Leadership is one of the most important skills that anyone can ever learn. This is because leadership applies to all facets of life ranging from personal life, family, workplace and even business. As a result, it is accurate to presume that leadership development is a continuous process that takes place throughout an individual's life. In fact, there is no point at which it stops. There are numerous situations new era caps and opportunities which one can seize to boost his or her leadership abilities. The most important thing to remember is that leadership, in many situations, involves dealing with other people. Here is a basic leadership development process.
The first step involves conducting an assessment. As a leader, it is very important to know where you stand and new era caps where you have come from. This will help you in knowing your
2012年9月18日星期二
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Wisdom is a quality that we all wish we had.? It offers us accurate
Wisdom is the end result of intelligent awareness, engaged experience, and something deeper and more elusive.? Throughout the ages, it has been the stock in trade of sages.? Sages are those our ancestors could turn to for guidance in times of grave turmoil and strife.? Sages have always been those who spent the majority of their lives in study and training to gain profound qualities and skills that also included the deep insight and capacity of wisdom.
Today, CEOs and leaders are continually challenged to make decisions with insufficient information.? Their goal and hope is for their decisions to be both successful and enduring.? The most astute learners among these use the decisions that do not succeed as conscious training tools for their companies, countries and themselves.? Success from their failures then becomes the personal and organizational enrichment gained in the combination of experience, perspective, discernment, character growth, and intuition.? Over time, this leads some leaders to wisdom.? Leaders with wisdom are and have always been in high demand and are in chronically short supply today.? Wisdom is that holy grail of skills that leaders unconsciously and sometimes consciously strive for in each decision they make.
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Leadership is the ability to organize and influence others to achieve a specific common goal. Leaders emerge from within organizations. Their personal qualities tigers black and blue caps attract followers who willingly accept their leadership. For decades it was assumed that leadership was a trait that was inherited. However, subsequent studies and research have shown that effective leadership can be
For management, a leader has done his job well if he has enhanced the team's effectiveness and cohesion by being active in his group's work, organizing their activities, coaching and motivating his subordinates. For subordinates, a leader is perceived well if he has been supportive and has shown concern for them. This would include being clear in setting standards and holding his subordinates accountable for meeting those standards.
There are different leadership styles. The autocratic or authoritarian style centralizes all decision making in the leader. He doesn't entertain suggestions from his subordinates. The leader is highly motivated because he gets all the credit and is therefore the star. The participative or democratic style encourages suggestions and individual input. It favors group decision making. tigers black and blue caps A decision is only made after everyone is heard. In the laissez-faire or free rein style, the group is left entirely to itself. The group is given a free hand to make their own decisions. The leader does not care about the process; he is just interested in the results.
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And I'm Not Just Saying That For Marital Bliss' Sake
by Michael D. Hume, M.S.
This is an ode to one of the most inspirational leaders I've ever known: my wife. And since I've had the privilege to meet and work with a surprising number of the world's best business leaders over the past several years, calling her that is saying something.
She doesn't like to be fussed over, so I won't identify her here... but my wife is retiring today after twenty-one years in her most recent job, as a top executive in a large local-government agency. She'll still practice law, but only detriot black and blue hats as and when she likes; believe me, they will miss her. They've all said so.
Some own a business, some are consultants, and some labor as senior and emerging leaders in organizations of every stripe - but most of my clients want to be more inspirational as leaders. No matter what you do, if being
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Accurate time estimation is a skill essential for good project management. It is important to get time estimates right for two main reasons:
Time estimates drive the setting of deadlines for delivery and planning of projects, and hence will impact on other peoples assessment of your reliability and competence as a project manager.
Time
Project managers also often simply fail to allow for the full complexity or potential errors and stuff ups, involved with a project. The 2004-2006 Wembley Stadium project in London is often used as an example, although there are countless others of less profile.
Time estimates are important as inputs into other techniques used to organise and structure all projects. Using good time estimation techniques may reduce large projects to a series of smaller projects.
Step 1 - Understand the Project Outcome First you need to fully understand what it is you need to achieve. (Refer to my article; Project Management - Begin with the end in mind). Review the project /task in detail so that there are no ‘unknowns'. Some difficult-to-understand, tricky detriot black and blue caps problems that take the greatest amount of detriot black and blue caps time to solve.
The best way to review the job is to just list all component tasks in full detail.
