If you also think that - every one is your enemies and nobody cares about you and jealousy etc. Then you must have to note few things by which your thinking will be change and you can handle all that kind of Stuff very Finely. Every natural occurring carbon containing particle wants to be in stable state in world but why we are not giving wnoughlight on it.

Enemies......😈

Look there are many things happening around you and our life is so precious and brief that if you are happily enjoying then it will seems to be like a super sonic rocket you can't able to notice that is it day or night, is it good or bad you will always be in the Shower of happiness but if you are depressed or tensed it fells like a long slow train which is moving somewhere. Just think in which state do you want to be in life.

The Best Way To Deal With Yourself 👇

So what other mocking is all depends upon our state of mind, also all the powers are in our hands you can be sad, depressed, angered or you be like a blossom like a flower every day. Choices your !!!!

Make Your Own State Of Mind 

.TRY TO MAKE EVERYBODY SMILE.NOBODY KNOWS WHEN THE DEATH APPROACHES TO US.

Understand yourself and those around you.

psychology

Psychology

philosophy

Philosophy

mindfulness

Mindfulness

loveandrelationships

Love & Relationships

leadershipandmanagement

Leadership & Management

What others think about you ?

The modern world likes to take credit for many technological inventions, but we fail to mention that often many of these “discoveries” are nothing but re-inventions based on knowledge our ancestors possessed long ago. In ancient times, India was one of the most advanced nations in the world. India has made many valuable contributions to the world. Centuries ago Indian sages had the kind of knowledge which many modern scientists lacks. Many Indian sages made discoveries that no one could think of back in those times.

Indian Sages AND Their Unknown Contributions

<a href="https://www.themysteriousindia.net/aryabhata-the-great-indian-astronomer-mathematician/">Aryabhatta </a>was a master Astronomer and Mathematician, born in Bihar. he wrote a text on astronomy and an unparalleled treatise on mathematics called ‎Aryabhatiya.He formulated the process of calculating the motion of planets and the time of eclipses. Aryabhatta was the first to proclaim that the earth is round,it rotates on its axis, orbits the sun and is suspended in space1,000 years before Copernicus.He is also acknowledged by many as the first person who calculated the value of Pi. And above all, his most spectacular contribution was the concept of 0 without which modern computer

1. Aryabhatta (476–550 CE)

Bhaskaracharya’s mathematical works called “Lilavati” and “Bijaganita” are considered to be unparalleled. <a href="https://www.themysteriousindia.net/bhaskaracharya-great-astronomer-mathmatician/">Bhaskaracharya </a>was the first to discover gravity, 500 years before Isaac Newton. In the “Surya Siddhant” he makes a note on the force of gravity:“Objects fall on earth due to a force of attraction by the earth. Therefore, the earth, planets, constellations, moon, and sun are held in orbit due to this attraction.”Bhaskara accurately calculated the time that earth took to revolve around the Sun as 365.2588 days that is a difference of 3 minutes of modern acceptance of 365.2563 days.He is als

2. Bhaskaracharya (1114–1185 CE)

Maharshi Bhardwaj was one of the greatest Hindu sages whose accomplishments are detailed in the Puranas. His works includes astonishing and outstanding discoveries in aviation science, space science and flying machines. He has described three categories of <a href="https://www.themysteriousindia.net/mystery-of-vimana-ancient-flying-machine/">flying machines </a>: (1) One that flies on earth from one place to another. (2) One that travels from one planet to another. (3) And one that travels from one universe to another. It is said that his work on the art of flying is unparalleled.

3.  Maharshi Bhardwaj (? BCE)

Acharya Charaka has been crowned as the Father of Medicine. His renowned work, the “Charak Samhita”, is considered as an encyclopedia of Ayurveda. He has described the medicinal qualities and functions of 100,000 herbal plants. His research on human anatomy, embryology, pharmacology, blood circulation and diseases like diabetes, tuberculosis is simply mindblowing. He was a strong proponent of the influence that diet has on the mind and body.

4. Aacharya Charak (~6th – 2nd century BCE ?)

Indian surgeon Sushruta is credited as being the founding father of surgery. In his treatise Sushrut Samhita, he has described over 300 surgical procedures and 125 surgical instruments, including scalpels, lancets, needles, catheters and rectal speculums; mostly designed from the jaws of animals and birds. His research was pioneering not only in the field of plastic surgery but he also made some groundbreaking contributions to the field of anesthesia. Interestingly, even before Hippocrates, he had prescribed an ethical code for medical practitioners.

