Below is the link to the forth coming album Potential High Level Event by Demigod x Raheed tha wisdomist.
You can watch the video ☝️
CEOs and diamonds are a lot alike: Most are flawed in some way, all are hardened and formed under crushing pressures and intense heat, and they are judged by degrees of quality. We’ve perfected the art and science of judging a diamond’s quality via the four C’s: carat, cut, color, clarity. I assert that quality CEOs must have three C’s: credibility, competence, and caring. The difference is that, unlike diamonds, there is no leeway with CEOs: They cannot lose even one of these traits and lead effectively. Here’s why.
CEOs who lose credibility can never regain it. When you communicate, do people believe that you are telling them the objective truth? If they do, then you have credibility. To maintain credibility you have to tell the truth 100 percent of the time. Telling the truth 90 percent of the time is not much better than telling the truth 10 percent of the time. It only takes a few instances of delivering non-credible statements to totally lose your credibility. Once you lose your credibility, you cannot lead successfully.
Photo Credit: Kim Alaniz via Compfight cc
Many CEOs start out with the best of intentions, planning to shoot straight with everyone in the organization. When things are going well, it’s easy to give everyone the good news about growing revenue and profits, the success of a new initiative, or a new client that could change the trajectory of the company.
But when things turn south, CEOs often are reticent to share the negatives. They cannot face the responsibility of leading people through tough times, or the realization that they may have no control. As a result, they try to pretend that it isn’t happening, hoping that things will improve. When cutbacks and layoffs come after the CEO has claimed that everything is okay, all credibility with employees is lost. Regaining credibility becomes almost impossible in this situation, and a change of leadership may be the only answer.
You can be seen as credible but not competent. People may believe that you are being truthful but also believe that you are wrong, ill informed, or make poor judgments. If people don’t trust your judgment, you will have little influence over their behavior. “Yeah, yeah,” they’ll think as you talk—and then they’ll go right back to doing what they were doing, the way they were doing it. The CEO may be sitting in the captain’s chair, but every time he shouts an order, people will ignore it.
To be seen as competent, CEOs need to show a deep understanding of the company’s business model—how the product is bought and sold—as well as how the product is made or how the service is constructed and delivered. They need to show a willingness to learn and adapt. In addition, they need to prove that they understand the five responsibilities of the CEO job.
People must believe in both the message and the messenger. Having competence but not caring about your people or the organization’s mission will not get you very far. Caring is about showing that the CEO puts the organization above himself. Like credibility, it can take time to build this trust and a moment to destroy it. CEOs violate the trust of the organization by placing their own interests above all others or by showing a lack of commitment to the organization’s goals and vision. At that point, the chief executive cannot credibly ask anyone on the team to commit to or sacrifice for the greater good.
The most common trust killer for CEOs is the belief that they do not have to follow the same rules or be held to the same standards of performance as the rest of the employees. People understand that the CEO’s time is valuable, but some behaviors erode trust immediately. Examples include having a fancy executive office suite while employees are housed in small cubes, exempting yourself from otherwise all-encompassing policy changes, or spending corporate money on something that did not have a justifiable business purpose. CEOs who engage in these behaviors end up with little real influence or power to direct the organization.
I have a few simple rules that I think go a long way toward convincing people that you care first about the company and then about yourself. The first rule is “the troops eat first,” which is an old military saying. Second, you should own the failures as much as or more than the successes. As Doug Laughlin, former soldier turned advertising agency owner, told The Washington Post: “The worst thing you can do is go to the head of the chow line. Let others go first. Be happy to give others the credit. In the final analysis, your people are what will make you a success.”
Shine Bright Like a Diamond
Diamonds can have flaws and still be cherished by their owners. CEOs cannot lose even one of the three C’s, which are the most powerful assets they have to achieve top performance: credibility, competence, and caring. It’s really about authenticity: No matter how great you are as an orator, or how much you look the part, or how smart you are, you won’t be an effective leader if you cannot demonstrate all three C’s.