Step 2 - Estimate time
When you have a detailed list of all the tasks that you must achieve to complete the project then you can begin to estimate how long each will take.
Make sure that you also allow time for project management administration, detailed project, liaison with outside bodies' resources and authorities, meetings, quality assurance developing supporting documentation or procedures necessary, and training.
Also make sure that you have allowed time for:? Other high urgency tasks to be carried out which will have priority over this one
? Accidents and emergencies
? Internal/external meetings
? Holidays and sickness in key staff/stakeholders
? Contact with other customers, suppliers and contractors
? Breakdowns in equipment
? Missed deliveries by suppliers
? Interruptions by customers, suppliers, contractors, family, pets, co- workers etc
? Others priorities and schedules e.g. local government planning processes
? Quality control rejections etc.
? Unanticipated events (e.g. renovating the bathroom finding white-ants/termites in the walls)
These factors may significantly lengthen the time and cost needed to complete a project.
If the accuracy of time estimates is critical, you will find it effective to develop a systematic approach to including these factors. If possible, base this on past experience. In the absence of your own past experience, ask someone who has already done the task or project to advise what can go wrong; what you need to plan for; and how long each task took previously.
You can lose a great deal of credibility, and money, by underestimating the length of time needed to implement a project. If you underestimate time, not only do you miss deadlines, you can also put other people under unnecessary stress.
Step 3 - Plan for it Going Wrong
Finally, allow time for all the expected and unexpected disruptions and delays to work that will inevitably happen. Sickness, strikes, materials not available, poor quality work, bureaucratic bungling etc.
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Successful online
So make it one of your goals to fail.? Only then will you see that:? 1) you survived; 2) the world didn’t end; and 3) you discovered more about yourself -- your strengths, your weaknesses and above all, your capabilities and personal power to overcome obstacles and ultimately succeed at whatever you do.??
I read this saying a long time ago, “What would you attempt to do, if you knew you could not fail?”? I think it should be rephrased to:? “What would you attempt to do, if you knew your failures were merely stepping stones to your ultimate success?”
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When talking to employees about performance improvement, try connecting the improvements you want to a reduction in something they want.?
For example, you might explain how improvement in a certain area might reduce:
1.?The amount of stress they feel in completing assignments.
2.?The number or kind
3.?The number of times they have to redo an assignment.
4.?The kind of assignments they have to redo.
5.?The number or kind of undesirable assignments they receive.
6.?The number or kind of meetings they have to attend.
7.?The number or kind of explanations they have to provide to explain delays.
8.?The length of time they have to work on undesirable assignments.
new era detriot tigers black and blue caps />9.?The amount of work they have to put into completing an assignment.
10.?The length of time they have to work with people whom new era detriot tigers black and blue caps they don't want to work with.
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From the CEO to the Project Manager, all leaders supervise someone.? That is, all leaders need to ensure that their subordinates have the capabilities and
Ability to Analyze new era detriot tigers hats Strengths and Weaknesses:? Have you had a situation where the leader needed to recommend someone for a job?? What about assigning tasks to subordinates?? Consider how effective the leader was in these instances.?
Effectiveness at Identifying and Providing Training:? Whether the job is technical or not, there will most likely be instances where all employees need some training.? So consider whether the leader gives everyone an opportunity to participate in training.?
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The Viper was conceived as a historical take on the classic American sports car. The iconic AC Cobra was a source of inspiration, and the final version of the Viper bears this out with its powerful engine, minimalist straightforward design, muscular and aggressive styling, and high performance. Some saw claims to kinship with the Cobra as a marketing exercise, ignoring that Carroll Shelby was heavily involved in the initial design of the Viper, and subsequent design of the Viper GTS coupe. Notably, the later (1996 through 2002) Viper GTS coupe took a few design cues from the Pete Brock designed Shelby Cobra Daytona. Though the proportions seem similar at first glance, the designs are quite unique. Carroll Shelby was key in the development of the RT/10 as well as having a hand in the development of the GTS model.
The Viper was initially conceived in late 1988 at Chrysler's Advanced Design Studios. The following February, Chrysler president Bob Lutz suggested to Tom Gale at Chrysler Design that the company should consider producing a modern Cobra, and a clay model was presented to Lutz a few months later. Produced in sheet metal by Metalcrafters, the car appeared as a concept at the North American International Auto Show in 1989. Public reaction was so enthusiastic, that chief engineer Roy Sjoberg was directed to develop it as a standard production vehicle.
