare voices within the ruling party who dared to speak up against Government policies if he felt that they were detrimental to the people’s well-being. This was especially true during the tenure of former Prime Minister Tun Dr <span data-scayt_word="Mahathir" data-scaytid="21">Mahathir</span> <span data-scayt_word="Mohamad" data-scaytid="22">Mohamad</span> whose Cabinet ministers were perceived to be “docile and submissive”<sup>1</sup>.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Even leaders from the other side of the political divide concede that Tun Dr Lim was a man of bold <span data-scayt_word="candour" data-scaytid="18">candour</span>. Nicknamed <em>saw <span data-scayt_word="chai" data-scaytid="23">chai</span> <span data-scayt_word="yee" data-scaytid="24">yee</span> <span data-scayt_word="sheng" data-scaytid="25">sheng</span></em> (a Cantonese term meaning “comical doctor”) by his friends for his hilarious remarks and gestures, Tun Dr Lim was naturally adept at weaving <span data-scayt_word="humour" data-scaytid="20">humour</span> into the most serious of issues. Deep down he was more than just a jovial personality; he was a shrewd leader who was very comfortable the way he was.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong><span data-scayt_word="Fervour" data-scaytid="27">Fervour</span></strong></div>\r\n<div style="text-align: justify;">\r\n Tun Dr Lim was fervent in his work, which was evident from his in-depth knowledge of the country’s commodities, plantations and utilities. He knew his facts and figures like the back of his hand. No question from any colleague, counterpart or journalist was too daunting for him. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n As the Minister in charge of the country’s plantation industries and commodities for almost 20 years, the astute negotiator was instrumental in not only looking after the welfare of local <span data-scayt_word="smallholders" data-scaytid="29">smallholders</span>, but also in propping up global rubber prices during the market crash in 1999 and popularizing palm oil throughout the world. His contribution towards Malaysia’s transition from an agro-based nation to an industrialized one was significant.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Overseeing the energy, water and communications ministry in the years before his retirement, Tun Dr Lim had helped to restructure the fragmented water industry, and was even so resolute as to warn the telecommunications industry captains to shape up.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n When it came to work ethic, Tun Dr Lim was exacting. The fiery orator would not hesitate to reprimand slacking officials for their sub-par performance whenever the need arose, even if it meant doing so in the presence of others.<sup>2</sup> His conviction for maintaining standards was reflective of his own commitment to the same standards that he held others accountable for.</div>\r\n<div>\r\n </div>\r\n<div>\r\n <strong>Character</strong></div>\r\n<div style="text-align: justify;">\r\n Beneath Tun Dr Lim’s so-called forceful <span data-scayt_word="demeanour" data-scaytid="30">demeanour</span> was a character that was conscientious and concerned about the people he was serving. What had shaped his character was in no small part due to his experience living in a boarding school since he was seven years of age. Leaving home at such a young age, Tun Dr Lim experienced tremendous character building. He learnt how to be independent, to socialize, to forge meaningful ties with others, to live harmoniously in a multiracial community, and to consider the needs of others instead of being <span data-scayt_word="self-centred" data-scaytid="31">self-centred</span>. This growth and development process would have a significant positive impact on his political perspective later on in life.<sup>3</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Though departed, the courageous and humorous voice of Tun Dr Lim will always remain in our memories. May his lively example of leadership continue to live on in the leaders after him; may the way he wielded his oratorical skills to deliver his core message inspire us to be unwavering in the worthy cause we stand for.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div>\r\n <strong>References</strong></div>\r\n<div>\r\n 1. <a href="http://www.themalaysianinsider.com/litee/malaysia/article/keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour">http://www.themalaysianinsider.com/<span data-scayt_word="litee" data-scaytid="32">litee</span>/<span data-scayt_word="malaysia" data-scaytid="33">malaysia</span>/article/<span data-scayt_word="keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour" data-scaytid="34">keng-yaik-a-malaysian-minded-politician-best-remembered-for-razor-wit-and-earthy-humour</span></a></div>\r\n<div>\r\n </div>\r\n<div>\r\n 2. <a href="http://www.nst.com.my/opinion/editorial/a-razor-wit-who-cared-1.190323">http://www.nst.com.my/opinion/editorial/a-razor-wit-who-cared-1.190323</a></div>\r\n<div>\r\n </div>\r\n<div>\r\n 3. <a href="http://www.thenutgraph.com/lim-keng-yaik-a-malaysia-of-floating-dichotomies">http://www.thenutgraph.com/<span data-scayt_word="lim-keng-yaik-a-malaysia-of-floating-dichotomies" data-scaytid="35">lim-keng-yaik-a-malaysia-of-floating-dichotomies</span></a></div>', 'Taking the Road Less Travelled: A Tribute to Tun Dr Lim Keng Yaik (8 April 1939–22 December 2012), Leader with Candour, Fervour and Character', '', 'inherit', 'open', 'open', '', '4247-revision', '', '', '2013-01-23 17:42:19', '2013-01-23 17:42:19', '', 4247, 'http://invictusleader.com/home/?p=4396', 0, 'revision', '', 0),
(4397, 1, '2012-10-24 05:31:17', '2012-10-24 05:31:17', '<h4>\r\n <strong>Tribute to Neil Alden Armstrong (1930-2012)</strong></h4>\r\n<div style="text-align: justify; ">\r\n <em>“Fate has ordained that the men who went to the moon to explore in peace will stay on the moon to rest in peace. . . In ancient days, men looked at the stars and saw their heroes in the constellations. In modern times, we do much the same, but our heroes are epic men of flesh and blood.”</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img src="http://www.themoralliberal.com/wp-content/uploads/2012/08/Neil-Armstrong-1969-Public-Domain-photo-235x300.jpg" style="float: right; height: 156px; width: 122px; margin-left: 10px; margin-right: 10px; " />The stakes were extremely high – human lives, top government dollars, and national reputation. Even a moving eulogy (as depicted in the excerpt above) was prepared in advance for President Richard Nixon to deliver, just in case the USA’s maiden mission to the moon failed.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n On the contrary, half a billion people who were glued to their black-and-white televisions that fateful 20 July 1969, witnessed Neil Armstrong planting his left foot on the moon''s surface and uttering his most famous quote, "That''s one small step for (a) man, one giant leap for mankind."</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n As we reflect on Armstrong’s life, we want to focus on his leadership attributes. There are many we can think of, but we shall use a befitting acronym, SPACE, to distill five selected attributes.</div>\r\n<div />\r\n \r\n</div>\r\n<div>\r\n </div>\r\n<h4>\r\n <strong>S – Service: Armstrong served a cause greater than himself.</strong></h4>\r\n<div style="text-align: justify; ">\r\n It would be inconceivable for any book on the history of the world to omit Armstrong’s stellar feat. Even before he was roped into the rigorous space and lunar programmes, Armstrong had already proven his mettle in the Korean War.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n His family described him as “a reluctant hero who always believed he was just doing his job.” In other words, he served a greater cause beyond himself. <em><strong>Fame was merely the price to pay, not the prize to play.</strong></em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Looking at the industry we work in, do we find many leaders today whom we can truly describe as serving a greater cause than their own selves?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>P – Passion: Armstrong had passion for what he did.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong’s passion for flying was evident from young. By the time he was 15, he could fly – even before he got his driver’s licence.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n “He remained an advocate of aviation and exploration throughout his life and never lost his boyhood wonder of these pursuits,” Armstrong’s family stated in an official statement released upon his death.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n While Armstrong was pursuing engineering at Purdue University on a Navy scholarship, the Korean War erupted and interrupted his studies. Called to serve as a Navy fighter pilot, Armstrong flew a total of 78 combat missions, including one from which he was forced to eject. The hazards of flying did not quench his passion for soaring high.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n After his Navy stint, Armstrong returned to Purdue to immerse himself more earnestly in his passion for aeronautical engineering. His passion, coupled with dedication and hard work, earned him impressive grades that led to an illustrious career.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>What is the passion you have, which consumes you so much that you would dedicate your life to fulfilling it?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4 style="text-align: justify; ">\r\n <strong>A – Adventurous: Armstrong was adventurous, eager to learn and try out new things.</strong></h4>\r\n<div style="text-align: justify; ">\r\n The adventurous Armstrong yearned to be someone who contributed to making history. In an interview with his biographer, James R. Hansen, Armstrong revealed that when he was a freshman, he felt disappointed that Charles Yeager had already broken the sound barrier in flight, simply because he thought he had been born a generation "too late".</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But little did Armstrong know then that he himself was poised to make greater history! Armstrong not only became the first man to walk on the moon, but also had the distinction of being the first American civilian astronaut to fly in space when he commandeered Gemini 8 with his co-pilot, David R. Scott, in 1966.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>How many of us would dare to venture out beyond our comfort zone? How many of us are prepared for personal and organizational breakthroughs?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>C – Competent: Armstrong was competent in his field of expertise.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong’s contemporaries acknowledged that his engineering skills were outstanding. Fellow test pilot Milt Thompson hailed Armstrong as “the most technically capable of the early X-15 pilots.” Another colleague, Bill Dana, attested to Armstrong’s superior learning capabilities and photographic memory.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n When faced with imminent danger, Armstrong was able to stay in control. His first journey into space in 1966 nearly ended in disaster, but Armstrong kept his cool and successfully steered the spacecraft home safely despite a malfunctioning thruster rocket that had spun out of control.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Do your colleagues and associates think you are competent? Are you competent enough to execute your responsibilities and to inspire others? </strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h4>\r\n <strong>E – Ethical: Armstrong had strong work ethics.</strong></h4>\r\n<div style="text-align: justify; ">\r\n Armstrong demonstrated strong work ethics. After leaving the space programme, he was cautious not to do anything that might tarnish or undermine the monumental achievement he was linked to.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Despite having many opportunities to exploit his fame, Armstrong chose to stay in the background. He was not publicity hungry and rarely granted interviews. Instead, he remained gracious and humble, even feeling guilty that he had received all the acclaim for an effort that involved “…400,000 people to send him to the moon; thousands of the world’s best engineers, scientists, researchers, support staff, and even seamstresses who carefully stitched together the space suits required to withstand extreme temperatures,” a heartfelt sentiment of Armstrong that was reported by <a href="http://www.forbes.com/sites/carminegallo/2012/08/26/my-dinner-with-neil-armstrong/">Carmine Gallo at Forbes</a>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n o <span style="color:#000080;"><strong>Do you practise good work ethics? Have you been the victim of poor work ethics? For example, how often has your idea or work been hijacked by a colleague who conveyed it the boss as his or her own, without giving you credit for your contribution?</strong></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding thoughts</strong></div>\r\n<div style="text-align: justify; ">\r\n How many leaders do you personally know who can stand up to the SPACE criteria? Though our leadership space may not span the heights that Armstrong scaled, the way we conduct ourselves in our space at the workplace and in society, is just as important. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n As our bashful SPACE man rests in peace in a different dimension, his lunar legacy will live on in our imagination, and constantly be re-lived through documentaries, encyclopaedias and countless publications. Farewell, Armstrong! Not even death can eclipse your achievements in life.</div>', 'Lessons from the SPACE man', '', 'inherit', 'open', 'open', '', '4246-revision', '', '', '2012-10-24 05:31:17', '2012-10-24 05:31:17', '', 4246, 'http://invictusleader.com/home/?p=4397', 0, 'revision', '', 0);
