Putting the Power of Your Subconscious Mind to Work: Reach New Levels of Career Success Using the Power of Your Subconscious Mind by Joseph Murphy

Author:Joseph Murphy [Murphy, Joseph]
Language: eng
Format: epub
Tags: Self-Help, Personal Growth, Happiness, Business & Economics, General, Careers, Success
ISBN: 9780735204362
Google: bhbNNua0dkQC
Amazon: 0735204381
Publisher: Penguin
Published: 2009-05-15T04:00:00+00:00

The immediate result was catastrophic. Market share fell from 35 percent to only 8 percent. But because of the rapid and sincere response of the leaders of McNeil and J&J, the market share was' not only recovered but exceeded within a year.

Another example of an executive who made a tough and unpopular decision is Charles R. “Cork” Walgreen, who took over the Walgreens drugstore company in 1975. At that time most drugstores had lunch counters, which provided a significant share of their income. Cork Walgreen felt that the growth of the fast-food chains had made the drugstore food operations obsolete and decided that the company’s future lay in product sales, not food service. It was a controversial decision, as the company had five hundred lunch counters. The connection to this side of the business was not as much financial as it was emotional. The Walgreens food-service division dated back to Cork’s grandfather, so it took a great deal of resolve on the part of Cork Walgreen to put an end to all that. Cork’s decision paid off, as Walgreens today is one of the most profitable companies in its field—and lunch counters are virtually gone from all drugstores.

6. Great leaders have a vision and utmost faith in themselves to fulfill that vision. The great leaders of the world all have had their visions. They knew what they wanted to accomplish, visualized its outcome, and devoted all their energies and emotions to accomplishing that vision. Most important, they truly believed in their own capability to do this. Having such faith gave them the strength to pursue these goals.

American Express CEO Ken Chenault has been faced with many surprises and detours, but none as dramatic as the one that took place directly across the street from American Express headquarters on September 11, 2001. He refers to that tragedy as a formative experience that added to his already formidable leadership abilities. Chenault saw the obvious on 9/11 —that it was a crisis, and would be seen by many as a major obstacle to the progress of his leadership. Chenault did not hesitate to make key decisions. His faith in his ability to lead enabled him to call on his leadership skills. Agreeing that the most valuable experiences always seem to come in the form of crises, Chenault says it’s essential at such a time to utilize the attributes that are really important and focus on them so you’re not just using them unconsciously, but consciously. This gives a leader an advantage. He says everyone can make the conscious choice to be a leader. The kind of outstanding leaders Chenault says he wants to work with are what he describes as “rationally and emotionally engaged people.”

7. Great leaders are ambitious for themselves, their company, and their people. No matter how poor you may be, how humble your lot, look up. Don’t be afraid to aim too high. Keep your eye fixed upon your star. Let others ridicule, if they will, but do not let them induce you to relax the fixity of your gaze.

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