Sjoberg selected 85 engineers to be "Team Viper," with development beginning in March 1989. The team asked the then-Chrysler subsidiary Lamborghini to cast some prototype aluminum blocks based on Dodge's V10 truck engine for sports car use in May. The production body was completed in the fall, with a chassis prototype running in December. Though a V8 was first used in the test mule, the V10, which the production car was meant to use, was ready in February 1990.
Official approval from Chrysler chairman Lee Iacocca came in May 1990. One year later, Carroll Shelby piloted new era detriot tigers caps a pre-production car as the pace vehicle in the Indianapolis 500 race. In November 1991, the car was released to reviewers with first retail shipments beginning in January 1992.
First generation RT/10 (19921995)
First Generation Viper RT/10
Production
19921995
Body style(s)
2-door roadster
Engine(s)
7.998?L (488.1?cu?in) V10
400?bhp (298?kW)
465?lbft (630?Nm)
Transmission(s)
6-speed manual
Wheelbase
96.2?in (2,440?mm)
Length
175.1?in (4,450?mm)
Width
75.7?in (1,920?mm)
Height
44.0?in (1,120?mm)
Curb weight
3,284?lb (1,490?kg)
The first prototype was tested in January 1989. It debuted in 1991 with two pre-production models as the pace car for the Indianapolis 500 when Dodge was forced to substitute it in place of the Japanese-built Stealth because of complaints from the United Auto Workers, and went on sale in January 1992 as the RT/10 Roadster.
The centerpiece of the car was its engine. It was based on the Chrysler LA design, which was a truck engine. The original configuration made it too heavy for sports car use, so Lamborghini, then owned by Chrysler Corporation, revamped Dodge's cast-iron block V10 for the Viper by recasting the block and head in aluminum alloy. Some within Chrysler felt the pushrod two-valve design, while adequate for the truck application, was unsuitable for a performance car and suggested a more comprehensive redesign which would have included four valves per cylinder. Chrysler, however, was uncertain about the Viper's production costs and sales potential and so declined to provide the budget for the modification.
The engine weighed 711?lb (323?kg) and produced 400?bhp (300?kW) at 4600?rpm and 465?lbft (630?Nm) at 3600?rpm, and thanks to the long-gearing allowed by the engine, provided fuel economy at a United States Environmental Protection Agency-rated 12?mpg-US (20?L/100?km; 14?mpg-imp) city and 20?mpg-US (12?L/100?km; 24?mpg-imp) highway. The body was a tubular steel frame with resin transfer molding (RTM) fiberglass panels. Some small bits of the suspension, (tie-rod ends and parts of the front wheel hubs) following the manufacturer's "engine first" mantra, were sourced from the Dodge Dakota pickup. It had a curb weight of 3,284?lb (1,490?kg) and lacked all modern driver aids such as traction control or anti-lock brakes. Car and Driver magazine referred to this generation as "the world's biggest Fat Boy Harley," and likened driving it to "playing ping pong with a Louisville Slugger baseball bat." Despite this, in straight line performance, it completed a quarter mile in 12.6 seconds and had a maximum speed of over 180?mph (290?km/h). Its large tires allowed the car to average close to 1 lateral g in corners, placing it among the elite cars of its day. However, the car proved tricky to drive at high speeds, particularly for the unskilled.
The car was spartan, although it featured inflatable lumbar support and adjustable seats. Along with the absence of exterior door handles, the vehicle lacked side windows and a roof. Although a soft top cover was available, it was designed primarily for indoor vehicle storage. Side curtains of fabric and clear plastic operated by zippers could be inserted into the door and hand-bolted when needed. All of these decisions were made to reduce weight. The battery is located in
Performance
Dodge Viper first generation
0-60?mph (97?km/h): 4.6?sec
0-100?mph (160?km/h): 9.2?sec
quarter mile: 13.1?sec @ 112?mph (180?km/h)
top speed: 164?mph (264?km/h)
700?ft (210?m) slalom: over 66?mph (106?km/h)
skidpad average g: 0.96
Second generation SR (19962002)
Second Generation Viper RT/10, GTS
Production
19962002
Body style(s)
2-door roadster
2-door coupe
Engine(s)
7.998?L (488.1?cu?in) V10 415?bhp (309?kW) (Viper RT/10 1996 - 1997)
450?bhp (336?kW) (Viper GTS and Viper RT/10 from 1998 - 2002)
Transmission(s)
6-speed manual
Wheelbase
96.2?in (2,440?mm)
Length
175.1?in (4,450?mm)?(1996-99 RT/10)
176.4?in (4,480?mm)?(2000-02 RT/10)
176.7?in (4,490?mm)?(GTS)
Width
75.7?in (1,920?mm)
Height
44.0?in (1,120?mm)?(RT/10)
47.0?in (1,190?mm)?(GTS)
A coupe model called the GTS was introduced in 1996. Dubbed "double bubble," the roof featured slightly raised sections above each seat to accommodate usage of helmets, a throwback to its intended purpose. Vipers can be seen participating often in drag racing, road racing and drifting. The GTS, like its predecessor, was chosen as the pace car for the 1996 Indianapolis 500.