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(4398, 1, '2012-07-17 10:40:23', '2012-07-17 10:40:23', '<p>\r\n <em>"Remember, to learn and not to do is really not to learn.</em></p>\r\n<div>\r\n <em>To know and not to do is really not to know." </em></div>\r\n<div>\r\n <em> ~ Stephen R. Covey</em></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/Stephen_R_Covey.jpg" style="width: 186px; height: 280px; float: right; margin: 5px 16px; " />We shall always remember <strong>Stephen R. Covey (24 October 1932–16 July 2012)</strong> as the man who brought us the “7 Habits” genre of value-centric personal development and leadership excellence. Covey’s bestseller, <em><strong>The 7 Habits of Highly Effective People</strong>, </em>which was first published in 1989, has sold over 25 million copies in 38 languages, including a <span data-scayt_word="15th" data-scaytid="1">15<sup>th</sup></span> anniversary edition released in 2004. In August 2011, <em>Time</em> magazine listed <em>The 7 Habits</em> as one of "The 25 Most Influential Business Management Books".</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Arguably, no other non-fiction book has generated so many title spin-offs and parodies – from 7 habits in various aspects of one’s lifestyle to 7 habits in areas of self-help – than Covey’s original <em>The 7 Habits</em> book. But beyond the adage that “Imitation is the best form of flattery”, the real measure of success is how powerfully Covey’s work has impacted others. It would not be far-fetched to say that the priceless essence of Covey’s “7 Habits” now inhabits the minds and hearts of millions around the world.</div>\r\n<div />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Other well-known books that Covey authored include <em>First Things First</em>, <em>Principle-Centered Leadership </em>and <em>The Seven Habits of Highly Effective Families</em>. In 2004, Covey released <em>The <span data-scayt_word="8th" data-scaytid="5">8<sup>th</sup></span> Habit</em> while in 2008, he released <em>The Leader In Me – How Schools and Parents Around the World Are Inspiring Greatness, One Child at a Time</em>. At the crux of Covey’s teaching is the firm belief in core values and principles, which reflects his own high standards of integrity.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Even as he advocated continuous learning through knowledge attainment in concord with practical action, Covey himself was a perennial learner both in life and in academia. He earned a B.Sc. in Business Administration from the University of Utah, an MBA from Harvard University, and the Doctor of Religious Education (<span data-scayt_word="DRE" data-scaytid="6">DRE</span>) from Brigham Young University. In recognition of his extensive work contribution, Covey was awarded ten honorary doctorates. Covey also served as a professor at the Jon M. Huntsman School of Business at Utah State University.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n What better acknowledgement can we give Covey than a recap of his “7 Habits” here? It was the “7 Habits” that propelled him to global fame, not for fame’s sake itself, but because those principles struck a chord deep within us and resonated with the truth we know.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<ul>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 1: Be Proactive</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 2: Begin with the End in Mind</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 3: Put First Things First</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 4: Think Win-Win</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 5: Seek First to Understand, Then to be Understood</strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 6: <span data-scayt_word="Synergize" data-scaytid="7">Synergize</span></strong></li>\r\n <li style="text-align: justify; ">\r\n <strong>Habit 7: Sharpen the Saw</strong></li>\r\n</ul>\r\n<div style="text-align: justify; ">\r\n Though Covey has left us, his works will endure for generations to come. Thank you, Covey, for showing us how we can develop a healthy habitude for effective living, learning and leading.</div>', 'Tribute to Stephen R. Covey', '', 'inherit', 'open', 'open', '', '4245-revision', '', '', '2012-07-17 10:40:23', '2012-07-17 10:40:23', '', 4245, 'http://invictusleader.com/home/?p=4398', 0, 'revision', '', 0),
(4399, 1, '2012-05-10 06:04:16', '2012-05-10 06:04:16', '<p>\r\n <span style="text-align: justify; ">by Dr Barbara </span><span data-scayt_word="Tey" data-scaytid="1">Tey</span></p>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <em><img alt="alt" src="images/stories/Castillo - indifferent woman showing her palm.jpg" style="margin-left: 6px; margin-right: 6px; float: right; width: 188px; height: 125px; " />“He has a right to criticize, who has a heart to help.” ~ Abraham Lincoln</em></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The day will come when even the nicest and most tolerant among us will criticize and be criticized. As a leader, manager, colleague, parent, teacher or friend, we need to learn how to not only give but also take criticism; otherwise, we risk ruining relationships, which in turn, upsets the working or living environment. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n While criticism is not uncommon, there is something particularly delicate about this form of communication – or “corrective feedback” as it is <span data-scayt_word="labelled" data-scaytid="2">labelled</span> in some organizations – simply because it pinpoints people’s shortcomings, which may wound their ego or threaten their comfort zone. The problem is exacerbated because many of us are thin-skinned and bristle when criticism is <span data-scayt_word="levelled" data-scaytid="3">levelled</span> at us.</div>\r\n<div style="text-align: justify; " />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n Even the strongest among us have some sort of personal reaction towards criticism. Although the criticism may be sincere, valid and constructive, we cannot help experiencing an immediate involuntary emotional reaction – thanks to our physiology – before our rational side takes over to normalize our emotions. Just like the injection your doctor gives you – it may be beneficial, but no one can deny feeling that first uncomfortable prick which punctures the skin.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Sometimes, we are taken aback by criticism (because we were unconscious of our blind spots), or we feel a little disappointed (“I didn’t do well enough!”) at our own inadequacies. And if we don’t have a close relationship with the criticizer, it is easy to feel resentful because we think the criticizer has no right to pass judgment on us, whether or not the criticism is justifiable.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Nevertheless, no one can play Mr/Ms Nice Person all the while – no matter how sparing we are with our criticism, there are occasions when we simply have no choice but to deliver it. Fortunately, there are specific positive approaches that experts recommend to minimize any hard or hurt feelings.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Request for specific future change</strong></div>\r\n<div style="text-align: justify; ">\r\n Psychologist Clifford N. Lazarus, PhD, advises us to frame criticism in the form of a request for a specific positive change in the future, as opposed to condescending statements that describe the current negative situation. For instance, instead of saying, “You’re such a laggard! Don’t you know how long you’ve kept us all waiting?” a far better way to put it would be, “In the future, please be punctual for meetings.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Sandwich method</strong></div>\r\n<div style="text-align: justify; ">\r\n Just as a sandwich has three layers, this popular technique consists of three steps. First, praise is given; then the criticism or corrective feedback follows, concluding with more praise. For example, “John, you did very well with our customers last week. But this week the training session seemed a little less lively. I am confident that with a bit more interaction during the presentation, the customers will be so eager to participate.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, many bosses use this technique so often that employees already expect the routine. Once the boss starts praising an employee, the latter will automatically anticipate the criticism that must surely follow.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To deter such unproductive conditioned thinking, bosses should show genuine appreciation to their employees at other times, too, and not just as a platform to deliver criticism. Criticism coming from a caring, appreciative boss is definitely more effective than criticism from one who praises with hidden motives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>“I-statements” versus “You-statements”</strong></div>\r\n<div style="text-align: justify; ">\r\n Spewing statements such as, “You always wait for others to do the job!” or “You never take the initiative to improve!” will only make the other person defensive and cause him or her to retaliate. When imparting criticism, statements that are filled with many “You’s” tend to be more accusatory in nature.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Instead, <span data-scayt_word="practise" data-scaytid="4">practise</span> using more “I-statements” to skillfully deliver constructive criticism. For instance, we could say to a colleague who tends to keep to himself, “I am really at a disadvantage without my co-workers’ input. I would really appreciate it if you could share with me your views to help make this project a greater success.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, the way you criticize tells others a lot about you. If you care for your people, you will respect them enough to protect their sensitivities while guiding them to become better, more confident employees.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Criticism requires both heart and art. When the heart is right, the art will follow naturally.</div>', 'The HeART of Constructive Criticism', '', 'inherit', 'open', 'open', '', '4244-revision', '', '', '2012-05-10 06:04:16', '2012-05-10 06:04:16', '', 4244, 'http://invictusleader.com/home/?p=4399', 0, 'revision', '', 0),
(4400, 1, '2012-03-19 14:48:26', '2012-03-19 14:48:26', '<div>\r\n </div>\r\n<h3>\r\n <strong>Why Should Anyone be Led by YOU?</strong></h3>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/featured/2_SLIDE2a-Led.jpg" style="margin-top: 16px; margin-bottom: 16px; width: 419px; height: 147px; " /></div>\r\n<div style="text-align: justify; ">\r\n Leadership requires an eclectic blend of the right attributes, which when correctly aligned with the right environmental factors, can yield the right kind of outcomes for an organization’s stakeholders.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h3>\r\n <strong>Do you have INTEL inside?</strong></h3>\r\n<div style="text-align: justify; ">\r\n Computers have man-made Intel processors, but humans have their God-given <span data-scayt_word="INTelligence" data-scaytid="1"><strong>INT</strong>elligence</span> and <strong>E</strong>motional <strong>L</strong><span data-scayt_word="eadership" data-scaytid="2">eadership</span>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n All of us have INTEL inside us. But are you using your INTEL to the max, or are you lax about it?</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Life does not stand still. It grows or dies. So does your leadership soul. It yearns to be set free of its shackles; the shackles that you have allowed others – and even yourself – to bind you down.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Suppressing your full leadership potential will not only stifle your organization’s growth, it will also drain the life and joy out of you, slowly but surely, as discontent grows each day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Denying the discontent does not make it go away. The only way is to step forward and unleash your true potential.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Make that resolution today because your leadership journey begins within yourself. But <span data-scayt_word="INVICTUS" data-scaytid="3">INVICTUS</span> LEADER will walk with you.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<h3>\r\n <strong>Do you have what it takes to be a leader?</strong></h3>\r\n<h3>\r\n <strong>More importantly, why should anyone be LED by YOU?</strong></h3>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="INVICTUS" data-scaytid="4">INVICTUS</span> LEADER’s mission is to help you find and clarify your answer to the question above. We offer you <em>real</em> leadership <em>solutions</em>, not just a collection of events or training sessions. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <span data-scayt_word="INVICTUS" data-scaytid="6">INVICTUS</span> LEADER’s <span style="color:#ff0000;"><strong>Mark of a Lion Leadership Solution-based <span data-scayt_word="LearningTM" data-scaytid="8">Learning<sup>TM</sup></span> </strong></span>is a unique learning methodology that provides you with the catalyst to transform your leadership abilities from good to great, from expected to excellent. Our methodology offers you extended support even after you have completed your learning modules. This is achieved through our unique, interactive e-Forum and e-Coaching platform, which can provide your organization with a measurable, worthwhile return-on-investment (ROI) of your learning with us. </div>\r\n<div>\r\n </div>\r\n<h4 style="text-align: center; ">\r\n <img alt="alt" src="images/stories/Mark_of_the_Lion_structure.png" style="width: 660px; height: 486px; border-width: 0px; border-style: solid; " /></h4>\r\n<h3>\r\n Overview of each module:</h3>\r\n<p>\r\n (A) <strong>LEARNING TO LEAD</strong></p>\r\n<p>\r\n <strong>Bringing Out the Leader in You</strong></p>\r\n<p style="text-align: justify; ">\r\n The journey begins with your own decision to step out and step up. This module introduces you to what true leadership is all about and what is expected of you. Whatever level you are at right now, there is limitless scope for further development.</p>\r\n<p style="text-align: justify; ">\r\n </p>\r\n<p style="text-align: justify; ">\r\n (B) <strong>FUTURE LEADERS</strong></p>\r\n<p style="text-align: justify; ">\r\n <strong>Leadership Innovation Rewired: A Leader’s Edge</strong></p>\r\n<p style="text-align: justify; ">\r\n Leaders need to have the right knowledge, skills and attitude to succeed. Most of our knowledge is gained through formal education, whereas our skills are honed through constant daily practice. However, the third element – attitude – is the “secret ingredient” of your personal leadership development.</p>\r\n<p style="text-align: justify; ">\r\n Your attitude impacts the way you think and feel; it governs how you eventually behave and act. Achieving self-mastery requires mastering your attitude first.</p>\r\n<p style="text-align: justify; ">\r\n This module for young emerging leaders (junior level to mid-level managers) enables you to take an honest look at yourself in order to align your attitude with the right core values of exemplary leadership, and to achieve the self-mastery that will enable you to remain stoic even amidst the most turbulent times of your lifelong leadership journey.</p>\r\n<p style="text-align: justify; ">\r\n But the journey does not stop here. To remain relevant in an era where change is a constant, leaders must learn to embrace innovation. “Leadership Innovation Rewired” will show you the keys to unlocking your <span data-scayt_word="innovativeness" data-scaytid="9">innovativeness</span>: how to remove the filters that block you, how to look beyond your self-limiting expectations, and how to envision boundless possibilities.</p>\r\n<p>\r\n [Note: This module was previously titled, “Leadership Self-Mastery.”]</p>\r\n<p>\r\n </p>\r\n<p>\r\n (C) <strong>LEADING PEOPLE</strong></p>\r\n<p>\r\n <strong>Take Charge Leadership</strong></p>\r\n<p>\r\n Every one of us is wired with some degree of creativity, but can we harness enough creativity to produce something tangible – an innovation? Leaders today are expected to move beyond the phase of creativity (thinking) and deliver tangible results through innovation (doing).