“A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go but ought to be.”  ~ Rosalynn Carter, former First Lady

Every person in an executive role aspires to be wise and is expected to exercise wisdom in their decisions. Unfortunately, far too often senior leaders are more concerned with meeting the numbers and fail to come close to being astute over the long term.

The question is, can wisdom be practiced as a leadership competency in today’s incredibly complex environment of corporate governance? What are the consequences of ignoring it?

While volumes have been written about it over the ages, from philosophers and theologians to psychologists, it remains hard to define. Everyone believes they know it when they see it, especially in retrospect, without being able to pinpoint how or why.

We crave wisdom and hope our decisions will be viewed that way. We strive for brilliant decision-making in business, career, and work situations, and even more so when it comes to family, community, and moral issues.

This article defines the elements of wisdom, how it shows up in corporate leadership, and suggests questions to explore and develop your own ability to be wise.

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This is a brief synopsis of a 1800 & 900-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.

The complete 1800 word article includes these important concepts:

• Defining Wisdom
• Finding Wisdom
• Wisdom in Action
• The Contradictions of Wisdom
• 8 Pillars of Wisdom
• Business Intelligence
• Social Intelligence
• Business Compassion
• Developing Your Wisdom

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To effect change, you must do something differently.

It starts with you. Do it right, and you’ll enjoy a snowball effect that helps your team, direct reports and even family members implement change.

While many books have covered organizational change, business school professors Chip and Dan Heath cover the patterns all successful change efforts have in common in Switch: How to Change Things When Change Is Hard (2010).

The Heaths avoid looking at the history of failed changes. Instead, they share stories of spectacular changes that worked because execution built upon prior achievements.

In researching significant social, educational, governmental, marital and organizational changes, what are the patterns that emerge that anyone can apply in real-world business situations?

In many ways, the first small steps you take to change your behavior are the most important. Once you initiate change, it seems to feed on itself.

Perhaps the famous Stephen Covey maxim, “Begin with the end in mind,” needs to be revised: Start with the beginning and the end in mind.

Here’s how to get started and unleash the snowball effect.

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This is a brief synopsis of a 1000-word article suitable for coach newsletters. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.

The complete 1,000 word article includes these important concepts:

•    First Steps
•    The Snowball Effect
•    The Problem with Problems
•    Follow Your Bright Spots
•    Start with the Beginning in Mind
•    Unleash the Snowball Effect

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If you are a Content for Coaches client and your account is current, no need to order. Send me an email to confirm that you wish to use this article for your next newsletter.

All others please use the order links below.

Order Links to purchase this article:

Text, 1000-word Article with Full Reprint Rights, $57 – Click HERE:

Snowball Effect – Start Change Now