To be successful one must discover who they are as a person and weather or not they make decisions based on thinking or on feelings.
To be successful one must discover who they are as a person and weather or not they make decisions based on thinking or on feelings.Tags: Watson-Glaser Ii Critical Thinking AppraisalEssays On Personal ExperiencesBusiness And Financial PlanningEssays On Accrual AccountingHow To Write University AssignmentsEssay Continuous Writing Form 4Advantages And Disadvantages Of HomeworkVanderbilt Thesis Submission
While these insights should come as no surprise to anyone who has spent much time around a postsecondary chief executive, a number of the CEOs I met with spoke openly about having underestimated how taxing their roles would be prior to undertaking them.
As a result, most had adopted strategies for managing those demands.
Personal success can be had when one knows their limitations.
Being successful means recognizing our weaknesses without hiding behind them.
If we spend our time and effort trying to meet somebody else's idea of success, and ignore or belittle any of our contrasting views, then we will find ourselves exhausted and unhappy.
One cannot be successful until they have reached this mindset of happiness; it is not possible for one to be successful unless they are happy with their goals and achievements.Perhaps the most important realization that an individual can make in their quest for personal growth is that there is no single formula that defines the path to personal success.We all have different goals and priorities, which mean that different activities and attitudes will make us feel good about ourselves.Each personality type has views on what it is that makes them successful.Often, many people state their views of success based on what someone else's idea of what it is to be successful.However, successful chief executives take the steps necessary to develop deep understandings of their institutions’ histories -- particularly their creation narratives.They do so for multiple reasons: partly out of respect for their colleges or universities and those who came before them, and partly so they can unite the institution’s diverse constituencies around a shared past, but mostly because they understand the immense value of being able to authentically contextualize current and envisioned organizational states of being.Equally noteworthy was how self-assured and exact the chief executives were in articulating their personal and professional values, and the extents to which they continuously draw on those principles in navigating work and private responsibilities. Humor can be an invaluable tool, or, used inappropriately, can beget awkward or potentially litigious situations.During my campus visits, I observed numerous chief executives use quips or humorous anecdotes -- often self-deprecating -- to lend much needed or appreciated levity to circumstances.Rarely is the departure of a CEO who does so effectively accompanied by stakeholder assessments that “S/he never really got who we are.” They know themselves.During the course of my interactions with CEOs, I was impressed with how cognizant and candid they are about their shortcomings -- and reminded how essential self-awareness and openness are to a leader’s capacity to mitigate her or his weaknesses (e.g., through targeted professional growth opportunities and team development).