"Nothing can add more power
to your life than concentrating all your energies on a limited set of targets."
—Nido Qubein: is a businessman and motivational speaker
The ability to communicate is a rare and valuable skill.
Most people think "talking" and "communicating" are the same thing. Yet they are very different.
For those who learn to truly communicate, the rewards are great, both financially and personally.
Those rewards are real and well within YOUR grasp right now, regardless of your age, education, background, or job.
Dear Friend,
No matter how strong you are in other areas, if you are a weak communicator, you just can't expect to be successful.
If you can't get your thoughts and ideas across clearly, succinctly, and convincingly to others, how can you expect to advance... in your job, or in your personal life?
Poor communication skills are the reason why so many people never reach the financial and career goals they set for themselves, and why so many people never achieve their full potential.
But for those who can truly communicate, the rewards are tremendous:
Good communicators are able to exercise influence over others. They're able to get more people to like them and respond favorably to their requests.
Good communicators can help others to understand ideas and beliefs important to them.
Good communicators can lift the spirits of others, give them hope, and bring comfort and inspiration.
Good communicators become natural leaders.
It's time for YOU to master
the art and skill of great communication!
We offer a unique audio program by the remarkable and incomparable Nido Qubein titled How to Be a Great Communicator, that will teach you to become a master of this enormously powerful and highly advantageous skill. You'll discover:
How to get people to want to pay attention to you. (There are three surprisingly easy techniques.)
How to listen. (Most of us are so busy planning what we're going to say next, we don't listen.)
How to build charisma. (You may think you have the charisma of a clam, but the seven strategies you'll learn will turn you around 180 degrees.)
How to make an effective speech. (This one session alone could be invaluable because most people don't know how to speak effectively.)
All of this is organized into an impactful program that makes this critical skill easy to learn. As a matter of fact, you will astounded by how quickly you absorb so much immediately-applicable information.
That's because Nido Qubein has mastered the highest level of teaching. He is an extremely successful entrepreneur, business leader, investor, and currently the Dean of High Point University.
How to Be a Great Communicator gives you an extraordinary opportunity to learn a skill few people have. Learning that skill will give you a huge advantage in life and bring you rich rewards, both financial and emotional.
Get a head start on being a better communicator tomorrow, by ordering this transformational program today!
Sincerely,
Thursday, January 5, 2012
Tragedy at Toyota: How Not to Lead in Crisis
Tragedy at Toyota: How Not to Lead in Crisis
Posted by Bill George | 0 Comments | Filed in: 7 Lessons, Business, Crisis, Leadership
Originally Posted in Harvard Business School Working Knowledge on February 22, 2010
Toyota's ever-widening problems are a tragic case study in how not to lead in crisis.
Under the media spotlight, Toyota CEO Akio Toyoda, grandson of the founder, went into hiding and sent American CEO Jim Lentz to make apologies. (Editor's note: Toyoda has agreed to appear before a Congressional inquiry this week.) Meanwhile, he let serious product quality issues spiral out of control by understating safety risks and product problems. This left the media, politicians, and consumers to dictate the conversation, while Toyota fumbled the responses.
Disingenuous quasi-apologies and disjointed plans for resolution have been Toyota's substitute for crisis response. As accounts pour in about declining quality, the company parades out relatively unknown mid-level managers to quell the firestorm.
It won't work. "You live by the sword; you die by the sword." Toyota's weapon of choice has always been quality, a competitive advantage that prompted many Americans to stop buying GM and Ford brands. Toyota can only regain its footing by transforming itself from top to bottom to deliver the highest quality automobiles.
When terrorists laced Tylenol capsules with cyanide in the mid-1980s, Johnson & Johnson CEO Jim Burke understood his company credo challenged him to put the needs of customers first. Although J&J was not responsible for these problems, Burke nevertheless recalled every Tylenol product from the market.