</p>\r\n<p style="text-align: justify; ">\r\n This module for mid-level managers and heads of sections/departments will show you how to tap into your inner creativity and innovative spirit, by developing the right mindset, creating the right environment, and using the right tools and techniques.</p>\r\n<p>\r\n </p>\r\n<p>\r\n (D) <strong>LEADING ORGANIZATIONS</strong></p>\r\n<p>\r\n <strong>Mark of a Leader</strong></p>\r\n<p>\r\n At this stage of your journey, you are primed to be in a senior management/leadership position. You are expected to accomplish significant milestones for your organization.</p>\r\n<p style="text-align: justify; ">\r\n The self-mastery and inner discipline that you have begun enhancing during “Leadership Innovation Rewired: A Leader’s Edge” and through “Take Charge Leadership” will be further refined here in “Mark of a Leader”.</p>\r\n<p style="text-align: justify; ">\r\n This hands-on leadership module empowers you to think, behave and act in ways that are worthy of excellent leadership – from the way you perceive people and situations, to the way you carry yourself and treat others. The sessions are strategically scheduled at predetermined intervals that are optimally paced to enable real and sustainable development. </p>\r\n<p style="text-align: justify; ">\r\n The course offers participants a supportive learning environment in which you can examine and discuss both the challenges and successes you face daily. After the sessions are completed, <span data-scayt_word="Invictus" data-scaytid="10">Invictus</span> Leader will continue to offer support through its e-Forum and e-Coaching platform, where participants are placed in various groups and can interact with their group members and the group moderator/coach. The forum provides an avenue for participants to develop themselves, not alone in a vacuum, but in an open environment of honest interaction among trusted colleagues where they can cultivate their personal values and collectively shape their desired corporate culture.</p>\r\n<p style="text-align: justify; ">\r\n [Note: This level of the training/coaching module was formerly known as “Take Charge Leadership – Think, Behave, Act”, and has been further enhanced to create even greater value for our participants.]</p>\r\n<p style="text-align: justify; ">\r\n </p>\r\n<p style="text-align: justify; ">\r\n (E) <strong>LEADING FOR RESULTS</strong></p>\r\n<p style="text-align: justify; ">\r\n <strong>Strategic Leadership Acumen</strong></p>\r\n<p style="text-align: justify; ">\r\n Participants who have completed “Mark of a Leader” need to go through a “Leadership 360” transformation process through one-on-one coaching before entering this level of “Strategic Leadership Acumen”. </p>\r\n<p style="text-align: justify; ">\r\n To ensure that you are fully prepared for this degree of exacting leadership accountability, the one-on-one coaching sessions will <span data-scayt_word="helpto" data-scaytid="11">helpto</span> raise your leadership quotient to a level that puts you among the ranks of top-notched leaders.</p>\r\n<p style="text-align: justify; ">\r\n This module will cover business acumen, business <span data-scayt_word="modelling" data-scaytid="12">modelling</span>, and your 100 days’ strategy. At this highest level of leadership, we advocate that the job of a leader is not to motivate their staff, but to <em>keep</em> them motivated.</p>\r\n<p style="text-align: justify; ">\r\n [Note: This level of the training/coaching module was formerly known as “Lead like a Coach, Think like a Mentor & Influence like a Leader”.]</p>', 'INVICTUS LEADER', '', 'inherit', 'open', 'open', '', '4243-revision', '', '', '2012-03-19 14:48:26', '2012-03-19 14:48:26', '', 4243, 'http://invictusleader.com/home/?p=4400', 0, 'revision', '', 0),
(4401, 1, '2012-02-03 06:37:07', '2012-02-03 06:37:07', '<div>\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div>\r\n <em> “To do two things at once is to do neither.” </em></div>\r\n<div>\r\n ~ <span data-scayt_word="Publilius" data-scaytid="2">Publilius</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n <img alt="alt" src="images/stories/bigstock_Multitasking_Business_Woman_28745030.jpg" style="width: 198px; height: 132px; margin-left: 6px; margin-right: 6px; float: right; " /></div>\r\n<div style="text-align: justify; ">\r\n There was a time in corporate history that bosses expected their staff to multitask. Multitasking was thought to be a desirable managerial competency. It was even a popular buzzword. After all, our human brains are superior to computers; so if computers can multitask, why can’t we?</div>\r\n<div />\r\n \r\n</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The truth is, we can’t. Bosses in today’s knowledge era should not embarrass themselves by trying to compel their staff to multitask because the latest scientific evidence against multitasking is freely accessible online. Tony Schwartz, who doesn’t believe in multitasking, says that one of the worst things a boss can do is to ask his staff to constantly look out for emails from him, even while they’re working on other things. [The irony is that some bosses detest us checking our phones while they speak during a meeting, but they do the same – in the name of multitasking – when others are speaking.]</div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n Psychiatrist Dr Edward M. <span data-scayt_word="Hallowell" data-scaytid="3">Hallowell</span> describes multitasking as a “mythical activity in which people believe they can perform two or more tasks simultaneously as effectively as one.” Using our PCs as an analogy, <span data-scayt_word="neuro-psychologist" data-scaytid="4">neuro-psychologist</span> William <span data-scayt_word="Stixrud" data-scaytid="5">Stixrud</span>, PhD, points out that although you may have several screens open on your desktop, you are able to think about only one at a time. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Even without the scientific data at your disposal, deep down you must have sensed that multitasking was ineffective. Try reading and replying emails when listening to an audio presentation by Steven Covey. At best, you find yourself missing a few nuggets from Covey while completing your email message without event. At worst, you find that while you were immersed in Covey’s gems, you committed a cringe-worthy error in your email that will now be immortalized in cyberspace till Armageddon strikes.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Switches and bottlenecks</strong></div>\r\n<div style="text-align: justify; ">\r\n But what about the employee who happily listens to music while writing his report? Well, you can be sure that at any one specific time, his mind is either focused on the music or on the report, but not both. Though it may seem like he’s able to focus on both at once, in reality his brain merely switches back and forth between the two tasks. This "switching time" happens so quickly and unconsciously that most people don’t realize it happening. Nevertheless switching time, no matter how brief, still adds up. Researcher David Meyer, PhD, estimates that <strong>switching time could increase the duration taken to complete your primary task by an average of 25 percent.</strong></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Not only does it take longer to complete your tasks, the quality of at least one of the tasks will suffer. Meyer attests that <strong>more mistakes are made</strong> and the time taken therefore increases further – often even doubling – compared to if the tasks were done sequentially. The extra time is due to the brain’s natural compulsion to restart and refocus.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In addition, psychologist <span data-scayt_word="René" data-scaytid="6">René</span> <span data-scayt_word="Marois" data-scaytid="7">Marois</span>, PhD, has discovered that the brain exhibits what he calls a “<strong>response selection bottleneck</strong>” when performing several tasks at a time. Since the brain must decide which activity is most important, it takes up extra time.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In the field of learning and education, Richard E. Mayer, PhD, and Roxana Moreno, PhD, who have extensively studied the phenomenon of cognitive load in multimedia learning, concluded that it is difficult and <strong>most likely impossible to learn new information while multitasking.</strong> Furthermore, <span data-scayt_word="Reynol" data-scaytid="8">Reynol</span> Junco, D.Ed, and Shelia R. Cotton, PhD, who examined the effect of multitasking on academic success, found that <strong>students who multitasked more often reported more problems with their academic work</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Of course, there are scientists who believe that we can train our brains to multitask. However, the evidence for this is not conclusive. No doubt we can train people to perform simultaneous tasks more efficiently, but that’s because those people were totally unfamiliar with the tasks in the first place, hence significant improvement could easily be gained after training.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Further reading</strong></div>\r\n<div style="text-align: justify; ">\r\n If you wish to delve into the technicalities of multitasking, you might be interested to <span data-scayt_word="readThe" data-scaytid="9">read<em>The</em></span><em> Multitasking Mind </em>(Oxford University Press, 2010). The authors, Associate Professor Dario D. <span data-scayt_word="Salvucci" data-scaytid="10">Salvucci</span> and Professor <span data-scayt_word="Niels" data-scaytid="11">Niels</span> A. <span data-scayt_word="Taatgen" data-scaytid="12">Taatgen</span>, explain the meaning of <strong>concurrent multitasking</strong>(doing multiple tasks at once), <strong>sequential multitasking</strong> (interrupting and resuming tasks), and <strong>multitask skill acquisition</strong> (learning and <span data-scayt_word="practising" data-scaytid="18">practising</span> multiple tasks). The authors propose the <strong>Theory of Threaded Cognition</strong>, in which they posit that all tasks can operate in parallel, but that they have to share cognitive resources, which may be perceptual, motor or central. By combining the Theory of Threaded Cognition with ACT-R (Adaptive Control of Thought – Rational, a cognitive architecture developed by John Robert Anderson et al., 2004), <span data-scayt_word="Salvucci" data-scaytid="13">Salvucci</span> and <span data-scayt_word="Taatgen" data-scaytid="14">Taatgen</span> are able to predict whether there will be interference when two tasks are done together, or whether the two tasks can be combined without the need for extra coordination.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, do yourselves and your people a <span data-scayt_word="favour" data-scaytid="17">favour</span>: Unmask multitasking for its overrated claims, and don’t even use the word in the office unless you’re referring to the computer.</div>', 'The Myth of Multitasking', '', 'inherit', 'open', 'open', '', '4242-revision', '', '', '2012-02-03 06:37:07', '2012-02-03 06:37:07', '', 4242, 'http://invictusleader.com/home/?p=4401', 0, 'revision', '', 0),
(4402, 1, '2012-02-02 03:26:43', '2012-02-02 03:26:43', '<div>\r\n <span style="font-size:14px;"><em><strong>Achieving sustainable optimal energy</strong></em><span style="font-size:16px;"><strong>@</strong></span><em><strong>work</strong></em></span></div>\r\n<div>\r\n <br clear="all" />\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div>\r\n </div>\r\n<div>\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/clock.jpg" style="margin-left: 14px; margin-right: 14px; float: left; width: 168px; height: 125px; " />In “Four Destructive Myths Most Companies Still Live By”, Tony Schwartz reminds us to be wary of mistaken beliefs that plague and cripple many corporations. However, the most destructive myth out of the four, Schwartz warns, is this: “The best way to get more work done is to work longer hours”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Unfortunately, many bosses you and I know still cling on to that myth. They may not be so <span data-scayt_word="naïve" data-scaytid="2">naïve</span> as to declare it explicitly, but their body language screams it out loud even if they do so unconsciously.</div>\r\n<div />\r\n \r\n <p style="text-align: justify; ">\r\n For instance, the boss calls you in for a “brief” meeting just before you are supposed to be off work at 5 pm. The so-called brief meeting easily turns into one or two hours of discussion – you miss dinner with your spouse and kids, and have to cancel that bicycle ride with them in the park.</p>\r\n</div>\r\n<div style="text-align: justify; ">\r\n Don’t get me wrong – I’m not saying there is never any place for emergency or urgent meetings now and then or during a really challenging period. But if such expectations from your boss arise on a regular basis, then the boss is either inefficient or ineffective, if not plain ignorant.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n An article in <em>The Star</em> newspaper on 5 January 2012 highlighted Malaysia as one of the top ten countries in the world with the most public holidays. Being a multiethnic society, Malaysia observes public holidays for a number of diverse festivals, which allow Malaysians to travel back to their hometowns to celebrate with their families.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n At the same time, the article reported how employers lamented about the loss in productivity in their respective industries whenever many employees took prolonged breaks from work at the same time. The following day, the same newspaper quoted a psychologist who defended the need for employees to take such breaks for their well-being. After all, a global survey by <span data-scayt_word="Regus" data-scaytid="3">Regus</span> across 85 countries had found Malaysians to be “too hardworking”.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The results of the survey, which was conducted on 12,000 business people and published in <em>The Star</em> on 9 November 2011, revealed that 15 percent of Malaysians regularly chalked up 11 hours of work a day, compared to 10 percent globally. In addition, 32 percent of Malaysians worked between nine and 11 hours daily. About 47 percent of Malaysians take their work home more than three times per week, compared to 43 percent globally.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Intense focus + Intermittent renewal = Sustainable optimized energy<span style="font-size:14px;">@</span>work</strong></div>\r\n<div style="text-align: justify; ">\r\n Unlike computers, we cannot operate at high speeds, continuously, for long periods of time without suffering dire consequences. And yet even machines need to be serviced and batteries recharged – think about your car, laptop or mobile phone – how much more important it is for humans to be renewed!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To borrow Schwartz’s words, we are designed to “pulse intermittently” between expending and renewing energy. Great achievers as well as enlightened leaders know that <strong>it is not the number of hours of work that determines the value people create, but rather</strong> <strong>the energy they bring into whatever hours they work</strong>.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n For many of us, our reservoir of energy systematically diminishes as the day progresses. However, <strong>intermittent renewal</strong> makes it possible to maintain our energy throughout the day. Schwartz recommends that we alternate periods of intense focus with <strong>periods of renewal every 90 minutes</strong>. In this way, we can get more done in less time and in a more <strong>sustainable</strong> manner.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Give yourself a boost in productivity today!</strong></div>\r\n<div style="text-align: justify; ">\r\n Don’t believe that renewal time can really boost productivity? Schwartz challenges you to try out the following:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n (1) Select the most challenging task you have on your agenda <strong>before going to bed</strong> every night over the coming week.</div>\r\n<div style="text-align: justify; ">\r\n (2) Set aside <strong>60 to 90 minutes at the start of the following day</strong> to focus on the selected activity.</div>\r\n<div style="text-align: justify; ">\r\n (3) Choose a <strong>fixed start and stop time</strong>, with <strong>no interruptions</strong> wherever possible.</div>\r\n<div style="text-align: justify; ">\r\n (4) Once you’re able to set the above in motion, it will almost certainly turn out to be your most productive period of the day.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Conclusion</strong></div>\r\n<div style="text-align: justify; ">\r\n Leaders, if you wish to be more effective, start encouraging intermittent renewal periods for yourself and your people.</div>', 'Get More Done in Less Time', '', 'inherit', 'open', 'open', '', '4241-revision', '', '', '2012-02-02 03:26:43', '2012-02-02 03:26:43', '', 4241, 'http://invictusleader.com/home/?p=4402', 0, 'revision', '', 0),