5. Sushruta (~1200-600 BCE ?)

He gave the World the art of Yoga and showed how Yoga can improve not only one’s physical health but also mental health of a person. The life history of Patanjali is full of legends and contradictions. There are no authentic records regarding his birth.

6. Patanjali (? BCE)

In modern times, John Dalton has been credited as the inventor of the atomic theory. However, he was not the first one to discover the concepts of atoms. About 2,600 years ago, <a href="https://www.themysteriousindia.net/acharya-kanad-the-father-of-atomic-theory/">Acharya Kanad </a>, an Indian philosopher and a great thinker far ahead of his time, developed what we today call the atomic theory. He was one of the first persons in the world who talked about objects and elements that create them. He gave the concepts of atoms and how they bond together to form larger particles. He studied atomic theory and found the way atoms move and react with each other.

7. Acharya Kanad (600 BCE)

Considered as the father of Cosmology, he gave the world the renowned Samkhya school of thought. He lived around 6th or 7th century BCE. He was the first person to talk about the human soul and the human spirit. He was the one who pointed out that both matter and spirit are equally important.

8. Kapila (6th -7th century BCE)

Chanakya or Vishnu Gupta or Kautilya was the teacher of Chandragupta Maurya. He served as a minister in the court of Chandragupta and Bindusara. He authored the ancient Indian political treatise called Arthasastra. Chanakya is considered as the pioneer of the field of economics and political science and his work is thought of as an important precursor to Classical Economics. Chanakya’s works predate Machiavelli’s by about 1,800 years. Chanakya was a teacher in <a href="https://www.themysteriousindia.net/takshashila-worlds-oldest-university/">Takshashila </a>, an ancient centre of learning.

9. Chanakya (371 – 283 BCE)

<a href="https://www.themysteriousindia.net/varahamihira-predicted-water-on-mars/">Varahamihira </a>proposed that the Moon and planets are lustrous not because of their own light but due to sunlight. In the Brhat Samhita he has revealed his discoveries in the domains of geography, constellation, science, botany and animal science. Varahamihira in 550 AD have described a large number of comets in the Brhat Samhita. He also predicted the presence of water on Mars. Like <a href="https://www.themysteriousindia.net/aryabhata-the-great-indian-astronomer-mathematician/">Aryabhata </a>before him, he declared that the earth was spherical. In his treatise on botanical science, Varahamihir presents cures for various diseases afflicting plants and trees.

10. Varahamahira (505–587 CE)

Known as the second Buddha, he had discovered the alchemy of transmuting base metals into gold. He was appointed as Chancellor of the famous <a href="https://www.themysteriousindia.net/ancient-nalanda-university-india/">University of Nalanda </a>. Interestingly, he is also considered as one of the most important Buddhist philosophers after Gautam Buddha.

11. Nagarjuna (150 – 250 CE)

Panini is known for his Sanskrit grammar, particularly for his formulation of the 3,959 rules of Sanskrit syntax and grammar known as Ashtadhyayi.Panini’s grammar is the world’s first formal system, developed well before the 19th century innovations of Gottlob Frege and the subsequent development of mathematical logic.In designing his grammar,Heused the method of “auxiliary symbols”,in which new affixes are designated to mark syntactic categories and the control of grammatical derivations.This technique,rediscovered by the logician Emil Post, became a standard method in the design of computer

12. Panini (~6th–4th century BCE)

Brahmagupta was the director of the astronomical observatory of Ujjain, the center of Ancient Indian mathematical astronomy. He was the first to use mathematics to predict the positions of the planets, the timings of the lunar and solar eclipses. In his methods of multiplication, he used place value in almost the same way as it is used today. He introduced negative numbers and operations on zero into mathematics. Brahmagupta was the first person in history to see zero as a number with its own properties and said that zero divided by any other number is zero.

