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| Atti Soenarso |
David Leyes |
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ROBIN SHARMA is a guide in the art of living life to the full. His advice and words of wisdom are down to earth and cover everything from simple, practical deeds to more comprehensive advice. He encourages people to live a live built around choice rather than chance, to consciously choose a life instead of living it as it comes.
Internationally, the Canadian is ranked as one of the world's most popular lecturers and coaches in the field of leadership, personal development |
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and lifestyle. For fifteen
years Robin Sharma has been called upon by CEO s in organisations like Microsoft, IBM, Fedex, Nasa, BP and the Harvard Business School. The ten books he has so far written are published in over 50 countries and close on 70 languages. The books in the series The Monk Who Sold His Ferrari have sold millions of copies worldwide.
This autumn Robin Sharma toured Europe, holding lectures, seminars and workshops under the |
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heading Lead Without Title - High Performance Leadership in Turbulent Times, which basically means leadership skills without the need to hide behind a title and the ability to do one's utmost in all conceivable situations. Robin Sharma is generous with his knowledge, which he sandwiches between metaphors, anecdotes,
aphorisms, quotes... a discussion with him is an intensive experience. Perhaps it is how he shares his knowledge that is the secret behind |
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| his success. He puts it across in a way that is accepted by the audience, storytelling is one of the methods. His critics say he never comes with anything new, upon which he replies: "Why complicate things by reinventing the wheel?" He emphasises the importance
of understanding the meaning of leading and showing leadership. Everybody can be a good leader. Leadership is nothing you are born with but is shaped through constant development, self-awareness, experience and education. "All too many people live their lives in a sort of coma, and all too many focus on negative thoughts. Tobe a winner at work and in private life everybody has to show leadership, regardless of the title they have," says Robin Sharma, whose educational company Sharma Leadership International |
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specialises in developing leadership skills, thus improving results in times of rapid change. When Robin Sharma left his career as a junior barrister he began studying the great leaders and thinkers of the world. He studied philosophy, read books by and about
great philosophers. I began making small changes to my own life based on what I had learnt, and sure enough it led to great changes." Robin Sharma's mission in life is crystal clear. He wants to help individuals in companies and organisations to be as good as they can in what they do and help them to realise their goals, not only at work but
in their private lives. One thing that |
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comes across quite clearly is that he is results-oriented, as opposed to many other consultants. "All too many books are philosophical and provide no answers." Robin Sharma gladly shares his knowledge, but says he would like his thoughts put into practical actions. "It's not enough just knowing what we have to do, we must act in accordance with that knowledge if we are to achieve lasting and positive change." We talk about having the courage
to take risks in achieving our goals.He says one must have the courage to take the time to determine one's goals. The greatest danger in life is not having the courage to take any risks whatsoever, leading to the deathbed scenario where we regret the risks we never took, bemoan |
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| the opportune moments we never captured. Robin Sharma reviews his goals regularly, unlike most other people who never think of their goals until they are old. "You must learn to prioritise what you wish to achieve. Successful business leaders, for example, are keenly aware of their priorities, which gives them the strength to say no to something that is not important. Only then do they achieve results. What makes successful business leaders so good at what they do has nothing to do with their background," explains Robin Sharma, who has also worked closely with billionaires and students and studied the way they act. "Of course studies are important, but not specifically for success." In his experience, successful entrepreneurs burn for their task. How they think and integrate with other people and having a vision is a vital component. How do the most successful people go about achieving their goals irrespective of whether they are the leader of an organisation, a company, are a billionaire, entrepreneur or sportsperson? How do they think? "One thing they have in ommon is a clear vision that is connected with their mission, and a clear focus. They also ask what will happen from today to their final day on earth. There's nothing wrong with being completely absorbed in something as long as it's the right thing. Many people can be very engaged in something without being especially productive. With regard to energy, most successful people know that the most important commodity in a business is energy and sustainability. "Stress is not always counterproductive, but you have to find periods |