This is not a crisis of faulty brakes and accelerators, but a leadership crisis. During Chrysler's 1980s crisis, CEO Lee Iacocca took charge, restoring consumer trust and prosperity. When General Motors emerged from bankruptcy last summer, Chairman Ed Whitacre became the trustworthy, determined face of the company's comeback.
Toyota needs a credible leader with a strong, cohesive plan. Mr. Toyoda is anything but. His uninspired words of optimism from Davos only unnerved customers and U.S. regulators. Meanwhile, Ford and GM are working hard to regain the market share they lost at Toyota's expense.
How can Akio Toyoda get Toyota back on track? I offer recommendations based on my recent book, 7 Lessons for Leading in Crisis.
1: Face reality, starting with yourself. Faced with multiple reports of accidents from sticking accelerators, Toyota blamed the problems on stuck floor mats and panicky drivers. Instead, Toyota should acknowledge that its vaunted quality system failed. CEO Toyoda should take personal responsibility by saying that he pushed too hard for growth and neglected quality. By admitting his errors, he gives every Toyota employee permission to acknowledge mistakes and to get on with correcting them, instead of denying reality.
2: Don't be Atlas; get the world off your shoulders. Toyoda cannot expect to solve problems of this magnitude himself. Instead, he needs a crisis team reporting directly to him, working 24/7 to get problems fixed—permanently. He also needs outside counsel, as he appears to be listening only to insiders who are defensive about criticism. He should add the world's top quality experts to his fix-it team and listen carefully to their advice.
3: Dig deep for the root cause. When Toyota's problems first surfaced, the company blamed a symptom—loose floor mats—and exonerated the accelerators. Instead, management should have required its best engineers to get to the root cause of this problem and every other quality problem being reported. This is basic engineering and quality discipline.
4: Get ready for the long haul. These problems won't just fade away. In fact, they are likely to get worse before getting better. Just as the seeds were sown over the past ten years by placing growth ahead of customer concerns and quality, digging deep into problems will likely uncover more quality concerns that will take years to resolve. Toyota must invest heavily in corrective actions while its sales shrink and profits implode, requiring major cash resources until its reputation can be restored.
5: Never waste a good crisis. For all the pain Toyota is experiencing, this crisis provides a unique opportunity to make fundamental changes required to restore Toyota quality. The crisis is melting away the denial and resistance that existed in recent years. Employees are ready for new direction, and they are willing to make radical changes to renew the company. With Toyoda's leadership, Toyota automobiles can be restored to the world's highest quality.
6: You're in the spotlight: follow True North. In a crisis, people insist on hearing from the leader. Akio Toyoda can't send out public relations specialists or his American executives to explain what happened. Having lost sight of his company's True North—its values and principles—Toyoda must come out of hiding, take personal responsibility, and subject himself to intense questioning by regulators and the media. Then he should make a personal commitment to every Toyota customer to repair the damage, including buying back defective cars.
7: Go on offense; focus on winning now. Coming out of this crisis, the market will never look the same. GM and Ford are rapidly regaining market share, while the confidence of Toyota's loyal customers is badly shaken. Toyota cannot wait until all its quality problems are resolved. It must play defense and offense simultaneously. To win, Toyota has to offer advanced features and superior quality, better value for consumers, greater safety, and improved fuel efficiency.
This is a challenging menu, and this crisis is the true test of Akio Toyoda's leadership. Is Toyota up to these challenges? I believe this is a great company that will resurrect its reputation and restore its leadership.
http://www.billgeorge.org/blog/category/7%20Lessons
Posted by Bill George | 0 Comments | Filed in: 7 Lessons, Business, Crisis, Leadership
Originally Posted in Harvard Business School Working Knowledge on February 22, 2010
Toyota's ever-widening problems are a tragic case study in how not to lead in crisis.
Under the media spotlight, Toyota CEO Akio Toyoda, grandson of the founder, went into hiding and sent American CEO Jim Lentz to make apologies. (Editor's note: Toyoda has agreed to appear before a Congressional inquiry this week.) Meanwhile, he let serious product quality issues spiral out of control by understating safety risks and product problems. This left the media, politicians, and consumers to dictate the conversation, while Toyota fumbled the responses.
