--- BOOKS ---
| The 63 Greatest Qualities of a Leader |
Why read this book? Because it is critical to optimizing your performance. Because it reveals the main coordinates after that are build the character and skills of the leaders, highlighting what it is important for them to increase their influence.
| Leadership - Magic of mastery |
The essential characteristic of this book in comparison with others on the market in the same domain is that it describes through examples the ideal competences of a leader. I never claimed that it's easy to become a good leader, but if people will... | The master touch |
For some leaders, "leading" resembles more to a chess game, a game of cleverness and perspicacity; for others it means a game of chance, a game they think they can win every time risking and betting everything on a single card.| Leadership Puzzle |
I wrote this book that conjoins in a simple way personal development with leadership, just like a puzzle, where you have to match all the given pieces in order to recompose the general image.| Performance in Leading |
The aim of this book is to offer you information through concrete examples and to show you how to obtain the capacity to make others see things from the same angle as you.| Leadership for Dummies |
Without considering it a concord, the book is representing the try of an ordinary man - the author - who through simple words, facts and usual examples instills to the ordinary man courage and optimism in his own quest to be his own master and who knows... maybe even a leader.
| A complicated game |
| On February 14, 2009, in Successful leadership, by Neculai Fantanaru |
Expand your boundaries of influence, by adopting a firm position against your decision to impose your leadership.
The road to a successful career can be extremely slippery. In one of the most famous books about chess “Principles and Tactics”, Anton Berger specifies in the first chapter three important rules in chess: “Carefully, carefully, carefully!”
The more you advance in your career, be convinced that you will confront a lot of hard situations and you will come across a lot of obstacles that would keep you far from the goal you proposed, far from your dreams. Many envious people or who want to advance in the job you follow, will try to detain you from making a step forward. In this kind of moments you have to take a decision: you take a step forward carefully or you resign.
Leadership like a chess table
Margaret Thatcher, the prime minister of Great Britain among 1979-1990, knew better than anyone how to act so she would not be kept in chess by other aspirants at the comfortable premier chair. Like the chess game, Margaret Thatcher was very reasonable and extremely careful at the actions she was ready to do, and once a decision was made she never changed her mind. She said herself: ”You can change your mind, if you want. The lady would not.”
Maybe you also wish a high leading job and to increase you power of influence. But I warn you that you will not be the only one who wants this thing. With certain there will be other people willing to succeed in professional ascension.
In order to win in front of your opponents, you would have to learn to play hard, but with caution like Margaret Thatcher. Calculate well the moves you want to make, and then act firmly. Remember that, just like a chess game, once you made the moves you cannot change them, and a bad move could mean the end of the game by checkmate. So take control over the game before your opponents do.
Do you have the ability to understand and to successfully use the leadership as a tool of ensuring the success? Is it your capacity of keeping yourself firmly on position, the "distinguishing mark" of your power of influence? What is the "part" with the greatest potential that you use in order to control your opponents? Can you create some strong points that could not be easily attacked by the opponents? Do you differentiate yourself from them by the strong focus given to the undertakings that you initiate?
Expand your boundaries of influence, by adopting a firm position against your decision to impose your leadership.
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