The United States Global Leadership Council works extensively in providing a table for governments and business to meet in developing strategies of economic development. Mauritania, Suriname, Guyana, Iraq, Bahamas, and Zimbabwe are a few we are involved in. Comprehensive planning and infrastructural improvement is the heartbeat of the USGLC. However, we also acknowledge the perpetual motion of sustainability is not found in the mechanisms as much as it is in the quality of leadership.
Short-term gains and explosive starts can all be manufactured through the stratagem and facilitation of contractual negotiating but the long-term demands more than a sheet of paper. The economic baton passes from this stage into the hands of leadership where the finish line will be determined by the commitment, perseverance, and inward moral quality of individuals.
Below is another article on inward qualities necessary in achieving sustainable futures and doing it while maintaining value and respect for others.
We all have yielded to the temptation of trying to force someone into compliance to what we think or expect. The harvest of this fateful decision always ends up in feelings of frustration and exasperation. But we have to come to the conclusion that no matter how much you want to, you can’t force everything.
You can’t force people to agree with you.
You can’t force someone to see things from your perspective.
You can’t force people to share your values.
You can’t force your boss to give you a promotion.
You can’t force someone to believe in your God.
The question becomes – what do you do?
Sit in silence, believing that you can’t make a difference? Or, instead of trying to force people, do you find ways to influence, motivate, encourage and inspire them. Of course, you won’t be able to change everyone’s viewpoint. But you could change one.
If you’re a leader, you’re at your least effective when you try to force people to do things your way. And at your most effective when you are able to efficiently influence, motivate, and inspire your team, staff, and colleagues.
When we try to change others through force, it indicates our weakness of insecurity and doubt concerning the talents we claim to have. Tools must be trusted to handle the job we employ them to do. If I am a leader then I have to believe the skills of tact, networking, positive attitude, persistence, and patience are enough to persuade without a dictatorship approach that wields position as a battering ram.
When people are motivated instead of forced, then morale improves and efficiency grows.
Reuben Egolf – Chairman
1717 Pennsylvania Ave NW
Washington, DC 20006