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Don't Wait for a Crisis By ROBERT W. GUNN and BETSY RASKIN GULLICKSON from
How to remain calm and clear-headed, sorting through possible step in a crisis and also in everyday business. How is it that in a crisis, certain people seem to know exactly what to do? How do they remain calm and clear-headed, sorting through possible steps, seemingly instantaneously and without effort?
For example, legendary test pilot Chuck Yeager, the first to fly a jet faster than the speed of sound and the role model of the "right stuff" has described his experience when all engines failed. Hurtling toward the earth with just seconds to avoid becoming a stain on the landscape, Yeager had no time to fret about why things weren't going as he expected, or to sift through instruction manuals. Rather, he opened his mental channel, allowed ideas to pop into his head, and then followed through on them deliberately, one by one: "Try A, Try B, Try C" until something clicked.
Although his plane was spinning at hundreds of miles an hour, Yeager described a sensation of thoughts coming methodically, almost slowly, in heightened focus. He harnessed the power of clarity: a blinding glimpse of the obvious, accompanied by a feeling of utter confidence in one's perspective.
When we or our businesses face situations that threaten our very survival, we may experience Yeager's kind of steadfast determination. Crisis can shock us to a kind of mental stillness. We are forced to admit that what we thought we knew isn't enough and to put aside our usual concerns. That allows the mental space for a fresh thought to emerge. Connection to the inner resources that all of us have, call it gut instinct, is just a thought away. The distance between despair and elation is literally the gap between one thought and the next. Can you measure that?
The key is to pay attention. Let insight focus your thinking and guide your actions. But don't wait for a crisis; far better to use the power of insight when things are going well. Begin by becoming aware of your habitual ways of thinking. Do you find yourself going over and over, for example, all the reasons something can't be done? We can get mentally stuck just thinking about all we have to do: "Oh, my gosh," goes the mental chatter, "Woe is me. I have so much to do and no time to do it." Again and again and again, these thoughts drone on. Along with them comes the emotion of being tired, of feeling weighed down by the world. In that frame of mind, it's difficult to find a fresh thought.
Turning things around can begin with the awareness: "I am never going to have the energy to accomplish anything if I just keep dwelling on all the chores I have to complete." This may seem unnatural at first. But re-tuning your internal guidance system to recognize and act on insight will get easier. And those old busy-minded, energy- sapping images will no longer occupy all your working day.
Finding the Upside to Anger by Marshall Goldsmith
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Getting angry with other people often means you're just upset with yourself.
On a recent flight from Zurich to New York, I sat next to a very successful investor who had paid too much for a small high-tech firm. As we talked, he told me how livid he was with the owner of the company. Despite making a powerful initial impression, the entrepreneur lacked motivation and consistently missed important business commitments.
My seatmate complained over and over during the course of the flight about how the owner had led him on with promises of breakthrough technologies that never materialized. I asked my fellow traveler how long this guy had been upsetting him. "Far too many months!" he grunted angrily.
And yet the man sitting next to me was a multimillionaire. He lived in a beautiful home in Switzerland and had a lovely wife and child. He'd been a successful venture capitalist and invested in several incredibly profitable companies in the past. But even with all of these accomplishments, this one person was irritating him immensely. free
“Time to Mourn” By ROBERT W. GUNN and BETSY RASKIN GULLICKSON
Corporate cost of time lost to bereavement leave is likely to increase. But the personal price of not giving grief its due is far greater. free
“Being Here” by Edward Teach
Making big changes in a business is always difficult. Can managers make it easier by mastering the art of “presence”? free
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DVDAn exciting, insightful journey towards a better understanding of one of life's greatest mysteries.
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Don't Wait for a Crisis By ROBERT W. GUNN and BETSY RASKIN GULLICKSON from
Finding the Upside to Anger 