Disingenuous quasi-apologies and disjointed plans for resolution have been Toyota's substitute for crisis response. As accounts pour in about declining quality, the company parades out relatively unknown mid-level managers to quell the firestorm.
It won't work. "You live by the sword; you die by the sword." Toyota's weapon of choice has always been quality, a competitive advantage that prompted many Americans to stop buying GM and Ford brands. Toyota can only regain its footing by transforming itself from top to bottom to deliver the highest quality automobiles.
When terrorists laced Tylenol capsules with cyanide in the mid-1980s, Johnson & Johnson CEO Jim Burke understood his company credo challenged him to put the needs of customers first. Although J&J was not responsible for these problems, Burke nevertheless recalled every Tylenol product from the market.
This is not a crisis of faulty brakes and accelerators, but a leadership crisis. During Chrysler's 1980s crisis, CEO Lee Iacocca took charge, restoring consumer trust and prosperity. When General Motors emerged from bankruptcy last summer, Chairman Ed Whitacre became the trustworthy, determined face of the company's comeback.
Toyota needs a credible leader with a strong, cohesive plan. Mr. Toyoda is anything but. His uninspired words of optimism from Davos only unnerved customers and U.S. regulators. Meanwhile, Ford and GM are working hard to regain the market share they lost at Toyota's expense.
How can Akio Toyoda get Toyota back on track? I offer recommendations based on my recent book, 7 Lessons for Leading in Crisis.
1: Face reality, starting with yourself. Faced with multiple reports of accidents from sticking accelerators, Toyota blamed the problems on stuck floor mats and panicky drivers. Instead, Toyota should acknowledge that its vaunted quality system failed. CEO Toyoda should take personal responsibility by saying that he pushed too hard for growth and neglected quality. By admitting his errors, he gives every Toyota employee permission to acknowledge mistakes and to get on with correcting them, instead of denying reality.
2: Don't be Atlas; get the world off your shoulders. Toyoda cannot expect to solve problems of this magnitude himself. Instead, he needs a crisis team reporting directly to him, working 24/7 to get problems fixed—permanently. He also needs outside counsel, as he appears to be listening only to insiders who are defensive about criticism. He should add the world's top quality experts to his fix-it team and listen carefully to their advice.
3: Dig deep for the root cause. When Toyota's problems first surfaced, the company blamed a symptom—loose floor mats—and exonerated the accelerators. Instead, management should have required its best engineers to get to the root cause of this problem and every other quality problem being reported. This is basic engineering and quality discipline.
4: Get ready for the long haul. These problems won't just fade away. In fact, they are likely to get worse before getting better. Just as the seeds were sown over the past ten years by placing growth ahead of customer concerns and quality, digging deep into problems will likely uncover more quality concerns that will take years to resolve. Toyota must invest heavily in corrective actions while its sales shrink and profits implode, requiring major cash resources until its reputation can be restored.
5: Never waste a good crisis. For all the pain Toyota is experiencing, this crisis provides a unique opportunity to make fundamental changes required to restore Toyota quality. The crisis is melting away the denial and resistance that existed in recent years. Employees are ready for new direction, and they are willing to make radical changes to renew the company. With Toyoda's leadership, Toyota automobiles can be restored to the world's highest quality.
6: You're in the spotlight: follow True North. In a crisis, people insist on hearing from the leader. Akio Toyoda can't send out public relations specialists or his American executives to explain what happened. Having lost sight of his company's True North—its values and principles—Toyoda must come out of hiding, take personal responsibility, and subject himself to intense questioning by regulators and the media. Then he should make a personal commitment to every Toyota customer to repair the damage, including buying back defective cars.
7: Go on offense; focus on winning now. Coming out of this crisis, the market will never look the same. GM and Ford are rapidly regaining market share, while the confidence of Toyota's loyal customers is badly shaken. Toyota cannot wait until all its quality problems are resolved. It must play defense and offense simultaneously. To win, Toyota has to offer advanced features and superior quality, better value for consumers, greater safety, and improved fuel efficiency.