(4403, 1, '2012-01-19 16:24:16', '2012-01-19 16:24:16', '<div style="text-align: justify; ">\r\n <span style="font-size:14px;"><em><strong>Why do we endorse systems of authority even when we know that those systems are inept, unjust or corrupt?</strong></em></span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n by Dr Barbara <span data-scayt_word="Tey" data-scaytid="1">Tey</span></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <img alt="alt" src="images/stories/ChangeClock.jpg" style="margin-left: 14px; margin-right: 14px; float: left; width: 155px; height: 116px; " />When a system obviously “sucks”, people <span data-scayt_word="clamour" data-scaytid="2">clamour</span> for change, right? Amazingly, no.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Instead people prefer to preserve the status quo. They may whine and groan, but at the same time, they stick up for the very system they are frustrated about – be it an organization, or a government, or even a relationship.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n It is a strange but real phenomenon.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n But why do people not pursue change, even if it is for their own good? What is going on here?</div>\r\n\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The phenomenon is related to what researchers call “<strong>system justification</strong>”. According to Aaron C. Kay, a psychologist at Department of Psychology & Neuroscience of the Fuqua School of Business, Duke University, system justification motivates us to defend the status quo.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>What is system justification?</strong></div>\r\n<div style="text-align: justify; ">\r\n When feeling threatened under crisis, we tend to defend ourselves and want to believe that the system that we have relied upon all this while, does work after all – even though they have serious loopholes.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n To support the assertion, Kay and fellow researcher Justin <span data-scayt_word="Friesen" data-scaytid="3">Friesen</span>, a graduate student from the University of Waterloo, provide examples such as the 9/11 event in 2001 and Hurricane Katrina in 2005. Despite their national system’s failure to prevent those tragic outcomes, the general public still supported the system of the day – their approval rating for President Bush increased (surprise!) after 9/11 and where Hurricane Katrina was concerned, the public blamed the victims themselves for their predicament. </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n The phenomenon was further highlighted in an experiment on university students. Students who felt reliant on their university defended their school funding policy, but yet they disapproved of the very same policy if it came from the government. On the other hand, students who felt reliant on the government liked the policy when it originated from the government, but did not like that same policy when it originated from the university!</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Nevertheless, system justification is not the same as acquiescence. Unlike acquiescence which implies compliance or silence without objection, <strong>system justification is proactive</strong>, explains Kay. This is because “…when someone comes to justify the status quo, they also come to see it as what it should be.”</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Why does system justification happen?</strong></div>\r\n<div style="text-align: justify; ">\r\n Humans adapt. When we feel we cannot escape a system, we find ways to <strong>cope and adapt</strong>. Somehow we manage to persuade ourselves that the things which we would have otherwise deemed undesirable are alright.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Here’s another study by Kay and <span data-scayt_word="Friesen" data-scaytid="4">Friesen</span> to illustrate the point: Participants were informed that men''s salaries in their country were 20 percent higher than that of the women. Participants who perceived that they could not emigrate attributed the wage discrepancy to innate gender differences instead of implicating an unjust system.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n In short, <strong>the more stuck people are in their situation, the likelier they are to justify its shortcomings</strong>. From Kay and <span data-scayt_word="Friesen’s" data-scaytid="6">Friesen’s</span> review of many laboratory and cross-national studies, there are four scenarios that foster system justification: (i) system threat, (ii) system dependence, (iii) system <span data-scayt_word="inescapability" data-scaytid="7">inescapability</span>, and (iv) low personal control.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>How does the study on system justification help us?</strong></div>\r\n<div style="text-align: justify; ">\r\n Very often, leaders who desire social or organizational change are frustrated when people fail to stand up for what is clearly good for themselves. But instead of feeling frustrated, leaders must first understand the conditions that make people resist change, for example:</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>threatened</strong> by the system? (System threat)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>dependent</strong> on the system? (System dependence)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel <strong>trapped</strong> within the system? (System <span data-scayt_word="inescapability" data-scaytid="8">inescapability</span>)</div>\r\n<div style="text-align: justify; ">\r\n · Does the person feel he has <strong>no control</strong> over his life/decision making? (Low personal control)</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>Implications</strong></div>\r\n<div style="text-align: justify; ">\r\n If the answers to the above questions are “yes”, then the likelihood of system justification is high. However, by understanding and addressing those specific conditions, we can find ways to effectively inspire and convince people of the necessity for real change. Through training development and coaching, we can help people overcome the self-limiting beliefs they have accumulated over the years, and empower them to take bold charge of their lives.</div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n Photo credit: <a href="http://www.freedigitalphotos.net/images/view_photog.php?photogid=659">Salvatore <span data-scayt_word="Vuono" data-scaytid="12">Vuono</span></a></div>\r\n<div style="text-align: justify; ">\r\n </div>\r\n<div style="text-align: justify; ">\r\n <strong>R<span style="font-size:11px;">eference</span></strong></div>\r\n<div style="text-align: justify; ">\r\n <span style="font-size:11px;">A. C. Kay and J. <span data-scayt_word="Friesen" data-scaytid="10">Friesen</span>. 2011, “On Social Stability and Social Change: Understanding when System Justification Does and Does Not Occur”, <em>Current Directions in Psychological Science</em>, 20(6).</span></div>', 'The Mystery of Our Inability to Change', '', 'inherit', 'open', 'open', '', '4240-revision', '', '', '2012-01-19 16:24:16', '2012-01-19 16:24:16', '', 4240, 'http://invictusleader.com/home/?p=4403', 0, 'revision', '', 0);
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(4404, 1, '2011-07-25 03:34:03', '2011-07-25 03:34:03', '<p style="text-align: justify; ">\r\n <strong><em>Employees are not necessary evils; with the right ideas, they can be nurtured into valuable and productive </em></strong><strong><em>assets.</em></strong></p>\r\n<p style="text-align: justify; ">\r\n Corporate crisis tends to rear its ugly head now and then; a hydra of old, it has many visages that can cause untold misfortune and misery in the workplace. One such ‘head’ that has manifested appears to be a shortage of efficient people in managerial levels who can effectively and conclusively manage teams and troubleshoot problems as they arise.</p>\r\n<p style="text-align: justify; ">\r\n Let’s face it - if you have a good manager, chances are very high that somebody else will be willing to ‘steal’ him or her away from you at all costs. Hiring someone else may be an obstacle simply because there is no one else of that capacity to hire.</p>\r\n\r\n<p style="text-align: justify; ">\r\n Naturally, a variety of solutions exist but one idea has been making concrete waves in the workplace pool. It has been termed revolutionary; in fact the sheer novelty of the idea itself has made it a buzzword. Self-management, be it of teams or individual employees, is a solution that may to counter the very real shortage of people of managerial capacity and capability. Whatever else it may be, it is certainly the highest form of empowerment that exists in today’s workplace arena. Needless to say, there is a lot of <span data-scayt_word="scepticism" data-scaytid="1">scepticism</span> revolving around the very idea of self-management itself and it has certainly been very slow to catch on, not in the least due to a general reluctant malaise from management itself.</p>\r\n<p style="text-align: justify; ">\r\n The more enthusiastic proponents, on the other hand, tend to label self-management as a win-win strategy. After all, its very nature is to get employees fully involved and enthusiastic in their jobs – from the most basic of customer relationship to more complex task specific needs. It allows and encourages improvement in their jobs especially where effectiveness is concerned.</p>\r\n<p style="text-align: justify; ">\r\n Of course, it is important to distinguish between self-management and leadership as both ideas are concurrent yet quite distinct. They both involve some form of original action or idea from the concerned party, but when it comes to self-management, it is more initiative-based as opposed to actual leading. You take the initiative to do things and better yourself and your job aspects; you create varied and efficient paths towards betterment. With leadership, you tend to trail blaze in an expert manner and expect others to follow along the very path that you have carved.</p>\r\n<p style="text-align: justify; ">\r\n Self-management in itself is not a new concept; in fact it has been around for centuries. Look at the agriculturist, the fisherman and the young entrepreneur - they incorporate the discipline of self-management in their line of work as no other alternative exists for them. If they do not follow the strictest tenet of self-management, then they will most certainly experience failure.</p>\r\n<p style="text-align: justify; ">\r\n As technology and innovation experiences rapid cyclic evolution, self-management is starting to make its presence felt in vocations of a different nature. The corporate world, however, has shown resistance, with the major obstacle in its implementation coming from management itself. Indeed, the very development and installation of these ideas and tenets would require the need for new management information and data, but there is no guarantee that all are willing to or are able to bite into this radical pie.</p>\r\n<p style="text-align: justify; ">\r\n Convincing the top management, especially managers, is essential in experimenting and nurturing self-management ideologies; getting their commitment is what would really make this a ‘win-win situation.” Management has long been viewed as ‘command and control <span data-scayt_word="centres’" data-scaytid="2">centres’</span>, used to telling, supervising, leading and setting down rules. To revolutionize and instill change in this anachronistic part of the corporate world would require readiness and unconditional acceptance from all parties concerned.</p>\r\n<p style="text-align: justify; ">\r\n Self-management is a great idea that has many things going for it, provided the correct guidelines are followed. Employee satisfaction and loyalty, motivated and highly energized work attitudes, and high ratings of success are the benefits of a self-management ideology that has been implemented in the correct manner.</p>\r\n<p style="text-align: justify; ">\r\n What does it take to make self-management work? Proponents tend to advocate small team sizes and appropriate entry-level employees. Selecting the right kind of people who can work together in the given environment s what really makes the difference between success and failure. Of course, you don’t always manage to secure the right kind of ‘people’; in such cases, intensive and extensive training would need to be given. Then again, training is for the acquisition of skills and knowledge and any corporation that views training as anathema is not the kind of place you may want to build your future upon.</p>\r\n<p style="text-align: justify; ">\r\n Getting the right kind of people, and training them in the right manner, will also limit personality conflicts ensuring a smooth transition of between start-up to the delivery of the end results. Self-management would also need good SOPs and work structures, to ensure that the team does not collapse upon itself or that an individual does not lose track of what essential responsibility needs to be observed. An efficient self-management initiative would be to provide essential training so that the employee is empowered to use their newly acquired knowledge and ancillary technology to expand the theme of self-management itself.</p>\r\n<p style="text-align: justify; ">\r\n Process is of paramount importance; understanding and nurturing human development is essential to the success criteria of any organization. Self-managed teams can use their self-management disciplines to achieve success in their projects or recruit others who will be able to also employ self-management tenets and achieve success. What you get at the end of the day are work teams that actually work and are buzzing with new ideas.</p>\r\n<p style="text-align: justify; ">\r\n The final step would be to ensure that there are enough incentives to make self-management worthwhile to the prospective employee. Rapid-success <span data-scayt_word="programmes" data-scaytid="3">programmes</span> along the corporate ladder, target-specific bonuses, performance incentives, fringe benefits, are all enticements that can be used to procure the right person who can make the difference between success and failure.</p>\r\n<p style="text-align: justify; ">\r\n Self-management has the ability to change workplace views of employees as mere drones; it has the capacity to instill values in employees that management can and should recognize; it makes the workplace itself a place where recognition and interest work hand in hand to lay the foundations of success. Self-management is a herald of the new era of workplace mantra, and the management that does not chant this song may just not have anything to sing about before long.</p>', 'Man, Manage Thyself!', '', 'inherit', 'open', 'open', '', '4239-revision', '', '', '2011-07-25 03:34:03', '2011-07-25 03:34:03', '', 4239, 'http://invictusleader.com/home/?p=4404', 0, 'revision', '', 0),
