how to get ideas and make then work

Coming up with ideas may be a struggle. Here's 3 items that will help.

1. Write down on paper your three greatest wishes, numbering them one, two, and three. Look at this wish list every day.
2. Spend one hour every day analyzing and studying your job. Do this often and in less than five years you will be an acknowledged expert on that job.
3. Spend one hour every day with a white sheet of paper in front of you and write down every idea you can think of. You will get surprising ideas that will improve your job and performance.

mission strategy

The message is clear. If you wish to get ahead, you must think and speak strategically. Organizations need a leader who is a strategist; one who serves.

We all contribute operational expertise towards a mission, vision, and value. To possess a strategic plan and way of thinking helps analyze and manage interaction, benchmarking, and system set-up.

Shifting your mindset from functional to strategic is a transformation that helps share vision and position.

Thinking strategically helps to see every part of the organization. This helps build strategic insight. More focus on business, market, and industry is needed to develop a strategic point of view.

MISSION STATEMENT

General Eisenhower

During WWII, the Supreme Headquarters, Allied Expeditionary Force (SHAEF) had a mission statement. It was the unconditional surrender of Nazi Germany. That mission statement did not change. SHAEF didn't waver or waffle from it. The Allies' goal was crystal clear, from General Dwight David Eisenhower, the Supreme Commander of SHAEF, to the children collecting old bicycle tires in America for recycling, and everyone in between. The mission statement was short and simple, easy to remember, and projected a vision which was unforgettable.

KNOW YOUR INDUSTRY

SHAEF knew how many men, tanks, planes, trucks, cannon, guns...... well, you got the picture.
Do you know your picture? If not... paint one. Know your inventory. Know the managers who are in charge of the various departments. Learn and know this now! You can't be a strategic thinker and develop a plan without knowing your resources.

Know the market and anticipate where the general, overall market is going. Have a general idea of technological changes and how these advances are being applied. Don't be shortsighted.

TALK STRATEGY

 Your mission and vision won't get you very far if you can't talk the talk. Develop a network of those you feel  are valuable to your organization. We've all heard the value of networking. Put what you've heard into practice. Networking should be ongoing. If you need outside sources, find these folks with LinkedIn and other Social Media platforms. Don't do networking as an afterthought. Instead, develop a network that will serve you as a means of support.

Talk with decision-makers who have a firm grasp of command and control throughout their own organizations. Groom mentor relationships by volunteering your expertise to keep the conservations going. Make this part of your plan and keep to it.

CONCLUSION

There is a leadership component in all of us. We all have a vision. Perhaps at times it's a bit blurry, but that's where your mission statement comes into play. Becoming a strategic thinker allows you to share the mission, vision, and value of your organization from within and without to customers, prospects, and colleagues.

why be a mentor

There is no doubt mentors can have a huge impact on people, especially younger members of an organization. Being an effective mentor is a skill in and of itself. Rather than solve problems, coach your mentee to find their own answers.

Become the guide on the side.

Mentors need to ask probing questions to challenge the mentee. Be supportive and nurture.

As a mentor, you'll discover that your relationship will benefit you and the mentee. You'll become more energized and learn new things. You'll develop new managerial skills that will help you and your organization's performance.

It's not one-way learning..... it's a great source of ideas.

innovation for success

Collective innovation helps give us a competitive edge. Pulling in fresh ideas is the driving force of
creativity. To distinguish ourselves we've relied on social networks to know our market.

"I believe innovation can come from anywhere."
                                                                                                    - Brian Lillie, CIO, Equinix

 
Innovation programs need processes and incentives to continue creative pursuits. A creative pursuit eventually leads to a project, which needs a plan to proceed. Project plans without adequate resources don't do well. A good management platform is a must to bring a project to a successful finish. Bringing ideas to fruition means a life-cycle is established. Your management platform organizes the specific business issues.

This "organization of issues" needs led by a "small core" that ensures quality. This "small core" entity might use crowdsourcing to reap ideas, however a system to funnel those ideas into an innovative process has to be in place for success.

Project management has a challenging task to undertake. Agility allows projects to be broken down into smaller components. For this to take charge successfully, project teams require good collaboration. Have your components review all their information and data. Good reviews evaluate status to identify current and potential problems. Review to give your project every opportunity to succeed.

Your project components have 3 steps to follow:

1. Innovation Management
2. Technology
3. Incubation

 Innovation groups discuss opportunities and map the strategy. Technologies are then discovered so incubation (start of the life-cycle) begins for a project to start. This is the tactical approach to strategy implementation.

Mapping gives us visualization and the entire process gains support. Each component (project team or individual) enters into the project management process. The innovative initiative is born to present and promote a project.