13. Brahmagupta (6th – 7th century CE)

<a href="https://m.youtube.com/watch?v=pYiRq0rHvKE">Calculus And Madhavacharya before Newton</a>

Madhavacharya 

Centuries ago Indian sages had the kind of knowledge which many modern scientists lacks. Many Indian sages made discoveries that no one could think of back in those times.

personaldevelopment

Personal Development

artsandculture

Society, Arts & Culture

scienceandnature

Science & Nature

13 Ancient Indian Sages Whose Contributions Were Far Ahead Of Their Times • The Mysterious India

This is a good time to think about what you value and how you plan to craft your next move. List your top 10 most important factors, such as more time for your children, caring for your parents, or making a difference in your community. You might value being able to have three days off in the middle of the week, or perhaps you need more time to work on yourself. Whatever you value, make sure you center it.

1. How do I want to live my life?

Is it going back to school, pursuing a credential, or securing an apprenticeship? Once you know what’s most important, consider the possible paths that can get you there. Keep an open mind: The right path might be something you hadn't thought about or something that surprises you.

2. What is the logical path for me to accomplish my goals?

Sometimes making a big move in your life causes well-meaning people to project their fears and doubts onto you and try to talk you out of what you know is right for yourself. Those seeds of doubt can wreak havoc on your <a href="https://www.psychologytoday.com/us/basics/confidence">confidence </a>. That is why you need encouragement and support. This support could come from a professional organization, former colleagues, mentors, or like-minded friends. Find a tribe of people who have your back so you don’t feel alone. They’ll help you navigate the ins and outs of your new journey.

3. What are my sources of support?

Three questions to help you determine what’s next.

career

Career

How to Courageously Redesign Your Life

When something unexpected happens in our day, big or small, our reaction to that event is entirely up to us.

React to drama with a mind like water

We don’t react to events; we react to our judgments about them, and the judgments are up to us.

We respect people who react a little under, not over, the level of drama a situation deserves.

David Allen talks a lot about having a “mind like water”, meaning that we respond appropriately to new things that come our way. Just like a pond will provide a small splash when you toss in a small rock, and a big splash from a big rock, we should scale our responses appropriately.

Mind Like Water

Sometimes a big reaction is required, but the appropriate reaction is always the one to aim for.

When something unexpected happens in our day, big or small, our reaction to that event is entirely up to us. As Ward Farnsworth says in The Practicing Stoic: We don’t react to events; we react to our judgments about them, and the judgments are up to us. It's not unlike…

communication

Communication

Whether you’re on a job interview or wooing clients for your solo business. But to do that well, you first need to come to grips with the parts of your job history that you’re least interested in talking about. And that means working your way through these three phases:HideApologizeAccept

Selling your experience is a vital skill

For years I was embarrassed that I worked at Walmart. At parties or industry events, I answered the question the same way many of my coworkers did.Them: So where do you work, anyway?Me: Retail.Them: Cool.Eventually, I started to realize that masking is a form of self-judgment. I wasn’t confident about working at Walmart. I was afraid to mention the company because I was afraid of people’s perceptions: Main-Street-obliterating, fair-wage–damaging, soul-destroying behemoth corrupting society.

PHASE 1: HIDING

It went something like this:Them: So where do you work, anyway?Me: (grimacing) Uh . . . Walmart?Them: Oh, uh, okay, haha . . . yeah, I heard of the place! Haha, uh . . .By acting awkwardly, I made things awkward for others. By apologizing for myself, I forced others to apologize, too. Eventually, I realized that apologizing was a form of self-judgment in the way that hiding my job history was.

PHASE 2: APOLOGIZING

Them: So where do you work, anyway?Me: Walmart.Them: Cool.Sounds silly, but it really was that simple. Gone was the tendency to hide the truth from others that reflected my desire to hide it from myself. Gone was the tentativeness and questioning, telling others that I was questioning part of myself–and inviting them to question me, too.

PHASE 3: ACCEPTANCE

Find what’s hidden, stop apologizing, and accept yourself.

How to Embrace the Most Embarrassing Parts of Your Resume — Neil Pasricha

“So many of my clients are guilty of sitting down at their desks and having their [personal] phone right next to them,” said time management coach Anna Dearmon Kornick. “And if a webpage is taking too long to load or they have a few seconds where they are just still, they have this compulsion to just reach for their phone and go into this almost zombie autopilot mode where you tap-tap over to those apps you use the most. Instead of constantly losing time to social media rabbit holes, Kornick recommends you schedule “scroll time” in your day..