(4405, 1, '2011-07-24 16:59:15', '2011-07-24 16:59:15', '<p>\r\n <em>Feeling ‘dead-ended’ at your workplace may just be a blessing in disguise – here’s how you can capitalize on a negative emotion and come out tops!</em></p>\r\n\r\n<p style="text-align: justify; ">\r\n Ever get the feeling that it just isn’t worth it to go in to work today? Has your get up and go ‘got up and gone’ never to return? Do the doldrums hit you senseless the moment you cross the threshold of your office and not even caffeine can snap you out of it? Well, the good news is that you are not alone as a majority of the workforce out there share your emotional frustration and dilemma. In fact, in most business environments it happens quite often to professionals who have challenging careers.</p>\r\n<p style="text-align: justify; ">\r\n The even better news is that it may just be the best thing that could have happened to you! Experts tend to view it as ‘character building’ and just what a flagging or stagnating career needs. It may not be as exciting as striking the lottery perhaps, but it really does have a silver lining.</p>\r\n<p style="text-align: justify; ">\r\n Finding that hard to believe? Well look at it this way – life is a continuous cyclic measure of time and change; by analogy, this applies to the workplace as well. We are in a continuous process of learning and perpetually applying our knowledge to our surroundings and our life. A child learns to walk; a teenager learns to drive; an adult learns to work. Sometimes the learning is apt for application; but more oft than not, it is lacking in some manner. Education may be insufficient or the person may lack skills and is unable to acquire it. In the words of Joseph Heller, “Something Happens!” and what was once an interesting workplace, an interesting life, is now a ‘real drag’. Crisis is starting to peep around the corner.</p>\r\n<p style="text-align: justify; ">\r\n When this happens, feelings of frustration naturally appear, coupled with some pretty strong beliefs that one is unappreciated. Needless to say this, this eventually leads to job dissatisfaction. You feel that you are not performing up to mark; that management is coming down unduly hard upon you; that the job itself has no real attraction and there is no empathy with the workplace. That’s a whole lot or negative energy for one individual to cope with and it just keeps getting worse.</p>\r\n<p style="text-align: justify; ">\r\n At this point it is necessary, however, to make a distinction between day- to-day irritants and actually being in a dead-end. Day-to-day irritants are easily distinguished as they tend to happen in the ‘now’ of the moment, and can generally be solved almost immediately. They can, however, contribute to a more serious problem, that of dead-ending. Dead-ending in your workplace tends to happen gradually, there is a build-up that occurs over the weeks and finally culminates in a very strong feeling of being stuck where you are and seriously lacking in motivation. You tend to ask yourself, “What am I doing here, anyway?” Crisis is gathering over the horizon.</p>\r\n<p style="text-align: justify; ">\r\n Lacking an answer may lead to depression which in turn will allow job dissatisfaction to take over. Lethargy, laziness, even paranoia may be some of the ugly Gorgon heads that make its presence felt in the workplace. Surprisingly, all this negative energy can be turned into a positive action simply by altering one’s mindset.</p>\r\n<p style="text-align: justify; ">\r\n By accepting that dead-ending and all its resident evils are a necessary part of life and not just the workplace, it is possible to actually accomplish something quite pro-active in your career as well as the way you live. Crisis tends to lead to change, which in turn facilitates personal growth; the trick is to make it a positive one. By accepting that change is the norm of life and certainly the workplace, we accept that we need to change too in order to keep up with the ever-evolving pace of life.</p>\r\n<p style="text-align: justify; ">\r\n When dead-ending occurs, it is actually the body’s biological way of letting the mind know that the time for change has arrived. It is time to move on to the next phase of life and how the mind handles it is what makes the difference in the outcome. By embracing the problem, adapting the way we handle and understand it, we affect a change in the outcome as well. By looking at dead-ending as a life and workplace improving event, it is possible for us to actually take that all important next step known as progress.</p>\r\n<p style="text-align: justify; ">\r\n Thinking that it is possible to sit-out or rough it out through a dead-ending is never the correct attitude to take. Ignoring a problem does not make it go away, nor does a shoddy, half-hearted attempt at fixing it. What is essential is that you realize what is happening, or rather not happening. Your dead end means your workplace or business model is not working as well as it should or could be. The old ways are no longer any good and you need some new ones to replace it.</p>\r\n<p style="text-align: justify; ">\r\n At this point, you need to step back, look at the situation at hand and analyze what exactly is the problem. Then, institute a solution that will change dead-ending into an upward step towards a better environment. By doing so, we actually capitalize on an opportunity to institute a better understanding of ourselves, and what works best for us as well as our environment. The Irish poet, Oscar Wilde sums it up best when he says, “A man who is master of himself can end a sorrow as easily as he can invent a pleasure. I do not want to be at the mercy of my emotions; I wish to use them, to enjoy them, and to dominate them”.</p>', 'The Importance of Going Nowhere', '', 'inherit', 'open', 'open', '', '4238-revision', '', '', '2011-07-24 16:59:15', '2011-07-24 16:59:15', '', 4238, 'http://invictusleader.com/home/?p=4405', 0, 'revision', '', 0),
(4406, 1, '2011-07-24 16:56:33', '2011-07-24 16:56:33', '<p>\r\n <em>AI – artificial intelligence – may be the way of the future, but <span data-scayt_word="EI" data-scaytid="1">EI</span> – executive intelligence – is what your organization needs now.</em></p>\r\n<p>\r\n </p>\r\n\r\n<p>\r\n <span style="text-align: justify; ">Read any article on leadership and talent, and one of the recurrent themes is that there are many varied forms of these available to the discerning organization. From leaders who lead to those who ‘nudge’, it takes all kinds to make an organization complete. At the end of the day, management tends to look at personality traits, grooming styles and success ratios of the leader or</span><span style="text-align: justify; "> talent in question in order to asses how well they fit into their specific workplace cultures.</span></p>\r\n<p style="text-align: justify; ">\r\n Rarely, very rarely, is executive intelligence ever considered, let alone required, in the selection criteria of leaders. What exactly is executive intelligence and how can it affect your organization’s continuous efforts to successfully garner market share?</p>\r\n<p style="text-align: justify; ">\r\n Executive intelligence, for the uninitiated, can be likened to osmosis – you take in the information, digest it, and spew out action-orientated results. Sounds easy enough? Well, consider the fact that the amount of information needed to be ingested is huge and diversified. You need an enhanced maven-like ability to do so. It really requires the ability to multitask and organize your thought processes, sorting them out, classifying and storing away information in little filling cabinets in your brain. Neat, orderly, and available at a moment’s notice.</p>\r\n<p style="text-align: justify; ">\r\n The next step requires the ability of instinctively being able to connect the information with the situation at hand – be it people, projects or business plans. This requires superior planning abilities, an agile thought process capability with razor sharp acumen, and the ability to emulate these thoughts into workable action-oriented results. Its all starting to sound a bit more complicated now, isn’t it?</p>\r\n<p style="text-align: justify; ">\r\n Finally, there is the actual result of this process of osmosis – the end product designed to produce the envisaged success story. It takes a person with <span data-scayt_word="calibre" data-scaytid="3">calibre</span> and dynamism to actually execute these ideas in action-oriented results. Most importantly, is the need to get others in the organization to actually buy into the whole idea. Without the buy-in, without belief in the virtual success of the plan, without conviction of the person selling the ideas, internal collapse is inevitable. It takes a really dynamic personality to actually ensure buy-in, belief and conviction, simultaneously. Well, what a super executive this person has to be!</p>\r\n<p style="text-align: justify; ">\r\n Collectively, our super executive has <span data-scayt_word="EQ" data-scaytid="4">EQ</span>, IQ, leadership talent, personality, unquestionable values and immense experience. Our super executive is actually imbued with what is known as executive intelligence. In fact, you can always spot the leadership talent who is imbued with executive intelligence - it ‘shines’ through their very thoughts, actions and presence. They tend to leave an impression upon any who encounter them. They are ‘personalities’ that stand out in any sphere that they are thrown into and tend to dominate, be it aggressively or subtly, radiating confidence and intelligence.</p>\r\n<p style="text-align: justify; ">\r\n Now that we have identified executive intelligence, how do we go about measuring it? This where the grey area or lacuna exists as there is no definite way to measure executive intelligence. This would explain why it is easier for organizations to simply ignore its existence all together when considering a particular leadership talent, usually taking it for granted that it comes along with the package.</p>\r\n<p style="text-align: justify; ">\r\n There is always the very real problem of mistaking executive instincts with executive intelligence as one is quite similar to the other. The difference lies in the fact that executive intelligence must come first; i.e. it must exist in order for the leadership talent to have honed his instincts upon. The leadership talent would have applied his intelligence in situations as they arise, building up a case history where it soon becomes second nature or instinct to apply executive intelligence. In a real time scenario, it is possible to capitulate it as an analytical journey whose steps are dictated by a systematic and conceptual perspective.</p>\r\n<p style="text-align: justify; ">\r\n It is really a very unique blend of leadership skills, the ability to think about conceptual matters and the capacity to act upon it. They thrive upon challenges especially in unfamiliar grounds, employing unprecedented methodologies to arrive at a plausible solution. Indeed, this is acknowledge as one of the best ways in developing a keen-edged intelligence that can make the critical difference between mere success and taking success onto another level.</p>\r\n<p style="text-align: justify; ">\r\n Despite the obvious advantageous edge that organizations employing talents with executive intelligence will have, it also has the hidden advantage of subtly influencing workplace mores and customs. Leadership needs followers; otherwise there is nothing to lead. Leaders need to engage followers to accomplish projects, ideas and business plans. Having the right attitude and mindset is essential in making shifting the balance.</p>\r\n<p style="text-align: justify; ">\r\n A leader with executive intelligence tends to inspire his team with that self-same intelligence. He imparts his expertise and knowledge to them and some essence of that precious executive knowledge will seep through to even the most laid back team member. At the end of the day, you find that executive intelligence can actually be quite catching. The organization will find that its star talents now have a better grasp and understanding of work mechanics and are able to cope better with challenging workplace environments. They are more focused on work and have an all-round enthusiasm that does wonders for morale, and subsequently, workplace success.</p>\r\n<p style="text-align: justify; ">\r\n The next time the talent pool opens it doors to you, you might want to go the extra mile and cast your line a bit more carefully, so that you actually snare something worth the whole effort. The truth is, having a whole battalion of leadership talents with a string of success stories behind them will not ensure that that particular organization is destined for success. The ability of good and successful leaders includes putting the right people in the right place at the right time to do the right thing in the right manner. And that, quite simply calls for executive intelligence.</p>\r\n<p style="text-align: justify; ">\r\n <em>The author is the Regional Vice President of Management Concepts Asia Pacific.He</em><em> enjoys balancing the need to develop business skills with the interpersonal and personal development areas for individuals. He has a strong belief that everyone can continue to learn and grow? Even if they do not think so! One problem that many people have in the workplace is that they continue to seek new ideas and the latest knowledge, without learning to apply what they already know. He enjoys awakening this in people and helping them exceed their own expectations in a practical way. He has been involved in Leadership Management Learning and Business Advisory Development since 1986. In his role, he has worked for clients in a variety of sectors in the public and private sector as well as in education, both in the Malaysia and overseas. After graduating he began his working life in teaching and business advisory, before moving into running a business in learning and business advisory development. He has successfully contributed to a wide variety of businesses and levels within them. </em></p>', 'The Search For Executive Intelligence', '', 'inherit', 'open', 'open', '', '4237-revision', '', '', '2011-07-24 16:56:33', '2011-07-24 16:56:33', '', 4237, 'http://invictusleader.com/home/?p=4406', 0, 'revision', '', 0),
