Frank Uncovers Excellence in Leadership

© Copyright Frank D. Kanu 2000-2008

1. Set a goal that will stretch you but that you believe is realistic.


2. Try your best to meet it.


3. When your goal becomes unrealistic, change it.


4. Reward yourself for the effort, not just results.

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change  effort  goal setting  realistic  results  reward  unrealistic
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© Copyright Frank D. Kanu 2000-2008

Sometimes the best ideas brew when you’re in the car or out of the office. Standing in line, or standing in traffic can be extremely creative as your mind wanders.

How much freedom do you give your best thinkers?

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© Copyright Frank D. Kanu 2000-2008

A great many companies hand out self evaluation forms to their employees: Yearly, quarterly, some even monthly.

But it’s almost always a top down approach.

How many places have you seen where the employees actually not only had to evaluate themselves, but also evaluated their managers?

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© Copyright Frank D. Kanu 2000-2008

If you run your own business or you are involved with acquiring new customers—can you describe in 5 words or less what your business does?

Why is it that so many fail here?

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© Copyright Frank D. Kanu 2000-2008

A collection of all attributes which make a unit suitable to fulfill given requirements

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attributes  quality
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© Copyright Frank D. Kanu 2000-2008

Psychologists from the University Frankfurt found that suppressing the real feelings make sick. That’s bad news for all who are forced to smile all day long—like flight attendants, sales people, call center workers and the like. One of the named long term effects is depression.

Professor Dieter Zapf said: “There are negative effects if one suppresses the actual feelings.” In a study the scientists allowed some of the participants to treat the customer the way they were treated.

Those who talked back had their heart rate increased only for a few moments. But those who have to be friendly no matter what had an increased heart rate for a prolonged period of time.

Do you always smile ?

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© Copyright Frank D. Kanu 2000-2008

The Open Networking Book is the first global publication ever to give an overview of the world of networking, evolving from a joint project of the two successful entrepreneurs & networkers Markus Roemmen and Robert Steiner to provide orientation for professional networkers all over the world.

The Open Networking Book is designed for all people committed to the idea of “networking” who want to increase their networking power and success by establishing elitist top-level contacts. It provides a qualitative overview with first-hand field reports on numerous topics of an international networker’s life, and is therefore divided into the following categories:

• networking.DEVELOPMENTS: a historic overview of the development of networking and lobbying to gain a better understanding of the framework


• networking.BESTPRACTICES: examples and guidance - first-hand information of successful networkers - to increase your networking effectiveness and efficiency


• networking.PLACES: an overview of all important places to expand your network, comprising virtual networks as well as real offline networks


• networking.PEOPLE: an introduction of the worlds most important and powerful networkers and success stories to show the high potential of networking


• networking.EVENTS: an overview of the most important events, conferences, symposia etc. to identify the most appropriate events for you


• networking.BOOKS: a selection of qualitative books on the topic of networking to foster your networking intelligence


• networking.TOOLS: technical solutions including hardware and software to ease the life of the professional networker


• networking.SCIENCE: information on organizations committed to the scientific view of networking


• networking.LIFE: offers, services and information for the networker’s leisure time to relax and network


• networking.LINKS: additional information resources on the topic of networking to complete a real networker’s knowledge base

Mail: info(at)opennetworkingbook.info
Web: www.opennetworkingbook.info

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© Copyright Frank D. Kanu 2000-2008

Of course there are bad leaders—like there are good managers.

Are those the exceptions?

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bad leaders  exceptions  good managers  leaders
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