Despite its similar outward appearance, the car was distinct enough to be considered a new generation model.[citation needed] Extensive modifications such as a reworked engine with higher power and less weight, an almost completely redesigned chassis that was made 60?lb (27?kg) lighter and 25% stiffer in torsional rigidity through meticulous computer analysis, a thoroughly redesigned suspension, and reduced braking distances; the 1996 to 2002 Viper GTS had a lighter (approximately 650?lb (290?kg)) 450?bhp (340?kW) engine, which could complete the quarter mile in 12.3 seconds, 0.3 seconds and 16?mph (26?km/h) faster than its predecessor, and increased top speed by 11?mph (18?km/h) or so. The revised suspension, stiffer chassis, and aerodynamic body raised lateral grip to 0.98 g (9.6 m/s), although other reports show the 1992 model with 1.0 g. Contemporary tires have improved upon this measure significantly. Slalom runs could often reach or exceed 70?mph (110?km/h). Brakes once again lacked ABS initially, and proved to be the car's weakest point. The brakes hurt the car in numerous comparison tests, such as a 1997 "supercar comparison" by Motor Trend, in which new era detriot tigers caps the Viper GTS placed at the top against cars such as the Ferrari 550, Chevrolet Corvette, Porsche 911, and Honda NSX in all performance exercises except braking. The car not only placed last, but had considerably longer stopping distances than other vehicles. ABS was introduced further into the production run, though braking performance was not necessarily significantly improved. In a Sports Car International comparison conducted in 2002, the Viper ACR (with ABS) was compared to the 911 GT2 at Thunderhill Raceway Park. Both cars were very capable, and quick around the test track, but the Viper proved more difficult to drive, and the braking system was blamed very specifically for the gap in lap times (approximately GT2: 2?minutes, ACR: 2:04) between the two cars.
Along with the updated performance came the inclusion of some of the "luxuries" the car did without before. Dual front airbags were added to the vehicle's safety equipment list in 1996 on the GTS and 1997 on the RT/10 as mandated by the government. The car was also exported to Europe, where it was rebadged as a Chrysler, and sold under this marque from 1997 to 2003. European models had a detuned version of the Viper V10.
In the first six years of production almost 10,000 Vipers were sold. Minor evolutionary changes including new 18" diameter wheels and tires were introduced in the 1999 model. Subsequent versions featured light-weight hypereutectic pistons and an improved exhaust system, side exhaust having been dropped part way through production year 1996 for the RT/10; all production GTS Viper Coupes had rear exit exhaust. 1999 saw the introduction of the Cognac Connolly leather interior package. Continuing the refinements, ABS was introduced in 2001. In 2002, the end of second generation production was celebrated with the release of 360 commemorative "Final Edition" models. These models were painted red with white stripes, paying tribute to the famous race-winning Oreca cars. The RT/10 was replaced by the SRT-10 in 2003 and the GTS was replaced in 2005 by the SRT-10 Coupe.