(4407, 1, '2011-07-24 14:06:21', '2011-07-24 14:06:21', '<p style="text-align: justify; ">\r\n What do the Kuala Lumpur Commonwealth Games, <span data-scayt_word="Petronas" data-scaytid="1">Petronas</span> Twin Tower, Kuala Lumpur City Center (<span data-scayt_word="KLCC" data-scaytid="2">KLCC</span>), <span data-scayt_word="Sepang" data-scaytid="3">Sepang</span> <span data-scayt_word="F1" data-scaytid="4">F1</span> circuit, Kuala Lumpur International Airport and many more successful projects have in common?</p>\r\n<p style="text-align: justify; ">\r\n Answer: <strong>Project Management.</strong></p>\r\n\r\n<p style="text-align: justify; ">\r\n However, it would be erroneous to associate the concept of project management with engineering and construction, as in reality the usage of project management transcends industry. For example, the United States based non-profit organization Project Management Institute (PMI) defines a project as "any <span data-scayt_word="endeavour" data-scaytid="5">endeavour</span> in which human, material and financial resources are organized, in a novel way, to undertake a unique scope of work, of a given specification, within the constraints of cost and time, so as to achieve a beneficial change defined by quantitative and qualitative objectives." Project management can be applied to most organizational activity, including human resource, costing, marketing, information technology, management, administration, communication and leadership.</p>\r\n<p style="text-align: justify; ">\r\n This being so, it is not hard to see how the success of an organization can easily be affected by poor project management. Projects run into problems for a number of reasons: a lack of clear objectives, poor organizational design, informal communication methods, and inadequate structured planning and control methods. For example, a project manager often seldom has the authority to command resources as required and must negotiate with functional managers for their cooperation. Due to the importance of project management of the overall success of a project, it is imperative that companies only engage the most competent project managers to run their projects.</p>\r\n<h3 style="text-align: justify; ">\r\n The Malaysian Scenario</h3>\r\n<p style="text-align: justify; ">\r\n Project management is not new to Malaysia, however its advanced application to broader organizational activity is not prevalent.</p>\r\n<p style="text-align: justify; ">\r\n A small number of organizations have attempted to assimilate project management in their business processes. The majority are either unaware of contemporary project management techniques or are unable to adopt them because of a lack of expertise or resources. This situation needs immediate remedial action, if Malaysia is to achieve the goals laid out in Vision 2020.</p>\r\n<p style="text-align: justify; ">\r\n In Malaysia today, there is no shortage of projects. There is however a chronic shortage project managers trained to internationally recognized levels of certification. The demand for computer literate, professional project managers is so great that companies are busily poaching these professionals from each other to cope with their own demand. But this approach does little to solve the current shortage of project management skills.</p>\r\n<hr class="system-pagebreak" title="How do we overcome this vacuum?" />\r\n<h3 style="text-align: justify; ">\r\n How do we overcome this vacuum?</h3>\r\n<p style="text-align: justify; ">\r\n The adoption of broad training <span data-scayt_word="programmes" data-scaytid="6">programmes</span> designed to develop competencies, knowledge and skills to international levels is a starting point. These training programs need to be aligned to an internationally recognized standard and lead to international certification for those who seek to make project management their pathway to advancement.</p>\r\n<p style="text-align: justify; ">\r\n Many global organizations have adopted the Project Management Institute’s (PMI) project management body of knowledge (<span data-scayt_word="PMBOK" data-scaytid="8">PMBOK</span>®) as their recognized standard of “best practice” in project management. The PMI undertake the professional certification of project managers (<span data-scayt_word="PMP" data-scaytid="9">PMP</span>®). Malaysian organizations need to take a lead from these international organizations and embrace the <span data-scayt_word="PMP" data-scaytid="10">PMP</span>® certification as a marque of excellence in project management. More importantly, Malaysian organizations need to recognize that excellence in project management is a key strategy in achieving competitiveness and sustainability in the global economy.</p>\r\n<h3 style="text-align: justify; ">\r\n Training Project Managers is only part of the answer</h3>\r\n<p style="text-align: justify; ">\r\n Organizations that have achieved this excellence in project management have adopted a broader solution than the training of an elite few. Their training <span data-scayt_word="programmes" data-scaytid="7">programmes</span> address all roles associated with project management, from project team members to senior managers and in so doing have been able to permanently change the culture within the organization and have adopted a “management by projects” approach.</p>\r\n<p style="text-align: justify; ">\r\n These successful organizations have introduced organization wide standards and procedures, based upon the PMI’s <span data-scayt_word="PMBOK" data-scaytid="12">PMBOK</span> that are applied across all projects. The training programs they have adopted support the uptake of these new ways of operation. They have also introduced technology across the organization to support the application of these new processes. In short, their leaders have created an environment for successful projects and in doing so, have established themselves as leaders in their fields.</p>\r\n<h3 style="text-align: justify; ">\r\n Getting Started</h3>\r\n<p style="text-align: justify; ">\r\n The change from a functionally orientated organization to one with more project orientation is not an overnight event, it may take several years, but along the way there are many incremental gains that will sustain the continued investment in this strategy. No organization is without some competency in project management. A good starting point therefore is to baseline the current level of project management maturity within your organization. This assessment will enable the development of a series of measurable integrated steps for improving project performance and advancement towards the goal of excellence in project management.</p>', 'Project Management in Malaysia', '', 'inherit', 'open', 'open', '', '4236-revision', '', '', '2011-07-24 14:06:21', '2011-07-24 14:06:21', '', 4236, 'http://invictusleader.com/home/?p=4407', 0, 'revision', '', 0),
(4408, 1, '2012-07-31 02:17:58', '2012-07-31 02:17:58', '[title size="2"]We''d Love to Hear From You, Get In Touch With Us![/title]\nAt vero eos et accusamus et iusto odios un dignissimos ducimus qui blan ditiis prasixer esentium voluptatum un deleniti atqueste sites excep turiitate non providentsimils. Nemo enim ipsam voluptatem quia voluptas sit aspernatur aut odit aut fugit, consequunturser magni dolores eos qui ratione voluptatem sequi nesciunt. Lorem ipsum dolor sit amet isse potenti. Vesquam ante aliquet lacusemper elit. Cras neque nulla, convallis non commodo et, euismod nonsese.', 'Contact Page 1', '', 'inherit', 'open', 'open', '', '86-revision', '', '', '2012-07-31 02:17:58', '2012-07-31 02:17:58', '', 86, 'http://invictusleader.com/home/?p=4408', 0, 'revision', '', 0),
(4409, 1, '2013-06-29 10:07:20', '2013-06-29 10:07:20', '[title size="2"]We''d Love to Hear From You, Get In Touch With Us![/title]\n<table>\n<tbody>\n<tr>\n<td valign="top"><strong>INVICTUS GLOBAL</strong> pte ltd\nMAXWELL HOUSE\n20 MAXWELL ROAD #09-17\n<strong>SINGAPORE</strong> 609113\n+ 65 6408 9744 (T), + 65 6399 3699 (F)<strong>INVICTUS LEADER</strong> pte ltd - HQ Europe\nHUDSON HOUSE\n8 ALBANY STREET\nEDINBURGH, EH1 3QB\nSCOTLAND, <strong>UNITED KINGDOM</strong>\n+44 131 473 2332 (DL)\n+ 44 131 473 2300 (GL)\n+ 44 131 473 2309 (F)\n\n<strong>INVICTUS LEADER</strong> sdn bhd – R&D\nD 12 - 6 - 1, JALAN PJU 1A/46\nDANA 1 COMMERCIAL CENTRE\n47301 PETALING JAYA\nSELANGOR, <strong>MALAYSIA</strong>\n+ 603 7842 7046 (T/F)\n\n<strong>INVICTUS LEADER</strong> sdn bhd (906856-A)\nNo. 54A, JALAN SS2/67\n47300 PETALING JAYA\nSELANGOR, <strong>MALAYSIA</strong>\n+ 603 7874 8179 (T), + 603 7875 4111 (F)</td>\n</tr>\n</tbody>\n</table>', 'Contact Us', '', 'inherit', 'open', 'open', '', '86-autosave', '', '', '2013-06-29 10:07:20', '2013-06-29 10:07:20', '', 86, 'http://invictusleader.com/home/?p=4409', 0, 'revision', '', 0),
(4410, 1, '2013-06-29 05:32:22', '2013-06-29 05:32:22', '<p>\r\n <span style="text-align: justify;">by VS Ravi </span><span data-scayt_word="Elangkoh" data-scaytid="1" style="text-align: justify;">Elangkoh</span></p>\r\n<div style="text-align: justify;">\r\n <em>“A happy person is a creative person.”</em></div>\r\n<div style="text-align: justify;">\r\n <em>~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></em></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Is the notion of the “Mad Genius” a figment of our imagination, or is it grounded upon scientific fact?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n We shall explore the aforementioned notion in this installment of our six-part series, as we cover the <span data-scayt_word="4th" data-scaytid="4">4<sup>th</sup></span> myth of creativity that was first put forth by Professor Theresa Amabile: “Fear forces breakthroughs.”</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n [Editorial note: You may be interested to refer to Part 1 – Myth #1: Creativity Comes from Creative Types, Part 2 – Myth #2: Money is a Creativity Motivator, and Part 3 – Time Pressure Fuels/Drives Creativity.]</div>\r\n<div style="text-align: justify;" />\r\n \r\n</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Myth #4: Fear Forces Breakthroughs</strong></div>\r\n<div style="text-align: justify;">\r\n “Creativity is like chasing chickens!” That was what <span data-scayt_word="Christoph" data-scaytid="6">Christoph</span> <span data-scayt_word="Niemann" data-scaytid="7">Niemann</span>, a graphic designer and author of several books including children’s books, once said.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Yes, creativity can sometimes feel like you are frantically chasing something elusive. But Maria <span data-scayt_word="Popova" data-scaytid="8">Popova</span>, author and founder of <a href="http://www.brainpickings.org/">www.brainpickings.org</a>, suggests that things could be the other way round, i.e. creativity feels like you are being chased instead, by chickens – menacing giant chickens, to be more precise! These scary birds are symbolic of the fear and anxiety that plague many an artist or anyone who is expected to produce creative works.<sup>1</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n But does that fear compel people to become more creative?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n According to working artists David <span data-scayt_word="Bayles" data-scaytid="9">Bayles</span> and Ted <span data-scayt_word="Orland" data-scaytid="10">Orland</span>, the authors of <em>Art & </em><span data-scayt_word="Fear2" data-scaytid="11"><em>Fear</em><sup>2</sup></span>, statistics reveal that most artwork is produced by non-geniuses who simply have the passion and dedication to face the daily practical and psychological challenges. The authors also highlight fear as a cornerstone of the obstacles which hinder, NOT enhance, the creative process.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Tears for Fears</strong></div>\r\n<div style="text-align: justify;">\r\n Penn State researchers have found that the ‘fear of cognitive <span data-scayt_word="dyscontrol’" data-scaytid="12">dyscontrol’</span> is a good predictor of depressive symptoms.<sup>3</sup> This implies that we could also check out whether depressed – and by logic, fearful – people are more creative than ‘normal’ people.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n Arnold M. Ludwig, a former researcher at the University of Kentucky Medical Centre who is currently Adjunct Professor of Psychiatry and Human Behaviour at Brown University, conducted a 10-year study on 1,004 men and women who excelled in an array of professions including art, music, science, business, politics and sports. Ludwig found that 59% to 77% of the artists, writers and musicians suffered mental illness (especially mood disorders) compared with only 18% to 29% among the less artistic professionals.<sup>4</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n So does Ludwig’s study provide evidence for the Mad Sad Genius or the Fearful Tearful Genius?</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n It is true that many related studies have shown higher rates of mood disorders among creative people, differing only in the magnitude of the results. But this does not mean that mental disorders or negative emotions cause people to become more creative. Quite the contrary – Kay Redfield Jamison, Professor of Psychiatry at Johns Hopkins University School of Medicine, shares in her book, <em>Touched With </em><em>Fire</em><sup>5</sup>, that the majority of people suffering from depression and bipolar disorder do NOT have extraordinary imaginations.<sup>6</sup></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Happy today, creative tomorrow</strong></div>\r\n<div style="text-align: justify;">\r\n Amabile’s landmark ‘diary study’ in 1998 concurs with Jamison’s findings. After Amabile and her team had analyzed all the 12,000 journal entries by the participants, which describe their degree of fear, anxiety, sadness, anger, joy and love on a daily basis, Amabile found a positive correlation between creativity and the emotions of joy and love. At the same time, Amabile found a negative correlation between creativity and the emotions of anger, fear and anxiety. Moreover, participants were more likely to experience a creative breakthrough if they had been happy the day before. You could say that it was a virtuous cycle of creativity, and that one day’s joy predicts the following day’s creativity.