Life is beautiful but not always easy, it has problems, too, and the challenge lies in facing them with courage, letting the beauty of life act like a balm, which makes the pain bearable, during trying times, by providing hope
Happiness, sorrow, victory, defeat, day-night are the two sides of the me coin. Similarly life is full of moments of joy, pleasure, success and comfort punctuated by misery, defeat, failures and problems. There is no human being on Earth, strong, powerful, wise or rich, who has not experienced, struggle, suffering or failure.
No doubt, life is beautiful and every moment – a celebration of being alive, but one should be always ready to face adversity and challenges. A person who has not encountered difficulties in life can never achieve success.
Difficulties test the courage, patience, perseverance and true character of a human being. Adversity and hardships make a person strong and ready to face the challenges of life with equanimity. There is no doubt that there can be no gain without pain. It is only when one toils and sweats it out that success is nourished and sustained.
Thus, life is and should not be just a bed of roses; thorns are also a part of it and should be accepted by us just as we accept the beautiful side of life.
The thorns remind one of how success and happiness can be evasive and thus not to feel disappointed and disheartened rather remember that the pain of thorns is short-lived, and the beauty of life would soon overcome the prick of thorns.
Those, who are under the impression that life is a bed of roses are disillusioned soon and become victims of depression and frustration. One who faces difficulties with courage and accepts success without letting it go to its head is the one who experience real happiness, contentment and peace in life.
Those, who think, that good times last forever, easily succumb to pressure during difficulties. They do not put in required hard work and efforts because they break down easily.
You can take the example of a student, who burns the mid night oil, makes sacrifices and resists temptations so that he can perform well. Similarly, a successful executive has to face the ups and downs of life, not forgetting that life is a mix of success and failure, joy and sorrow.
If he loses hope during difficult times, he would not achieve success and would be replaced by others. Even the strongest Kings and Emperors have had their cup of woes.
Life has not been a bed of roses for them. The adage ‘Uneasy lays the head that wears the crown’ has been rightly used for people, who are successful and are enjoying power and authority.
To sum up, life is beautiful just as roses but it has challenges which are like thorns and have to be faced and overcome by all. Those, who accept these, challenges and succeed, are the ones, who know how to live life in its true sense. Thus, enjoy life but also be prepared to bear the pricks of pain.
Progression, Production, Presentation, Promotion, & Sacrifice
Progression : that means whatever you do make sure that it is critical to the growth of your business and or talent in some way, shape, or form. Like reading your manuals, studying music business, marketing, or learning to play an instrument …etc.
Those things will help you grow and give you better understand of the industry …and ultimately contribute to the success of your ventures.
Production: making music…. you need to have material. Not only to showcase your talent but to gage growth. If there is no product, you have a problem.
You need material to pitch to folks so Produce!
Presentation: You have to present yourself and product in a professional manner. Remember that consumers love a nice looking package. That’s how you draw attention to your product and or brand. Some people sell albums just off of cover art alone.
Promotion: Your mouth ( no homo ) and the Internet are your biggest promotional tools.
Close mouth don’t get fed …. get out there … put your music out there …. Network… TALK…. if you don’t do that … let me tell you… you could well be the next QUINCEY JONES and no one will ever know, if they don’t hear you or your work.
And Sacrifice: There are no excuses…. the reason why you are not moving in the industry …will 9 times out of 10 be because of you lacking in some of theses areas…… No one is perfect, but the closer you get… the better off you will be.
So let me beat it in your minds ….Progression, Production, Presentation, Promotion, and Sacrifice
Iceland is a small nation, very small, it actually has a population of slightly over 300,000 people, fewer than any county in Kenya .
Today it forced a draw against Argentina, with Messi hitting 11 shots (including a penalty) but not getting a goal.
What is more interesting is that apparently 5 of the players in the squad are Medical doctors, actually everyone in the team has another professional job they do, the goalkeeper a renown country’s Movie Director and others in different professions.
Even the Coach when he is off the field he is a practicing Dentist.