1. You constantly check your personal phone when there is a lull.

“We have this mindless habit of doing whatever it is that pops up in our head, because we don’t want to forget it,” Kornick said. “We tell ourselves it will just take a second, but then one thing leads to the next.”Kornick recommends creating a “shiny thing list” of off-work tasks to keep your chunks of work time uninterrupted and to figure out what you can delegate, defer or handle later.

2. You do unrelated tasks that will “only take a second.”

Adam Stiles, who invented browser tabs, previously explained to HuffPost that some of us cannot handle the freedom of unlimited tabs: “The invention gives people freedom. Perhaps it gives some people too much freedom.”If you find 20 open tabs stressful and distracting, use tab organizers like One Tab that turn all of your tabs into a list, or background managers like Tab Auto Close and Tab Wrangler that automatically close tabs after too much inactivity.

3. You open too many tabs on your browser.

“Similar to text messaging, an impulse develops to view incoming updates, and that repeated habit can interrupt focus big-time, as well as cause scatterbrain,” said life coach Shanita Liu.To break this habit, “set boundaries with teammates so that they know when your focus cannot be interrupted,” Liu said. If your company uses Slack, try manually updating your status to “away.” If your co-workers have access to your calendar, block your calendar with “non-interruption” times, so they know you should not be contacted, Liu suggested.

4. You impulsively check Slack and other work chat platforms.

To be a better problem-finder, don’t look for solutions right away. First, ask yourself if solving it is your role, and welcome questions. Menon said an exercise she gives students involves asking them to brainstorm only questions about a problem, so they are “engaged in the process of finding the problem” instead of jumping to find answers.

5. You start solving problems right away, before determining if they’re actually your problems to solve.

Norma Reyes, a career coach who works with women to help them gain clarity on their next career moves, said one mindless habit she sees professionals repeat is when they believe they have mastered a part of their jobs and get stuck in a “fixed mindset” in which they become more resistant to change at work and use up their time and energy to fight it.“This can be maybe just nitpicking at the changes, maybe even rallying people around the changes, versus seeing that the change is necessary for a different reason,” Reyes said.

6. You assume you are right.

7. You schedule unnecessary meetings.Forty-seven percent of workers surveyed by Salary.com in 2012 said “too many meetings” was their top workplace distraction. If you have a voice in how your company’s meetings are handled, question why you are having them and solicit regular feedback from attendees about length and usefulness.As meetings researcher Steven G. Rogelberg previously told HuffPost, “One of the things that I advocate is that a leader can think about their agenda not necessarily as topics, but as questions to be answered.”

7. You schedule unnecessary meetings.

7 Mindless Habits That Are Making You Unproductive At Work

You may be aware that your organisation needs change. You may even know what the change should be: a new strategy or reorganisation or a new IT system. However, change comes too slowly, or the implementation has come late and with much frustration. The problem is complacency. We underestimate its power and prevalence. It is even in places where people would deny it. They continue with the past norm and think they know what to do. But in a fast-changing world, complacency can cause disaster.

Producing large-scale change

Managers often think they have found the solution when they see lots of energetic activity, where people run from meeting to meeting, preparing presentations, and an endless list of activities. This false sense of urgency is not driven by a determination to win but by pressures that create anxiety and anger. It can drain people of energy.

The false solution

A real solution does not involve running from meeting to meeting or creating a huge list of trivial activities. True urgency focuses on critical issues driven by a deep determination to win. There are four tactics we can use to counter complacency and instil a culture with a true sense of urgency. <ol><li>Make external problems and opportunities visible</li><li>Behave with urgency every day</li><li>Find opportunities in crisis</li><li>Deal with the No-Nos</li></ol>

The real solution is a true sense of urgency


When organisations don't attend to external threats, they will eventually become complacent and blind towards them. As a first step, leaders should be proactive in collecting information.<ul><li>Lower-level personnel are often the closest to the customer and will know what is happening on the outside, so listen closely when you interact with them.</li><li>Collect data. Evaluate the competition. Talk to the customers.</li><li>Bring outsiders in. Invite consultants, vendors, and customers to share their knowledge of your organisation. </li></ul>

Make external threats and opportunities visible

Collecting information is insufficient to spark a sense of urgency. Therefore, it is vital to share the information. <ul><li>Tell a compelling story. Dry facts may appeal to the mind but are not enough to appeal to the hearts of the people in your organisation. A good way to spread outside information is with the power of video and storytelling.</li><li>The visuals your employees see can produce a certain message. Ensure you create a message of outside awareness and urgency. Show your position within the market, what your competition is doing, and the progress of your ongoing projects.</li></ul>

Share your information

Acting with urgency has to do with clarity and purpose. Be specific with everything you do.  Create an action that is alert, externally oriented, and aimed at winning. Make some progress every day, and continually purge low value-added activities. Cancel projects that have become distractions.