</div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n <strong>Concluding remarks</strong></div>\r\n<div style="text-align: justify;">\r\n As a leader of integrity, never use fear to control your people. Instead, encourage your people to share their fears, and work out those fears within an open and safe environment. Listen to their fears and concerns from a non-judgmental perspective. Offer your people moral support, and execute concrete solutions where possible as soon as possible. Once you’ve helped your people to deal with their fears, they will be well on their way to turning the Fearful Tearful Non-Genius into a Fearless Happy Genius. </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n References</div>\r\n<div style="text-align: justify;">\r\n 1 <a href="http://www.brainpickings.org/index.php/2011/09/12/fear-creativity/">http://www.brainpickings.org/index.php/2011/09/12/fear-creativity/</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 2 <a href="http://www.amazon.com/Art-Fear-Observations-Rewards-Artmaking/dp/0961454733">http://www.amazon.com/Art-Fear-Observations-Rewards-Artmaking/dp/0961454733</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 3 <a href="http://www.sciencedaily.com/releases/2009/12/091201084105.htm">http://www.sciencedaily.com/releases/2009/12/091201084105.htm</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<div style="text-align: justify;">\r\n 4, 6 <a href="http://www.thirdage.com/depression/creativity-and-depression-is-there-a-link-0">http://www.thirdage.com/depression/creativity-and-depression-is-there-a-link-0</a></div>\r\n<div style="text-align: justify;">\r\n </div>\r\n<p>\r\n </p>\r\n<div style="text-align: justify;">\r\n 5 <a href="http://www.amazon.com/Touched-Fire-Manic-Depressive-Artistic-Temperament/dp/068483183X">http://www.amazon.com/Touched-Fire-Manic-Depressive-Artistic-Temperament/dp/068483183X</a></div>', 'The 6 Myths of Creativity in Organizations: The 4th Myth - “Fear Forces Breakthroughs” (Part 4 of 6)', '', 'inherit', 'open', 'open', '', '4273-revision-3', '', '', '2013-06-29 05:32:22', '2013-06-29 05:32:22', '', 4273, 'http://invictusleader.com/home/?p=4410', 0, 'revision', '', 0),
(4411, 1, '2013-06-29 13:54:56', '2013-06-29 13:54:56', '<span style="text-align: justify;">by VS Ravi </span><span style="text-align: justify;" data-scayt_word="Elangkoh" data-scaytid="1">Elangkoh</span>\n<div style="text-align: justify;"><em>“A happy person is a creative person.” </em><em>~ VS Ravi <span data-scayt_word="Elangkoh" data-scaytid="2">Elangkoh</span></em></div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">Is the notion of the “Mad Genius” a figment of our imagination, or is it grounded upon scientific fact?</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">We shall explore the aforementioned notion in this installment of our six-part series, as we cover the <span data-scayt_word="4th" data-scaytid="4">4<sup>th</sup></span> myth of creativity that was first put forth by Professor Theresa Amabile: “Fear forces breakthroughs.”</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">[Editorial note: You may be interested to refer to Part 1 – Myth #1: Creativity Comes from Creative Types, Part 2 – Myth #2: Money is a Creativity Motivator, and Part 3 – Time Pressure Fuels/Drives Creativity.]</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;"><strong>Myth #4: Fear Forces Breakthroughs</strong></div>\n<div style="text-align: justify;">“Creativity is like chasing chickens!” That was what <span data-scayt_word="Christoph" data-scaytid="6">Christoph</span> <span data-scayt_word="Niemann" data-scaytid="7">Niemann</span>, a graphic designer and author of several books including children’s books, once said.</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">Yes, creativity can sometimes feel like you are frantically chasing something elusive. But Maria <span data-scayt_word="Popova" data-scaytid="8">Popova</span>, author and founder of <a href="http://www.brainpickings.org/">www.brainpickings.org</a>, suggests that things could be the other way round, i.e. creativity feels like you are being chased instead, by chickens – menacing giant chickens, to be more precise! These scary birds are symbolic of the fear and anxiety that plague many an artist or anyone who is expected to produce creative works.<sup>1</sup></div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">But does that fear compel people to become more creative?</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">According to working artists David <span data-scayt_word="Bayles" data-scaytid="9">Bayles</span> and Ted <span data-scayt_word="Orland" data-scaytid="10">Orland</span>, the authors of <em>Art & </em><span data-scayt_word="Fear2" data-scaytid="11"><em>Fear</em><sup>2</sup></span>, statistics reveal that most artwork is produced by non-geniuses who simply have the passion and dedication to face the daily practical and psychological challenges. The authors also highlight fear as a cornerstone of the obstacles which hinder, NOT enhance, the creative process.</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;"><strong>Tears for Fears</strong></div>\n<div style="text-align: justify;">Penn State researchers have found that the ‘fear of cognitive <span data-scayt_word="dyscontrol’" data-scaytid="12">dyscontrol’</span> is a good predictor of depressive symptoms.<sup>3</sup> This implies that we could also check out whether depressed – and by logic, fearful – people are more creative than ‘normal’ people.</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">Arnold M. Ludwig, a former researcher at the University of Kentucky Medical Centre who is currently Adjunct Professor of Psychiatry and Human Behaviour at Brown University, conducted a 10-year study on 1,004 men and women who excelled in an array of professions including art, music, science, business, politics and sports. Ludwig found that 59% to 77% of the artists, writers and musicians suffered mental illness (especially mood disorders) compared with only 18% to 29% among the less artistic professionals.<sup>4</sup></div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">So does Ludwig’s study provide evidence for the Mad Sad Genius or the Fearful Tearful Genius?</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">It is true that many related studies have shown higher rates of mood disorders among creative people, differing only in the magnitude of the results. But this does not mean that mental disorders or negative emotions cause people to become more creative. Quite the contrary – Kay Redfield Jamison, Professor of Psychiatry at Johns Hopkins University School of Medicine, shares in her book, <em>Touched With </em><em>Fire</em><sup>5</sup>, that the majority of people suffering from depression and bipolar disorder do NOT have extraordinary imaginations.<sup>6</sup></div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;"><strong>Happy today, creative tomorrow</strong></div>\n<div style="text-align: justify;">Amabile’s landmark ‘diary study’ in 1998 concurs with Jamison’s findings. After Amabile and her team had analyzed all the 12,000 journal entries by the participants, which describe their degree of fear, anxiety, sadness, anger, joy and love on a daily basis, Amabile found a positive correlation between creativity and the emotions of joy and love. At the same time, Amabile found a negative correlation between creativity and the emotions of anger, fear and anxiety. Moreover, participants were more likely to experience a creative breakthrough if they had been happy the day before. You could say that it was a virtuous cycle of creativity, and that one day’s joy predicts the following day’s creativity.</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;"><strong>Concluding remarks</strong></div>\n<div style="text-align: justify;">As a leader of integrity, never use fear to control your people. Instead, encourage your people to share their fears, and work out those fears within an open and safe environment. Listen to their fears and concerns from a non-judgmental perspective. Offer your people moral support, and execute concrete solutions where possible as soon as possible. Once you’ve helped your people to deal with their fears, they will be well on their way to turning the Fearful Tearful Non-Genius into a Fearless Happy Genius.</div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">References</div>\n<div style="text-align: justify;">1 <a href="http://www.brainpickings.org/index.php/2011/09/12/fear-creativity/">http://www.brainpickings.org/index.php/2011/09/12/fear-creativity/</a></div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">2 <a href="http://www.amazon.com/Art-Fear-Observations-Rewards-Artmaking/dp/0961454733">http://www.amazon.com/Art-Fear-Observations-Rewards-Artmaking/dp/0961454733</a></div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">3 <a href="http://www.sciencedaily.com/releases/2009/12/091201084105.htm">http://www.sciencedaily.com/releases/2009/12/091201084105.htm</a></div>\n<div style="text-align: justify;"></div>\n<div style="text-align: justify;">4, 6 <a href="http://www.thirdage.com/depression/creativity-and-depression-is-there-a-link-0">http://www.thirdage.com/depression/creativity-and-depression-is-there-a-link-0</a></div>\n<div style="text-align: justify;"></div>\n \n<div style="text-align: justify;">5 <a href="http://www.amazon.com/Touched-Fire-Manic-Depressive-Artistic-Temperament/dp/068483183X">http://www.amazon.com/Touched-Fire-Manic-Depressive-Artistic-Temperament/dp/068483183X</a></div>', 'The 6 Myths of Creativity in Organizations: The 4th Myth - “Fear Forces Breakthroughs” (Part 4 of 6)', '', 'inherit', 'open', 'open', '', '4273-autosave', '', '', '2013-06-29 13:54:56', '2013-06-29 13:54:56', '', 4273, 'http://invictusleader.com/home/?p=4411', 0, 'revision', '', 0);
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(4412, 1, '2013-06-29 14:32:33', '2013-06-29 14:32:33', '[tagline_box link="http://invictusleader.com/home/?cat=41" button="Altitude Is Everything" title="Invictus - Unbeaten, Unconquered, Unvanquished" description="It matters not how strait the gate, How charged with punishments the scroll, I am the master of my fate, \nI am the captain of my soul. ~ William Ernest Henley, 1875"][/tagline_box]\n\n<!--[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]-->\n\n[content_boxes]\n[content_box title="Why Invictus Leader?" image="" icon="tablet" link="http://invictusleader.com/home/?page_id=4418" linktext="Learn More"]\nINVICTUS LEADER helps you and your organizational teams to attain self-mastery and leadership skills to become authentic leaders. [/content_box]\n\n[content_box title="Lead" image="" icon="random" link="http://invictusleader.com/home/?page_id=4359" linktext="Learn More"]\nThroughout the course of history, leadership has been essential for mankind’s survival. Leaders must evolve or dissolve. [/content_box]\n\n[content_box title="Innovate" image="" icon="tint" link="http://invictusleader.com/home/?page_id=4361" linktext="Learn More"]\nInnovation is a form of creative energy that helps us to adapt intelligently to our ever-changing environment, to remain relevant amid fierce competition, or to transcend. [/content_box]\n\n[content_box last="yes" title="Coach" image="" icon="text-width" link="http://invictusleader.com/home/?page_id=4363"]\nIt is the ability to coach that enables established leaders to nurture emerging leaders. Coaching requires authenticity in the coach who must also possess the inner drive[/content_box]\n[/content_boxes]\n\n[three_fourth last="no"]\n[title size="2"]Latest From The Blog[/title]\n[recent_posts columns="3" number_posts="3" cat_id="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="15"][/recent_posts]\n[/three_fourth]\n\n[one_fourth last="yes"]\n[title size="2"]What Client''s Say[/title]\n[testimonials]\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager"]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\n\n[testimonial name="SK Tan" gender="male" company="Production Manager"]Ravi, I must say, is a great co-coordinator in leadership programmes. \nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\n\n[testimonial name="Manager" gender="male" company="F&N"]An excellent and workable insight into one''s current attitude in the organization and the opportunity available to maximize the individual’s potential to meet and align with the company''s vision and mission.[/testimonial]\n\n[testimonial name="Senior Business Manager" gender="male" company="Jardine"]It was brilliant. It actually opened up my mind further to try different approaches and most importantly to improve myself to help people improve.[/testimonial]\n\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)"]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\n[/testimonials]\n[/one_fourth]', 'Home Version 1', '', 'inherit', 'open', 'open', '', '1345-autosave', '', '', '2013-06-29 14:32:33', '2013-06-29 14:32:33', '', 1345, 'http://invictusleader.com/home/?p=4412', 0, 'revision', '', 0),
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(4415, 1, '2013-06-29 14:17:59', '2013-06-29 14:17:59', '[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Invictus - Unbeaten, Unconquered, Unvanquished" description="It matters not how strait the gate, How charged with punishments the scroll, I am the master of my fate, I am the captain of my soul. ~ William Ernest Henley, 1875"][/tagline_box]\r\n\r\n<!--[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]-->\r\n\r\n[content_boxes]\r\n[content_box title="Responsive Design" image="" icon="tablet" link="http://themeforest.net/user/ThemeFusionhttp://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada is fully responsive and can adapt to any screen size. Try resizing your browser window to see it happen.[/content_box]\r\n[content_box title="Awesome Sliders" image="" icon="random" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada includes the awesome Layer Parallax Slider as well as the popular FlexSlider2. Both are easy to use![/content_box]\r\n[content_box title="Unlimited Colors" image="" icon="tint" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]We included a backend color picker for unlimited color options. Anything can be changed, including the gradients![/content_box]\r\n[content_box last="yes" title="500+ Google Fonts" image="" icon="text-width" link="http://themeforest.net/user/ThemeFusion" linktext="Learn More"]Avada loves fonts, choose from over 500+ Google Fonts. You can change all headings and body copy with ease![/content_box]\r\n[/content_boxes]\r\n\r\n[three_fourth last="no"]\r\n[title size="2"]Latest From The Blog[/title]\r\n[recent_posts columns="3" number_posts="3" cat_id="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="15"][/recent_posts]\r\n[/three_fourth]\r\n\r\n[one_fourth last="yes"]\r\n[title size="2"]What Client''s Say[/title]\r\n[testimonials]\r\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager"]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\r\n\r\n[testimonial name="SK Tan" gender="male" company="Production Manager"]Ravi, I must say, is a great co-coordinator in leadership programmes. \r\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\r\n\r\n[testimonial name="Manager" gender="male" company="F&N"]An excellent and workable insight into one''s current attitude in the organization and the opportunity available to maximize the individual’s potential to meet and align with the company''s vision and mission.[/testimonial]\r\n\r\n[testimonial name="Senior Business Manager" gender="male" company="Jardine"]It was brilliant. It actually opened up my mind further to try different approaches and most importantly to improve myself to help people improve.[/testimonial]\r\n\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)"]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/testimonials]\r\n[/one_fourth]', 'Home Version 1', '', 'inherit', 'open', 'open', '', '1345-revision-4', '', '', '2013-06-29 14:17:59', '2013-06-29 14:17:59', '', 1345, 'http://invictusleader.com/home/?p=4415', 0, 'revision', '', 0),