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| of rest and relaxation to enable you to recharge your batteries. Compare with sports personalities. They have playing days, then they have to rest and gather new strength, take time to meditate, after which they come back and play well, then retire again to rest and train. Inspiration creates innovation, but not without pause for thought and reflection. If you push harder and harder without recharging you run out of energy. There's nothing wrong with working hard, but you have to give yourself time to recharge your batteries to create new energy. "Being a good communicator is also significant, but not as significant as helping other people. Ask yourself how you can create better value for your customers. Try to create added value for your clients and build relationships. "Be innovative. Innovation is |
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about developing and improving
through constant improvement. Be convinced that you can perform better today than yesterday. Constant improvement is not just something you say you will do, but something you have to do. It's not particularly difficult to advance your positions a little at a time." Having a clear business structure is also a contributory factor to success. Robin Sharma takes McDonald's as an example: "Whichever McDonald's you visit the offering is the same. Be sure that you develop your business along the same lines as always. If there's a structure in which each part has a bearing in what you have already done then the success factor will be even greater." With regard to economy, the most important economy you have is the one between your eyes. You must really believe that you can fulfil your dreams. Or as Robin Sharma puts it: "You can never be bigger in your business dealings than what you carry inside you. Are you one of those people who has eaten the same breakfast every day for ten years? Have you taken the same route to work and talked about the same things for many years? "The 90-second rule is all about fear. When you get a good idea, act upon it immediately or the voice of fear will close the window after only 90 seconds. You must strike while the iron's hot. Other significant factors include not breaking your promises, getting back to people in the agreed time and showing that you can always be trusted. Also, consider what you want to leave behind you, create something that lasts longer than you do. Achieve something that benefits other people and human progress. How will anyone remember that you have been on earth? Think about that." |
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| SHARMA >> |
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| ROBIN SHARMA is one of the world's top experts on leadership and personal
development, having helped millions of people lead without a title and play at
their best. Author of eight international bestsellers including "The monk who
sold his Ferrari", published in 55 languages. Founder of Sharma Leadership
International, a training firm with clients such as FedEx, Nike, Microsoft and
Yale University. www.robinsharma.com |
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| LEAD WITHOUT TITLE |
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| when I go into an organization to
help develop and grow leaders, the
client often asks me to help employees
understand what leadership is all
about. Leadership has nothing to do
with the title on your business card
or the size of your office. Leadership
is not about how much money you
make or the clothes your wear. Leadership
is a philosophy. It's an attitude.
It's a state of mind. It's a way of
operating. And it's available to each
one of us. No matter what you do
within an organization. Robert Joss,
dean of Stanford Graduate School of
Business, made the point splendidly
when he observed: "By leadership I
mean taking complete responsibility
for an organization's well-being
and growth, and changing it for the
better. Real leadership is not about
prestige, power or status. It is about
responsibility." The invitation I offer
to every group of employees I work
with: Lead without title.
Here's an example. I spend a lot
of my life on airplanes and traveling
so I'm hard on my luggage. The handle
on my carry-on luggage broke |
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after my tour of Russia (you have to
put a visit to St. Petersburg on your
list of places to visit before you die).
Anyway, I took the piece in to Evex, a
dealer in Toronto. The young man at
the counter treated me wonderfully
and, within a few days, the handle
was fixed. Perfect.
While in New York a little while
later, the handle broke again. I assumed
that I'd have to pay for the
repair when I went back to Evex.
Most businesses put clients through
so many hurdles: If you haven't
saved the receipt you are out of luck.
If you don't know who did the initial
repair we cannot help. If you didn't
buy it at this location you don't exist.
Well, Evex is different. They just get
it. They understand that without
treating their customers well, there
is no business. They haven't forgotten
who puts food on their table
each night. Treat your customers
like royalty and you cannot help but
win.
When I explained that the handle
had broken again, the young woman
at the counter - without a moment. |
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of hesitation - apologized for the
problem I faced. She then said: "We
promise you that you will have your
carry-on in perfect order within
three days. And of course, sir, there
will be no charge." No bureaucracy
around needing the receipt from the
previous repair. No hassles. No issues.
Just great service, with a giant
smile.
This woman showed true leadership.
She quickly diagnosed the
problem, assumed personal responsibility
and made the right decision.
Part of the solution versus part of
the problem. And she wowed her
customer in the process. She wasn't
the owner. Not the supervisor. Not
a manager. Just a leader without
title. |
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