I came across the following last week,

Watch your thoughts, for they become words.
Watch your words, for they become actions.
Watch your actions, for they become habits.
Watch your habits, for they become character.
Watch your character, for it becomes your destiny.

and it got me thinking about cause and effect; where things start and where they go from there.

Leonardo da Vinci said, “I have been impressed with the urgency of doing. Knowing is not enough; we must apply. Being willing is not enough; we must do,” while Hemingway warns us, “Never mistake motion for action.”

Very true, ideas are all well and good, but they accomplish nothing as long as they stay in your head.

However, there is a problem we’re seeing a lot of now when thought becomes action that was best summed up by Goethe, “There is nothing more frightful than ignorance in action.”

Ann Radcliffe says, “One act of beneficence, one act of real usefulness, is worth all the abstract sentiment in the world,” while Brian Koslow reminds us, “The more you are willing to accept responsibility for your actions, the more credibility you will have.”

But it is Colleen C. Barrett who nails the problem we face today, “When it comes to getting things done, we need fewer architects and more bricklayers.”

Don’t forget that after today you’ll need to get your Quotable Quote fix at MAPping Company Success or subscribe via RSS or EMAIL

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I spent over an hour going through my article collection and found nothing that seems worth sharing; I seem to have used up all the good stuff on this week’s Saturday Odd Bits, check them out, especially if you’re interested in Microsoft, and be sure to subscribe via RSS or EMAIL while you’re there.

Then I remembered one item I’ve been meaning to share with you and this particular weekend seems like an appropriate time to do it.

You may have seen it, since it’s been making the round of the Internet, but even so, I still want to share it with you.

It’s called If the World Were a Village of 100 People

If we could reduce the world’s population to a village of precisely 100 people, with all existing human ratios remaining the same, the demographics would look something like this:

• The village would have 60 Asians, 14 Africans, 12 Europeans, 8 Latin Americans, 5 from the USA and Canada, and 1 from the South Pacific
• 51 would be male, 49 would be female
• 82 would be non-white; 18 white
• 67 would be non-Christian; 33 would be Christian
• 80 would live in substandard housing
• 67 would be unable to read
• 50 would be malnourished and 1 dying of starvation
• 33 would be without access to a safe water supply
• 39 would lack access to improved sanitation
• 24 would not have any electricity (And of the 76 that do have electricity, most would only use it for light at night.)
• 7 people would have access to the Internet
• 1 would have a college education
• 1 would have HIV
• 2 would be near birth; 1 near death
• 5 would control 32% of the entire world’s wealth; all 5 would be US citizens

• 33 would be receiving—and attempting to live on—only 3% of the income of “the village”

Most stats about global conditions involve large numbers and are wrapped up in scholarly or, worse yet, political language that makes your eyes glaze over.

Seeing it reduced to just 100 makes it easy to grasp the implications of what’s going on.

Think about them with an open mind sans ideology and share your thoughts.

It’s a discussion that needs to happen—everywhere.

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Merry Christmas!

I hope you’re in your jammies, sipping mimosas or good coffee, knee deep in wrapping paper and that Santa was good to you.

Since there are just four days left of Leadership Turn I thought you might enjoy seeing another feature you’ll be able to enjoy at MAPping Company Success.

mY generation is a comic series drawn by Jim Gordon, who graduated this year and is working in his first job. His quirky sense of humor will make you smile and his provocative viewpoint will make you think.

Since mY generation runs on Sundays you’ll receive it, as well as Quotable Quotes, if you subscribe via RSS or EMAIL.

Again, have a wonderful holiday weekend and remember, don’t get

• sunburned if it’s sunny;
• wet if it’s raining; or
• cold if it has the audacity to snow!

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Today is the last Leadership’s Future post in 2009, but the feature will continue every Thursday at MAPping Company Success (to avoid missing it subscribe via RSS or EMAIL). Please click to read today’s Leadership’s Future.

‘Twas the day before Christmas I sat down to write,
but nothing came—writer’s block was my plight.

A video was the answer I thought with a sigh
and clicked over to YouTube to give it a try.

I found what I wanted as you will see,
plus you can follow tonight by using this key!

[youtube=http://www.youtube.com/watch?v=idamgLDhwLI]

Track Santa here or go mobile!

Image credit: NORAD

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As you’re probably tired of hearing, Leadership Turn ends December 29. We’ve had a lot of fun the last couple of years and there’s more today. I scanned my Christmas decoration for you to see. Click over and while you’re there be sure to subscribe via RSS or EMAIL.

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Many times the solutions we seek are waltzing around in full sight, but we don’t see them.  Let me give you a personal example.

I started RampUp Solutions in 1997, but finding a simple way to describe what we did took several years.

In the show Gypsy there’s a song that says, “Ya gotta have a gimmick” to succeed and I doubt that’s unlikely to change anytime soon.

I wanted one clear, concise term that gave insight to RampUp’s coaching approach, not a couple of paragraphs—no matter how well written.

When the light finally went on I had to laugh. The term I settled on was MAP (mindset, attitude, philosophy™) and the humor comes from the fact that I’ve been talking about mindset, attitude and philosophy my whole life—even using those terms.

But formalizing it never crossed my mind, which just goes to show how blind we can be.

There’s a reason ‘you can’t see the forest for the trees’ achieved the status of an adage more than a century ago.

Some people are focused on trees, while others have the opposite problem and focus strictly on the forest—neither offers optimal performance.

In my case it didn’t matter that much, sure, it would have been easier to create the company’s marketing messages, but it didn’t cripple us.