Innovation like this helps bring ROI into the mix to focus your business forward.

Resources, both internal and external, help define your processes for producing a good, solid management platform. You'll find project life-cycles are established simpler and sooner for successful conclusions.

BOOKS FROM AMAZON ON THE TOPIC OF INNOVATION

thought conditioners

AURELIUS

CHANGE your thoughts and you can change anything. The world in which we live is not determined by outward circumstances. Although we have a tendency to perceive that our world is that way. Thoughts habitually occupy our minds.

Sometimes we need THOUGHT CONDITIONERS to give us clarity and power. Since happiness and effectiveness depend on the kind of thoughts we think, it is impossible to be happy if we think unhappiness-producing thoughts. Marcus Aurelius said, "A man's life is what his thoughts make of it."

If you put thoughts of fear into your mind, you will get thoughts of fear out of your mind. Displace unhappy thoughts with THOUGHT CONDITIONERS. Fill your mind with spiritual words so they sink from your conscious to your unconscious mind to produce spiritual osmosis, so to condition your personality with spiritual power. This spiritual power will give great value to life. Values that really matter. Values that will be yours.

Here are some THOUGHT CONDITIONERS:

• Peace I leave with you, peace I give you
• The things which are impossible to us, are possible with God
• Renew a right spirit in us

monarch's metaphor: part 3

She had her nuances. Rick knew that. How? He once had a relationship with her. What would this add to the situation? Nothing much. She had had several relationships. Each filled with drama. She like to be possessed, although most of the time she complained about it. She liked confrontation, conflict, and turmoil. Why is that? Rick thought that it was the "bad boy syndrome" that many have. They like that aspect. They like to be told what to do. They liked to be manhandled. They liked the tension. Rick often made comments in several women's files on this aspect of their lives.

But that wasn't all. They often liked to show it off. Complain about being possessed and then show off that they are being possessed. Go figure.

That component made good operatives. They could be controlled better. Especially if they had a lot of drama growing up. Especially abuse. When a potential operative was interviewed, usually two people were conducting the interview. Rick was in on plenty of these. The "other", as Rick's interview partner was called, could work off of a series of cross-references questions. Done correctly, the answers would produce a series of "triggers" that were used further in the interview or in the lie detector phase.

As Rick opened her file, his head filled with several memories.

Working Title: Monarch’s Metaphor

A NOVEL by Mike Bertelsen

This book is a work of fiction. Names, characters, businesses, organizations, places, events, and incidents are the product of the author’s imagination or are used fictitiously. Any resemblance to actual persons, living or dead, events, or locales is entirely coincidental.

All or parts of this post may or may not be in the finished product.

Working Title: Monarch’s Metaphor

A NOVEL by Mike Bertelsen

This book is a work of fiction. Names, characters, businesses, organizations, places, events, and incidents are the product of the author’s imagination or are used fictitiously. Any resemblance to actual persons, living or dead, events, or locales is entirely coincidental.

All or parts of this post may or may not be in the finished product.

- See more at: http://westhamlet.blogspot.com/#sthash.tCktfxn0.dpuf

Working Title: Monarch’s Metaphor

A NOVEL by Mike Bertelsen

This book is a work of fiction. Names, characters, businesses, organizations, places, events, and incidents are the product of the author’s imagination or are used fictitiously. Any resemblance to actual persons, living or dead, events, or locales is entirely coincidental.

All or parts of this post may or may not be in the finished product.

- See more at: http://westhamlet.blogspot.com/#sthash.tCktfxn0.dpuf

monarch's metaphor: part 2

As the three men moved up from the table, they veered out the two-way mirror. All three of them wondered who was watching and listening on the other side. Someone was, but they didn't know who and they would never. know. That part of the business too. Your always being watched.

Rick was the main man on this one. He 51 years old, had been with the Agency since he was 23 doing data entry work. He remembers vividly when he came across a name in those early years. Osama Bin Laden. An asset then. Osama was passing information to U.S. intelligence personel on Soviet tank movements in Afghanistan. We kept track of them all. Just in case. Whatever that means. A lot of "just in case" stuff in this business too.

Rick was in the center of the table, the leader. He had a notion he didn't want any sort connection with this one. But, oh well. On his left was Nicholas Rosen. Nick was 55 and had been with the Agency for 18 years, being recruited out of advertising and public relations. After all, public relations is professional lying. Nick had been in charge of the main handler in this case, who was missing. He too was wishing that he was somewhere else.