Behave with urgency every day

Great leaders know that a crisis has the opportunity to create an atmosphere of a true sense of urgency. With good leadership, a crisis can be used to wake people up out of their passive routines. Make the crisis visible, specific, and big enough to require creative action. Carefully watch how your organisation reacts, what plans are being developed and how quickly they are implemented.

Find opportunities in crisis

The NoNo is someone who is armed with reasons why the current situation is fine, why the problems others see don't exist, and why you need more data before moving into action. A NoNo is not the same as a sceptic. A sceptic is essential to show out poor ideas but can become a huge supporter if convinced that they are wrong. Mistakes when dealing with NoNos: <ul><li>Don't attempt to co-opt them, as it is impossible to convert a NoNo.</li><li>Don't ignore a NoNo. They may organize and active resistance against your initiative.</li></ul> How to deal with NoNos:<ul><li>Distract them</li><li>Eliminate them</li><li>Call them out on their behaviour.</li></ul>

Deal with the No-Nos

John Kotter shows in his book what is missing in nearly all organisations today: a sense or urgency - that attitude that leads people to use opportunities and avoid pitfalls - they purge low-priority activities and move faster and smarter in a rapidly evolving economy.

In his international bestseller "Leading Change," Kotter provided an action plan for implementing successful transformations. Now, he shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.

problemsolving

Problem Solving

books

Books

Most organizational change initiatives fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller Leading Change, John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book became the change bible for managers worldwide. Now, in A Sense of Urgency, Kotter shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change. Why focus on urgency? Without it, any change effort is doomed. Kotter reveals the insidious nature of complacency in all its forms and guises. In this exciting new book, Kotter explains: · How to go beyond "the business case" for change to overcome the fear and anger that can suppress urgency · Ways to ensure that your actions and behaviors -- not just your words -- communicate the need for change · How to keep fanning the flames of urgency even after your transformation effort has scored some early successes Written in Kotter's signature no-nonsense style, this concise and authoritative guide helps you set the stage for leading a successful transformation in your company.

John P. Kotter

A Sense of Urgency

The holiday season can be the loneliest and most stressful time of the year for some people. When combined with workplace stress, the festive season can add stress.  Just before the holiday season, employees are dealing with shortened deadlines, expectations for the end of the fiscal year, and coping with stressed-out customers. Studies also show that productivity drops by 10-20% as workers lack motivation and feel exhausted.

Added stress during the holiday season

<ul><li>Reach out. Use a survey to determine how your team wants to celebrate the holidays at work. </li><li>Be inclusive. The workplace becomes more enjoyable when team members recognize how people from different cultures celebrate holidays.</li><li>Protect personal time. Try to offer an extra day off leading up to the holidays for employees to attend to personal needs.</li><li>Rebalance workloads. Work and home pressure converge at this time of year. Review the workload and see if some project deadlines can move to the new year.</li><li>Give time instead of gifts.</li></ul>

Managers can help combat stress

Most holiday-related stressors are self-imposed and can be avoided.<ul><li>Financial stress can be lessened by buying less.</li><li>Overcommitting can be avoided by saying no.</li><li>Multitasking can be managed by prioritising.</li><li>Loneliness can be prevented by reaching out. Start today by asking someone how they're doing. Listen with kindness and empathy and offer help if needed.</li></ul>

Reduce individual holiday stress

Here’s how to keep everyone’s spirits and productivity up.

mentalhealth

Mental Health

Holidays Can Be Stressful. They Don’t Have to Stress Out Your Team.