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(4418, 1, '2013-06-29 14:24:44', '2013-06-29 14:24:44', '<b>Prologue</b>\r\nThe Latin word “invictus” means undefeated, unconquered or unvanquished. It is also the title of a classic poem by William Ernest Henley (1849-1903). Henley penned the poem while in hospital for tuberculosis of the bone, also known as Pott''s disease. Afflicted by the disease since the age of 14, Henley’s foot had to be amputated at 17, which was shortly before he wrote the poem. Although Henley’s poem was originally untitled, the title “INVICTUS” was added by editor Arthur Quiller-Couch when the poem was first published in <i>The Oxford Book of English Verse</i> in 1902.\r\n\r\nINVICTUS LEADER offers an inclusive platform for leaders of diversity to convene. Where there is diversity, there is a vast pool of multi-cultural, multi-ethnic and multi-talented leaders.\r\n\r\nYet, amid the diversity of ideas, there is a convergence of ideals. Despite the diversity of views, there is a convergence of vision. And even with the diversity of dreams, there is a convergence of destiny. So instead of being divisive, diversity is inclusive.\r\n\r\nLeaders of diversity can powerfully drive innovation. In these uncertain times, innovation is the lifeblood of a healthy organization.\r\n\r\n<b>Our Objective.</b> INVICTUS LEADER helps you and your organizational teams to attain self-mastery and leadership skills to become <b>authentic leaders</b>. This will equip you and your organization with the right value-based emotional intelligence and mental agility to face personal, local and global challenges.\r\n\r\n<b>Our Methodology. </b>We have distilled the best principles and practices into our in-house-developed methodology. The methodology is multi-faceted but may be summarized into three key actionable verbs: <b>Think – Believe – Lead.</b>\r\n\r\nFar from being “one size fits all”, our methodology is custom-designed at two levels: first, at the corporate level, for each organization according to its specific needs; second, at the individual level, for each leader within the organization, according to his or her unique needs\r\n\r\nThe methodology guides you in the areas of <b>Leadership, Innovation, Coaching</b> – the three core abilities of a true leader.\r\n\r\n<b>Our Faculty. </b>We may be just a little over 20 years young, but our team of experienced facilitators and coaches are mature enough to establish the INVICTUS LEADER’s <b>Leadership – The Realm of Authentic Renewal</b> <b>(R.O.A.R.)<sup>TM</sup></b> framework, which has been honed through decades of our hands-on interaction with clients and associates.\r\n\r\nTo become a great leader, we believe that you must rely on your own true north to guide you when nothing else can. In the current and next generations, leaders must be <b>authentic leaders</b>, not mere figureheads or proxies. That is why, rather than offering leadership tools and tips, we focus on your personal leadership development.\r\n', 'Why Invictus Leader?', '', 'publish', 'open', 'open', '', 'why-invictus-leader', '', '', '2013-06-29 14:25:58', '2013-06-29 14:25:58', '', 0, 'http://invictusleader.com/home/?page_id=4418', 0, 'page', '', 0),
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(4420, 1, '2013-06-29 14:24:44', '2013-06-29 14:24:44', '<b>Why INVICTUS LEADER?</b><b></b>\r\n\r\n \r\n\r\n<b>Prologue</b>\r\n\r\nThe Latin word “invictus” means undefeated, unconquered or unvanquished. It is also the title of a classic poem by William Ernest Henley (1849-1903). Henley penned the poem while in hospital for tuberculosis of the bone, also known as Pott''s disease. Afflicted by the disease since the age of 14, Henley’s foot had to be amputated at 17, which was shortly before he wrote the poem. Although Henley’s poem was originally untitled, the title “INVICTUS” was added by editor Arthur Quiller-Couch when the poem was first published in <i>The Oxford Book of English Verse</i> in 1902.\r\n\r\n<b> </b>\r\n\r\nINVICTUS LEADER offers an inclusive platform for leaders of diversity to convene. Where there is diversity, there is a vast pool of multi-cultural, multi-ethnic and multi-talented leaders.\r\n\r\n \r\n\r\nYet, amid the diversity of ideas, there is a convergence of ideals. Despite the diversity of views, there is a convergence of vision. And even with the diversity of dreams, there is a convergence of destiny. So instead of being divisive, diversity is inclusive.\r\n\r\n \r\n\r\nLeaders of diversity can powerfully drive innovation. In these uncertain times, innovation is the lifeblood of a healthy organization.\r\n\r\n \r\n\r\n<b>Our Objective.</b> INVICTUS LEADER helps you and your organizational teams to attain self-mastery and leadership skills to become <b>authentic leaders</b>. This will equip you and your organization with the right value-based emotional intelligence and mental agility to face personal, local and global challenges.\r\n\r\n \r\n\r\n<b>Our Methodology. </b>We have distilled the best principles and practices into our in-house-developed methodology. The methodology is multi-faceted but may be summarized into three key actionable verbs: <b>Think – Believe – Lead.</b>\r\n\r\n \r\n\r\nFar from being “one size fits all”, our methodology is custom-designed at two levels: first, at the corporate level, for each organization according to its specific needs; second, at the individual level, for each leader within the organization, according to his or her unique needs\r\n\r\n \r\n\r\nThe methodology guides you in the areas of <b>Leadership, Innovation, Coaching</b> – the three core abilities of a true leader.\r\n\r\n \r\n\r\n<b>Our Faculty. </b>We may be just a little over 20 years young, but our team of experienced facilitators and coaches are mature enough to establish the INVICTUS LEADER’s <b>Leadership – The Realm of Authentic Renewal</b> <b>(R.O.A.R.)<sup>TM</sup></b> framework, which has been honed through decades of our hands-on interaction with clients and associates.\r\n\r\n \r\n\r\nTo become a great leader, we believe that you must rely on your own true north to guide you when nothing else can. In the current and next generations, leaders must be <b>authentic leaders</b>, not mere figureheads or proxies. That is why, rather than offering leadership tools and tips, we focus on your personal leadership development.\r\n\r\n ', 'Why Invictus Leader?', '', 'inherit', 'open', 'open', '', '4418-revision-2', '', '', '2013-06-29 14:24:44', '2013-06-29 14:24:44', '', 4418, 'http://invictusleader.com/home/?p=4420', 0, 'revision', '', 0),
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(4423, 1, '2013-06-29 14:32:41', '2013-06-29 14:32:41', '[tagline_box link="http://invictusleader.com/home/?cat=41" button="Altitude Is Everything" title="Invictus - Unbeaten, Unconquered, Unvanquished" description="It matters not how strait the gate, How charged with punishments the scroll, I am the master of my fate, \r\nI am the captain of my soul. ~ William Ernest Henley, 1875"][/tagline_box]\r\n\r\n<!--[tagline_box link="http://themeforest.net/user/ThemeFusion" button="Purchase Now" title="Avada is incredibly responsive, with a refreshingly clean design" description="And it has some awesome features, premium sliders, unlimited colors, advanced theme options and so much more!"][/tagline_box]-->\r\n\r\n[content_boxes]\r\n[content_box title="Why Invictus Leader?" image="" icon="tablet" link="http://invictusleader.com/home/?page_id=4418" linktext="Learn More"]\r\nINVICTUS LEADER helps you and your organizational teams to attain self-mastery and leadership skills to become authentic leaders. [/content_box]\r\n\r\n[content_box title="Lead" image="" icon="random" link="http://invictusleader.com/home/?page_id=4359" linktext="Learn More"]\r\nThroughout the course of history, leadership has been essential for mankind’s survival. Leaders must evolve or dissolve. [/content_box]\r\n\r\n[content_box title="Innovate" image="" icon="tint" link="http://invictusleader.com/home/?page_id=4361" linktext="Learn More"]\r\nInnovation is a form of creative energy that helps us to adapt intelligently to our ever-changing environment, to remain relevant amid fierce competition, or to transcend. [/content_box]\r\n\r\n[content_box last="yes" title="Coach" image="" icon="text-width" link="http://invictusleader.com/home/?page_id=4363"]\r\nIt is the ability to coach that enables established leaders to nurture emerging leaders. Coaching requires authenticity in the coach who must also possess the inner drive.[/content_box]\r\n[/content_boxes]\r\n\r\n[three_fourth last="no"]\r\n[title size="2"]Latest From The Blog[/title]\r\n[recent_posts columns="3" number_posts="3" cat_id="" thumbnail="yes" title="yes" meta="yes" excerpt="yes" excerpt_words="15"][/recent_posts]\r\n[/three_fourth]\r\n\r\n[one_fourth last="yes"]\r\n[title size="2"]What Client''s Say[/title]\r\n[testimonials]\r\n[testimonial name="Mazlan T" gender="male" company="Business Solutions Manager"]Invictus Leader’s programmes are different from others where instead of using a lot of materials, Ravi uses interactivity, active probing and assessments that are really effective to open up our minds to think out-of-the-box. [/testimonial]\r\n\r\n[testimonial name="SK Tan" gender="male" company="Production Manager"]Ravi, I must say, is a great co-coordinator in leadership programmes. \r\nThe programme was very “packed” and well-structured. The post-activity discussions were interesting; there were many brilliant points raised.[/testimonial]\r\n\r\n[testimonial name="Manager" gender="male" company="F&N"]An excellent and workable insight into one''s current attitude in the organization and the opportunity available to maximize the individual’s potential to meet and align with the company''s vision and mission.[/testimonial]\r\n\r\n[testimonial name="Senior Business Manager" gender="male" company="Jardine"]It was brilliant. It actually opened up my mind further to try different approaches and most importantly to improve myself to help people improve.[/testimonial]\r\n\r\n[testimonial name="Senior GM" gender="male" company="Tenaga Nasional (National Electricity Board)"]This is wonderful. It’s an eye opener for me. Preps me better before taking up more responsibilities in future and makes me a better person than before. This programme should be conducted for the Holdings'' Senior GMs, Heads/GMs.[/testimonial]\r\n[/testimonials]\r\n[/one_fourth]', 'Home Version 1', '', 'inherit', 'open', 'open', '', '1345-revision-8', '', '', '2013-06-29 14:32:41', '2013-06-29 14:32:41', '', 1345, 'http://invictusleader.com/home/?p=4423', 0, 'revision', '', 0),
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Leaders know how lonely it can be at the top and how difficult it is to stay on the cutting edge, not just for a season but for the long term.\r\n\r\nWhether you are a CEO, MD, GM, head of department, manager, entrepreneur or even a leader without a title, we can work with you to become your trusted thought partner in your success.\r\n[/one_half]\r\n\r\n[one_half last="no"]\r\n[title size="2"]Think, Act & Dare[/title]\r\nWe challenge you to think, behave and act in ways that you may have never dared explore before, whether due to insecurity, ignorance or inertia. We realize that many corporate executives lack the opportunity for genuine expression and constructive feedback simply because of the political systems, insular mindsets and anachronistic traditions that have taken root in their organizations. We intervene professionally to break these shackles before they mortally stifle the organization’s lifeblood.\r\n\r\nOur clients grow as emotionally intelligent leaders by understanding and developing their unique purpose, strengths and brand attributes on a much deeper level. We help them embark on their inner journey of self-discovery and self-development, whilst ensuring that they deliver the results expected of them as successful leaders and professionals.\r\n[/one_half]\r\n\r\n[one_half last="yes"]\r\n[title size="2"]Qualified & Experienced Team[/title]\r\nOur team is qualified and experienced in applying many of the leading profiling tools available, constantly drawing out your best attributes and greatest potential to help you become a self-directed leader who can in turn raise other leaders.\r\n<div>We <strong>lead, innovate, coach</strong>. <strong>We develop leaders…and leaders develop leaders</strong>.</div>\r\n<div></div>\r\n<br>\r\n<div>We are <strong>INVICTUS LEADER</strong>.</div>\r\n[/one_half]\r\n\r\n[one_half last="no"]\r\n[title size="2"]Who Is Avada[/title]\r\n[accordian]\r\n[toggle title="Our Company Mission"]Fugiat dapibus, tellus ac cursus commodo, mauris sit condim eser ntumsi nibh, uum a justo vitaes amet risus amets un. 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-- --------------------------------------------------------
--
-- Table structure for table `wp_usermeta`
--
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KEY `meta_key` (`meta_key`)
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--
-- Dumping data for table `wp_usermeta`
--
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-- --------------------------------------------------------
--
-- Table structure for table `wp_users`
--
CREATE TABLE IF NOT EXISTS `wp_users` (
`ID` bigint(20) unsigned NOT NULL AUTO_INCREMENT,
`user_login` varchar(60) NOT NULL DEFAULT '',
`user_pass` varchar(64) NOT NULL DEFAULT '',
`user_nicename` varchar(50) NOT NULL DEFAULT '',
`user_email` varchar(100) NOT NULL DEFAULT '',
`user_url` varchar(100) NOT NULL DEFAULT '',
`user_registered` datetime NOT NULL DEFAULT '0000-00-00 00:00:00',
`user_activation_key` varchar(60) NOT NULL DEFAULT '',
`user_status` int(11) NOT NULL DEFAULT '0',
`display_name` varchar(250) NOT NULL DEFAULT '',
PRIMARY KEY (`ID`),
KEY `user_login_key` (`user_login`),
KEY `user_nicename` (`user_nicename`)
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--
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--
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(5, 'subscriber2', '$P$BZwOurPGD4X0pS.K.Q5ZplewRwjNku0', 'subscriber2', 'subscriber2@integriocorp.com', '', '2013-06-02 15:02:16', '', 0, 'subscriber2');
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