Everyone knows we have a “men problem.” You can hear about it on CNN, read about it in the New York Times, and watch the destruction it creates on Dr. Phil.
The stats are jarring. For example, 80 percent of men are so emotionally impaired that not only are they unable to express their feelings, but they can’t even identify their feelings. The collateral damage is staggering. One-third of America’s 72 million children will go to bed tonight in a home without a biological dad.
Recently, I met with a leader who was in the process of losing heart. I have seen the look in his eyes a hundred times before. (I had seen it in my own mirror on more than one occasion.)
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My friend was under attack. He had just discovered that one of his board members was campaigning to unseat him. Worse, one of his children had just been diagnosed with a chronic disease. As a result of these issues, he was struggling with the typical symptoms of stress—insomnia, indigestion, and back pain.
The platform of a leader is often visible, broad and elevated. So when a leader falls from this place, it can be a hard fall, indeed.
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I know of this experience, firsthand, as my pastor-father fell hard and fast from his visible place of mega-church leadership in the early 1990s. While the eyes of the world watched pastor scandals of famed leaders on TV, I watched one of my own unfold, inside our family home.
Most people won’t change course until something traumatic happens that gets their attention. Maybe it’s the loss of a job or a marriage. Sometimes it’s a health crisis. It happened to me.
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Several years ago, I was in New York City on business. I was having a relaxing dinner with one of my colleagues. Suddenly, as we were finishing our meal, I started to have chest pains.
As I indicated in yesterday’s post, many people drift through life without a plan. For some, things work out fine. For most, they end up far from their intended destination.
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Others, end up living someone else’s dream, the victim of another agenda. This almost happened to a Mexican fisherman in a story told by Tim Ferriss in The 4-Hour Work Week. (This story appears in various forms on the Internet.)
Over the course of my life, I have worked with a lot of planners. As a corporate executive, I worked with strategic planners. As a speaker, I work with event planners. And, as the father of five daughters, I’ve worked with my share of wedding planners.
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But I have met very few life planners—people who have a written plan for their lives.
When it comes to fitness and health, what I hear the most is, “I just don’t have the time to exercise.” It’s true you need the time, but there’s something else you need more.
From the days of Enron and Worldcom to more recent Wall Street collapses, Ponzi schemes, and political scandals, much has been written about the need for greater accountability in the workplace. Cultures of accountability foster trust, integrity, and sustainable performance. But the reality is that few companies do this well.
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Here are six myths that sabotage accountability in the workplace and what you can do about them:
Several months ago, I published an ebook called Creating Your Personal Life Plan. I made it available as a free PDF download for readers who subscribed to my blog via email. So far more than 30,000 people have done so.
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However, I have had numerous requests to make the book available in Kindle, Nook, and iBook formats. Unfortunately, the original landscape cover didn’t convert well to portrait. This has required me to reformat the ebook.
I have always been fascinated by the power of incremental change over time. Most people underestimate this. They think they have to take massive action to achieve anything significant.
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I am not opposed to massive action. I have used it myself to achieve certain results. But it causes most people give up before they ever start. They just don’t think they can make the investment.
I know what it’s like. You have more to do than you can get done. You’re pulled in a thousand different directions. You can’t ever seem to catch up. And the paperwork is killing you.
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As the CEO of Thomas Nelson, I had a great assistant. She managed my calendar, fielded appointment requests, booked my travel, took meeting notes, and a thousand and one other things.