Performance (GTS)
Dodge Viper second generation
0-60?mph (97?km/h): 4.0?sec
0-100?mph (160?km/h): 8.6?sec[citation needed]
quarter mile: 12.2?sec @ 119?mph (192?km/h)
top speed: 187?mph (301?km/h)
slalom: 73.6?mph (118.4?km/h)
skidpad average acceleration: 1.01 g (9.9?m/s)
Third generation ZB (2003-2006)
Third Generation Viper SRT-10
Also called
Dodge SRT-10 (UK)
Production
20032006
Body style(s)
2-door roadster
2-door coupe
Engine(s)
505?cu?in (8.3?L) V10
500?hp (370?kW) @ 5600?rpm
535?lbft (725?Nm) @ 4200?rpm (SRT-10 Roadster)
510?hp (380?kW) @ 5600?rpm
535?lbft (725?Nm) @ 4200?rpm (SRT-10 Coupe)
Transmission(s)
T56 Tremec 6-speed manual
Wheelbase
98.8?in (2,510?mm)
Length
175.6?in (4,460?mm)
Width
75.7?in (1,920?mm)
Height
47.6?in (1,210?mm)?(coupe)
48.6?in (1,230?mm)?(SRT-10)
48.6?in (1,230?mm)?(convertible)
Curb weight
3,380?lb (1,530?kg)
The Dodge Viper underwent a major redesign in 2003, courtesy of DaimlerChrysler's Street and Racing Technology group. The new Viper SRT-10, which replaced both the GTS and the RT/10 was heavily restyled with sharp, angled bodywork. The engine's displacement was enlarged to 505?cu?in (8.3?L) which, with other upgrades, combined to increase output to 500?bhp (370?kW) and 525?lbft (712?Nm). Along with the power increases, weight was reduced into the 500?lb (230?kg) range. The chassis was also improved. It became more rigid and weighed approximately 80?lb (36?kg) less than the previous model. An even lighter and stronger chassis was planned, but was abandoned because of cost (parts from the planned suspension were used in the Hennessey Viper Venom 1000 Twin Turbo.) The initial model was a convertible. In 2004, Dodge introduced a limited edition Mamba package. Mamba edition cars featured black interiors, with red stitching and trim and saw their MSRP price rise by roughly US$3000. 200 Mambas were produced.
The Viper SRT-10 Coupe was introduced at the 2005 Detroit Auto Show as a 2006 model. It shares many of its body panels with the convertible but takes its side and rear styling from the Competition Coupe. The coupe looks much like the previous Viper GTS and retains the "double-bubble" roof shape of the original along with the original GTS's taillights, as well as offering the original GTS Blue with white stripes paint scheme on the initial run of First Edition cars as an added homage to the original Viper coupe. The engine is SAE certified to produce 510?bhp (380?kW) and 535?lbft (725?Nm). Unlike the original coupe, the chassis was not modified. This makes the coupe heavier than the convertible, and thus slightly slower to accelerate. Handling and high speed performance are improved by the coupe's stiffer frame, reduced drag, and increased downforce.
No 2007 model Vipers were produced. Instead, Chrysler chose to give the 2006 model an extended run while preparing the updated 2008 model.
Performance
Dodge Viper third generation (SRT-10 roadster)
0-60?mph (97?km/h): 3.9?sec
0-100?mph (160?km/h): 8.36?sec
quarter mile: 11.77?sec @ 123.68?mph (199.04?km/h)
detriot tigers black and blue hats
It's really easy ? and highly tempting - to blame poor performance on other people or circumstances? but are you yourself the problem? Are you really fit to lead?
For instance, do you ever find yourself repeating behaviours such as; recruiting the wrong people; having key people leave unexpectedly; getting yourself overloaded?
We all have patterns that keep coming back ? good or bad. It's worth investing some time in self analysis ? taking that long hard look in the mirror ? to check out whether we're really as good as we'd like to believe ? or even need to be to take our businesses forward in these challenging times.
So I spoke to Productivity Specialist Hilary Briggs of R2P Ltd and asked her for her top tips…
When strengths become weaknesses
"One pattern I've recognized is my optimistic streak." says Hilary. "In many situations it's a great strength; I have had superb results overcoming major challenges ranging from a recovery after a factory fire through to managing tight cashflow situations.? However, at other times it's been a detriot tigers black and blue hats weakness as it's meant I've missed things. For instance; overly focusing on the opportunities, I got involved far too hastily with one company five years ago and ended up having to put it into liquidation."
In other words, our greatest detriot tigers black and blue hats strengths overextended become our biggest weaknesses. ?Hilary has seen clients who are complete perfectionists, yet find it hard to get employees who can match their standards; others who are very focused on short term results, but find longer term strategy more difficult; or others who are really creative with new ideas, yet find it tough to make hard choices in the day-to-day business.
The solution is to find people you can work with in some way that will counterbalance your qualities. For instance, on a personal level Hilary now checks out ideas