The third man was Vladimir Monesque. An alias too be sure. Russian to the core, having defected in 1973 to the United States via Canada. Gotta love those Canadians. Without them several defects would have not made it to Western Intelligence. Canadians are good at in and out. They proved that when they got several Americans out of Tehran after the embassy hostages were taken there in November 1979. Vladimir had been a minor player in all the Cold War stuff, but had several relatives in Soviet Intelligence. He wanted out out of the Soviet Union by the time he was 14. He couldn't stand communism. The lack of practically everything was slowly but surely driving the Soviet people insane. He was in this for frankly something to do. Lucky him.

These three men make up "the cell". A term used to distinguish a team directed with the successful completion of an operation. That's successful completion. As they made their way to the door to leave, they knew they had to get to work. Rick knew just the starting point.

Working Title: Monarch’s Metaphor

A NOVEL by Mike Bertelsen

This book is a work of fiction. Names, characters, businesses, organizations, places, events, and incidents are the product of the author’s imagination or are used fictitiously. Any resemblance to actual persons, living or dead, events, or locales is entirely coincidental.

All or parts of this post may or may not be in the finished product.

Working Title: Monarch’s Metaphor

A NOVEL by Mike Bertelsen

This book is a work of fiction. Names, characters, businesses, organizations, places, events, and incidents are the product of the author’s imagination or are used fictitiously. Any resemblance to actual persons, living or dead, events, or locales is entirely coincidental.

All or parts of this post may or may not be in the finished product.

- See more at: http://westhamlet.blogspot.com/2014/03/monarchs-metaphor-part-1.html#sthash.4K9zWBoZ.dpuf

Working Title: Monarch’s Metaphor

A NOVEL by Mike Bertelsen

This book is a work of fiction. Names, characters, businesses, organizations, places, events, and incidents are the product of the author’s imagination or are used fictitiously. Any resemblance to actual persons, living or dead, events, or locales is entirely coincidental.

All or parts of this post may or may not be in the finished product.

- See more at: http://westhamlet.blogspot.com/2014/03/monarchs-metaphor-part-1.html#sthash.4K9zWBoZ.dpuf

Working Title: Monarch’s Metaphor

A NOVEL by Mike Bertelsen

This book is a work of fiction. Names, characters, businesses, organizations, places, events, and incidents are the product of the author’s imagination or are used fictitiously. Any resemblance to actual persons, living or dead, events, or locales is entirely coincidental.

All or parts of this post may or may not be in the finished product.

- See more at: http://westhamlet.blogspot.com/2014/03/monarchs-metaphor-part-1.html#sthash.4K9zWBoZ.dpuf

monarch's metaphor: part 1

The three men looked worn and bleak. They hadn’t slept in about twenty-six hours. A sense of “I told you so” was all across their faces. They felt foolish. So what; doesn’t everyone at one time in their life?  That was it. No excuses. No bullshit. They all knew she fucked them.

Her main handler was nowhere to be found. Contacts were informed all over town, but no response. Sometimes it was better to get no response than a pack of lies. The handler was sure she would stay loyal. No problem. But he was wrong. That’s the way this business goes sometimes. Once you have it figured out, something or someone comes along to fuck it up. What was that something? Or who was that someone? The handler may know.

She was a quirky sort, prone to emotional outbursts that oftentimes made no sense. Why? No one in touch with her would really say. Hard to tell. Her upbringing was complicated. That was put in her file. No getting around that. She got the attention of project researchers when she was ten. Her parents were not bad people. They were just going through life at a time when change was ramped up. Their daughter was the collateral while going through this change. The researchers defined the “change” to suit their own objectives. That’s how it works. Subjects are the “change” and the result of it.

In her case she didn’t react well. That continued later in life. This had benefits and liabilities. The three men knew this. That’s why she was chosen. Take the relationships she had with men. Her track record wasn’t good. For instance, she had left one man to go back with another. This reunion only lasted a little over two months. She ended it. She had to go back to the one she left in the first place. The negatives she had talked about were no longer negative. Now they were justified. Lie or truth? At this time the three men didn’t know. They didn’t really care. Their objective was to get her back in the fold.

First they had to find her principle handler. He was gone. Had someone gotten to him? If that had happened the situation would be difficult. The situation is complicated enough. Complications work out, they always do. People could get hurt or even killed in the process, but that’s the business. The three men knew that by heart.

Working Title: Monarch’s Metaphor

A NOVEL by Mike Bertelsen

This book is a work of fiction. Names, characters, businesses, organizations, places, events, and incidents are the product of the author’s imagination or are used fictitiously. Any resemblance to actual persons, living or dead, events, or locales is entirely coincidental.

All or parts of this post may or may not be in the finished product.