This is a challenging menu, and this crisis is the true test of Akio Toyoda's leadership. Is Toyota up to these challenges? I believe this is a great company that will resurrect its reputation and restore its leadership.
http://www.billgeorge.org/blog/category/7%20Lessons
Five Resolutions for Aspiring Leaders
Five Resolutions for Aspiring Leaders
Posted Dec 31, 2011 by Bill George & John Coleman | 0 Comments | Filed in: Leadership
Originially Posted on 0 Comments
December 30, 2011
As the New Year approaches, people will be making resolutions to eat better, exercise more, get that promotion at work, or spend more time with their families. While these are worthwhile goals, we have a more important challenge for young people: Think seriously about your development as a leader.
These are tough times. Many leaders of the baby boomer generation have failed in their responsibilities by placing their self-interest ahead of their organizations. In so doing, they have failed to serve society's best interests. As a result, more young leaders from Gen X and the Millennials are being asked to take on major leadership responsibilities. To be prepared for the challenges you will face, we propose the following resolutions this New Year's:
Find a trustworthy mentor: Mentorship is a critical component of your development as a leader. A 2004 study showed that young leaders with mentors were more likely succeed professionally and experience career satisfaction. The essence of effective mentoring is developing a trusting relationship between the mentor and mentee. Identify someone with whom you have a genuine chemistry and who is committed to your development. Although many mentees do not realize it, a sound relationship is a two-way street that benefits both parties — not just the mentee. We suggest looking for mentors whom you admire for their values and character more than their success.
Form a leadership development group: Most of us have little time to reflect on the values and characteristics we want to define us as leaders, the difficulties we're facing, or the long-term impact we hope to have. Forming a leadership development group can give you the space you need to think deeply about these subjects. Leadership development groups are groups of six to eight people who meet to share their personal challenges and discuss the most important questions in their lives. Find people you can trust, and make a commitment to be one another's confidential counselors. Meet regularly, and share openly your life stories, crucibles, passions and fears, while offering each other honest feedback.
Volunteer in a civic or service organization: Have you served your community this year? In the Facebook era it's easy to lose touch with our real-world neighbors. Long hours often cause us to avoid volunteer opportunities. Participating in local organizations — from religious organizations to civic groups — can give you early leadership experiences, provide real connection to your neighbors, and offer opportunities to serve others. It adds a dimension to your life that work can't, and helps you develop and solidify your character while giving back to the community. You will find your time serving a community organization is highly rewarding while broadening your outlook on people and life.
Work in or travel to one new country: "The world is flat," as Tom Friedman puts it, so it has never been more important to get global experience. In the future cultural sensitivity will be a more important characteristic for leaders than pure intellectual ability. John's survey of more than 500 top MBAs found that on average they had worked in four countries prior to entering graduate school and expect to work in five more in the next ten years. Having a global mindset and the ability to collaborate effectively across cultures are essential qualities for aspiring leaders of global organizations.
Finally, ask more questions than you answer: With the high velocity of change in the world, it is impossible to have answers to all the important questions. Much more important is a deep curiosity about the world and the ability to frame the right questions in profound ways. The world's toughest problems cannot be solved by you or any one organization. Your role will be to bring the right people together to address the challenging issues you raise. Our research demonstrates that the biggest mistakes result from decisions made by people without deep consideration of thoughtful questions.
Young leaders will soon be asked to take on major leadership responsibilities in their organizations and their communities. We believe it is essential that they take steps like these in order to be prepared for the difficult leadership challenges they will face. There's no better time to get started than the coming year.
http://www.billgeorge.org/page/five-resolutions-for-aspiring-leaders
Posted Dec 31, 2011 by Bill George & John Coleman | 0 Comments | Filed in: Leadership
Originially Posted on 0 Comments
December 30, 2011
As the New Year approaches, people will be making resolutions to eat better, exercise more, get that promotion at work, or spend more time with their families. While these are worthwhile goals, we have a more important challenge for young people: Think seriously about your development as a leader.