<ul>
<li>Having a culture that can absorb change is essential in leadership.</li>
<li>People need to trust who is leading the change to help understand the reason for it and trust that they will be successful.</li>
<li>For change to be successful, top-down communication and bottom-up feedback are also essential.</li>
</ul>

Leading With Change

<ul><li>Culture is an evolving creature, and the aspects of culture to look for are:</li><li>No change saturation (there isn’t too much already occurring)</li><li>People feel empowered. That is, people can either adopt the change when they want, they are involved from the onset, and/or they can voice their concerns freely.</li><li>You are in luck if you have an <a href="https://www.psychologytoday.com/intl/basics/creativity">innovation</a> culture, a fast-paced culture, or a culture that is excited by change.</li></ul> If you don’t have these, consider what alternatives or postponements you can do to allow for a better environment for your change.

Have a Culture That Can Absorb the Change

People need to trust who is leading the change to help understand the reason for change and trust that they will be successful. The following people are needed:<ul><li>Senior leaders who support change</li><li>An actual change team with training in change management</li><li>Someone managing the project</li><li>Someone managing the communications</li><li>Specialists who know the changing process (IT/finance) or people (HR)</li><li>Early adopters or advocates from the operations/business</li></ul>An effective change leader does not need to be the top leader in the hierarchy. It needs to be someone who can influence, and people listen to.

Key People in Key Roles

For change to be successful, it needs to be tailored to the individual by building out a “what’s in it for me” approach:<ul><li>Identify different types of stakeholders based on how the change impacts them.</li><li>Determine unique resistance for each stakeholder group and an appropriate mitigation plan for each resistance point.</li><li>Develop a communications plan per stakeholder group (medium, frequency, messenger).</li><li>Create a training plan per each stakeholder group (content, medium, instructor).</li></ul>The change team themselves may be a group, as are senior leaders, people leaders, and HR.

Customized Approach

It is essential that communication happens in two ways. That is, there is top-down communication but also bottom-up feedback. To make this happen:<ul><li>Default communication to live discussion (e.g. face-to-face)</li><li>Communicate frequently and consistently</li><li>Ensure you talk to the quiet people</li><li>Utilize existing structures/meetings to reduce adding additional work/change</li><li>Be positive but realistic</li><li>Place messages in the larger context, but tailor them to the individual</li><li>Stay aligned with other leaders/departments/functions</li></ul>

Over-Communicate

Leaders should consider these four things when implementing a change.

Leading with a Change Checklist

Values drive corporate performance. My research concludes that a specific set of values drives sustained success. As I wrote in Value Leadership, these values are embodied in seven principles such as fulfilling your commitments, valuing human relationships, fostering teamwork, winning through multiple means and fighting complacency.
The Drucker Institute has its own ideas of what makes for a successful organization and it has concluded that 2021's best-managed company is Microsoft.

Microsoft Is Doing It Best

Microsoft -- whose stock price has soared 681 percent since Satya Nadella took over as CEO in June, 2014 -- has increased its overall score more than any other company tracked by the Drucker Institute since it began publishing this ranking in 2017.Here are three things that contributed to Nadella's success and how business leaders can use them to benefit their organizations.

Leadership Lessons

Most new leaders change the culture as the first order of business. Nadella changed Microsoft from a company that pushed its products on customers -- without regard for whether they were best for the customer -- to one that put customers first.Follow Nadella's approach to cultural change so your company can attract and motivate the best employees -- and they will help you win and keep more customers.

Create a culture of customer value creation

Nadella fostered innovation by encouraging people to adopt a new approach to product development. "We had to introduce and to promote new products and business models ([software as a service] vs. perpetual [licenses]). We had to drive our employees to interact with new corporate decision-makers - business vs. the original technical ones. We had to scale our employees to master new advanced products," Tenzer told me.

Innovate by fostering employee learning

When you change your company's culture and approach to innovation, your top executives will complain because you are forcing them to adjust how they think and act.Nadella issues an ultimatum to his 150 top executives: "Once you become a vice president, a partner in this endeavour, the whining is over. You can't say the coffee around here is bad, or there aren't enough good people, or I didn't get the bonus. To be a leader in this company, your job is to find the rose petals in a pile of shit. You are the champions of overcoming constraints."

Hold people accountable for results

Make customers better off, encourage learning, and hold people accountable

business

Business

creativity

Creativity

3 Leadership Lessons From Microsoft, the Drucker Institute's Best-Managed Company

Find 100+ Facts about Leadership - Curated from inspiring sources like Books, Podcasts & Articles - Genuine Insights from like-minded Users like You!