However, if your forests are made of people then it’s critical that you see them both.

It’s only by seeing your people as both individuals and collectively as a team that you can recognize the obvious solutions you miss when you focus on just one view.

Since Leadership Turn is ending December 29 I’ve been encouraging you to click over and follow me at MAPping Company Success.

Ducks in a Row will continue every Tuesday; check out Why ‘Cracked Pots’ are Good For Your Team and you’ll know why you should subscribe via RSS or EMAIL.

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Have you noticed the efforts to diminish the compensation or banking honchos and Wall Street hotshots?

Or at least make it look that way.

Our friends at Goldman Sachs are in the forefront, which should give you lots of confidence that the effort is for real.

The bonuses are in restricted stock that has to be held at least five years, so if the stock value went down 20% the banker would receive only $8 million instead of the $10 expected—poor baby, a lousy $8 million dollars, that’s terrible! Of course, the stock goes up 20% they’ll pick up an extra two mil.

Goldman benefits because the shares don’t count as compensation until they vest, which means they don’t show as an expense and that will boost profits.

Another piece of sleight-of-hand is counting consultants and temporary workers as employees; this raises headcount and significantly lowers pay per employee making politicos and the media happy.

Does it make you happy?

Do they really think we are that stupid?

Are we?

Leadership Turn ends December 29. I hope you’ll stop over today to read Leadership Needed—By 2015. To be sure you continue to get your daily fix of Miki you should subscribe via RSS or EMAIL.

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As you probably know by now there is change afoot at Leadership Turn. Specifically it’s ending, as all good things end, and that means change for me and you.

But that’s good.

As Harold Wilson said, “He who rejects change is the architect of decay.  The only human institution which rejects progress is the cemetery.”

Edwards Deming said it more simply, “It is not necessary to change.  Survival is not mandatory.”

Well, I plan to survive and we sure aren’t dead, so change it is.

When change hits have you noticed how much energy people expend looking for reasons not to change? John Kenneth Galbraith said it best, “Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof.”

I don’t mind big changes, such as moving from California to Washington, but I hate changing little stuff, especially personnel changes in the companies with which I frequently deal.

When that resistance kicks in I remind myself of something I read years ago—if nothing ever changed, there’d be no butterflies. Good thought—change as metamorphosis.

Pauline R. Kezer said, “Continuity gives us roots; change gives us branches, letting us stretch and grow and reach new heights.”

Kurt Lewin opines, “If you want to truly understand something, try to change it.” Boy, is that true.

But it is John Lilly who really understands what change means, “Our only security is our ability to change.”

Change should be embraced, even when you’re not sure what it will bring.

Since b5 notified me the Leadership Turn was ending I’ve wondered what the change would mean to me. Will you migrate to MAPping Company Success and continue inspiring me to explore articles I read and share my off-the-wall ideas? Will you read a blog that doesn’t have ‘leadership’ in the name?  What will I do with the extra time?

What kind of butterflies will this change bring?

You can answer some of these questions by subscribing today via RSS or EMAIL.

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Let us start with a question. Do you read Schumpeter in The Economist? Most of the time I really like what he says, but every now and then I disagree.

A good example of this is The cult of the faceless boss; I don’t agree that a CEO has to be flamboyant, maniacal, egotisticical and overbearing to be brilliant.

Whereas I found The three habits…of highly irritating management gurus to be right on and which has a comment that was too good not to quote here.

I’m thinking of titling my new management tome: “How I Learned My Five Most Effective Management Habits in Kindergarten, While Winning Friends and Influencing People by Using a Twelve Step Program, and All Inspired by Sun Tzu and Genghis Khan.”

Speaking of overbearing and egotistical what do you think of this CEO? One can only hope that he’s been canned—better yet, he should become a patient in his own facility.

Finally, Peter Schutz, former CEO of Porsche, sums up the two necessities for success, “People buy other people and corporate culture,” something that made Zappos what it is, but that many executives forget.

Leadership Turn is ending; its last day is December 29. I’ve enjoyed writing it and our interaction since August 16, 2007; LT may end, but I’ll keep going at my other blog.

Your favorite features will continue, along with my take on corporate culture, motivation and my quirky, somewhat jaundiced, view of leadership. Please join me at MAPping Company Success or subscribe via RSS or EMAIL.

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Life is about choices; we make choices every day that affect not only the immediate subject, but also those around us and our future.

Sometimes we don’t even notice the choices we make, but that doesn’t change the size of their effect.

The following is a teaching fable that has been around in various forms for years.

An old man told his grandson about the battle that goes on inside people.

He said, “The battle is between the two animals that live inside us all.

One is Evil—it is made of anger, envy, jealousy, sorrow, regret, greed, arrogance, self-pity, guilt, resentment, inferiority, lies, false pride, superiority, and ego.

The other is Good—it is joy, peace, love, authenticity, hope, serenity, humility, kindness, benevolence, empathy, generosity, truth, and compassion.”

The grandson thought about it for a minute and then asked, “Which wins the battle?”

The old man replied, “The one you feed.”

It is with your choices, not just the conscious ones, but all of them, that you feed the beasts.

You can never rid yourself of all the traits that comprise either the evil or the good beast, but you can control their size, frequency and intensity.

It’s your choice.

Leadership Turn is ending; its last day is December 29. I’ve enjoyed writing it and our interaction since August 16, 2007 and I hope we can continue at my other blog.

If you enjoy my views and writing, please join me at MAPping Company Success or subscribe via RSS or EMAIL.

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