These are tough times. Many leaders of the baby boomer generation have failed in their responsibilities by placing their self-interest ahead of their organizations. In so doing, they have failed to serve society's best interests. As a result, more young leaders from Gen X and the Millennials are being asked to take on major leadership responsibilities. To be prepared for the challenges you will face, we propose the following resolutions this New Year's:
Find a trustworthy mentor: Mentorship is a critical component of your development as a leader. A 2004 study showed that young leaders with mentors were more likely succeed professionally and experience career satisfaction. The essence of effective mentoring is developing a trusting relationship between the mentor and mentee. Identify someone with whom you have a genuine chemistry and who is committed to your development. Although many mentees do not realize it, a sound relationship is a two-way street that benefits both parties — not just the mentee. We suggest looking for mentors whom you admire for their values and character more than their success.
Form a leadership development group: Most of us have little time to reflect on the values and characteristics we want to define us as leaders, the difficulties we're facing, or the long-term impact we hope to have. Forming a leadership development group can give you the space you need to think deeply about these subjects. Leadership development groups are groups of six to eight people who meet to share their personal challenges and discuss the most important questions in their lives. Find people you can trust, and make a commitment to be one another's confidential counselors. Meet regularly, and share openly your life stories, crucibles, passions and fears, while offering each other honest feedback.
Volunteer in a civic or service organization: Have you served your community this year? In the Facebook era it's easy to lose touch with our real-world neighbors. Long hours often cause us to avoid volunteer opportunities. Participating in local organizations — from religious organizations to civic groups — can give you early leadership experiences, provide real connection to your neighbors, and offer opportunities to serve others. It adds a dimension to your life that work can't, and helps you develop and solidify your character while giving back to the community. You will find your time serving a community organization is highly rewarding while broadening your outlook on people and life.
Work in or travel to one new country: "The world is flat," as Tom Friedman puts it, so it has never been more important to get global experience. In the future cultural sensitivity will be a more important characteristic for leaders than pure intellectual ability. John's survey of more than 500 top MBAs found that on average they had worked in four countries prior to entering graduate school and expect to work in five more in the next ten years. Having a global mindset and the ability to collaborate effectively across cultures are essential qualities for aspiring leaders of global organizations.
Finally, ask more questions than you answer: With the high velocity of change in the world, it is impossible to have answers to all the important questions. Much more important is a deep curiosity about the world and the ability to frame the right questions in profound ways. The world's toughest problems cannot be solved by you or any one organization. Your role will be to bring the right people together to address the challenging issues you raise. Our research demonstrates that the biggest mistakes result from decisions made by people without deep consideration of thoughtful questions.
Young leaders will soon be asked to take on major leadership responsibilities in their organizations and their communities. We believe it is essential that they take steps like these in order to be prepared for the difficult leadership challenges they will face. There's no better time to get started than the coming year.
http://www.billgeorge.org/page/five-resolutions-for-aspiring-leaders
Monday, January 2, 2012
The Seven Learnable Traits Of The Fantastically Wealthy
Written by Jonny August 12th, 2010
The wealthy all have some defining characteristics that have been responsible for their wealth. These are learnable.
Why Read (1000 Words)
The wealthy all have some defining characteristics that have been responsible for their wealth. These are learnable.
The Money Non Secret
I don’t think it is a secret that most people would like to own a lot of money. Most people would like to be rich, have lots of mulah, coinage or dough. However, there is a difference between being rich and being wealthy. The wealthy are indeed rich, but the rich are not always wealthy. Cryptic I know, but stick with me a few more sentences.
You can win the lottery, become famous or earn a huge paycheck and become rich, but not necessarily wealthy. Millions can easily disappear within a few years which is why most lottery winners return to their previous level of wealth within 5 years of winning and American football stars are, on average, bankrupt within 4 years of giving up the game . Britney Spears career anyone?
Having money is not the same as being wealthy, being wealthy is about being able to create money and look after money for many generations. You can be lucky and get rich, but it is unlikely, far better to learn how to become wealthy and ensure you become rich and that those riches will last. Here’s some traits of the wealthy to get you started.
Who You Need To Be
The Wealthy Are All The Same, The Poor Are All The Same
There is a mold for wealthy and successful people, a predisposition some would say. Wealthy and successful people are different from poor people. They think differently and they act differently. Many of us do not share the mold of the wealthy but it is one you will have to squeeze yourself into as money does not hang around the out of shape. The 7 essential attributes that all wealthy individuals, generally agreed by most that have studied the lives of the wealthy extensively, share are listed below.
The 7 Traits
Low Emotion: When it comes to money and wealth, emotions are going to get you into trouble. The wealthy understand this and learn to control their emotions and think logically when it comes to financial decisions. High emotions tend to lower your financial intelligence and it is your financial intelligence that ultimately makes you wealthy.
Immense Boldness – We all have self doubt from time to time. The difference between the wealthy and the poor is that the wealthy face it head on and conquer their fears, the poor run and hide from them. Boldness is not about having no fear, it is about what you do with that fear. Do you let it cloud your judgement and shy away from profitable decisions or do you use it to help clarify and take decisive action when a deal presents itself.
Great Salesmen – Sales and salesmen have negative connotations to most people but this is the very reason many talented and intelligent people do not see the recognition or success they deserve. Most people are just one skill away from wealth – sales. Wealthy people are great salespeople. No one becomes wealthy on their own, and so it is critical to sell your ideas well, whether this is for a company, a product or an investment.
Great Leaders – Great leaders are great inspirers and managers of people. Without exception, almost all wealthy individuals are great leaders of people – of their staff, of the people they work with, of the teams they create. If leading people fills you with fear then you need to find a way to control that fear. No-one creates great wealth alone and no one is going to follow you in your path to riches if you cannot lead them well.
Excellent Communicators – It is communications skills such as writing, speaking and negotiating that are crucial to a life of success. You can have the greatest ideas and the best laid plans but unless you can communicate them well to others and create and inspire teams to help you achieve your goals then you might as well be pushing against a brick wall. The wealthy are great people persons, that is one of the secrets to their success.
Failure Connoisseurs – No one likes to fail, not the poor and definitely not the wealthy. There are two ways you can react to failure, it can defeat you or it can help you to grow. Failure falls on both the wealthy and the poor but the fundamental difference is that it helps the wealthy to grow whereas it defeats the poor. If you wish to become wealthy then failure is part and parcel of the game. There is no wealthy person in history who has not failed and not lost money, it is part of the process. Failing is not the issue, not learning from failure is a problem.
Responsibility Takers – With great wealth comes great responsibility. The life of the wealthy is not all fun and games, they are responsible for many organisations, investments and most importantly people. The wealthy know that when the chips are down then it falls on their heads, they are there for everything, not just the successes. The wealthy don’t make excuses, try to shirk the blame or overlook their failings. They take responsibility for their actions and decisions, whether they turned out well or not. Taking responsibility and being a person of integrity is vital in becoming the person you need to be in order to be a good steward of money.
To Sum Up
If you currently can’t see yourself as one of these people that share these characteristics then some serious personal work needs to be done. These are the skills one needs to develop in order to become wealthy. It takes time, but the payoff is worth it.
Key Notes
The 7 Key Characteristics of the wealthy are that they Have Low Emotion, Have Immense Boldness, Are Great Salesmen, Are Great Leaders, Have Excellent Communicators, Are Failure Connoisseurs and Take Responsibility
Here’s to your foundation of wealth.
Choose: Master Of Money Or Slave To It
If you want to start on the road t
o being fantastically wealthy then look out for my new ebook. It launches shortly so here is a sneak preview on the goodiness you can expect. Click on the image for a larger view.
Help Me Out
I give all this advice out for free and so if you like what I write and it help you, please help me out by letting others know. On this site, it has been scientifically proven that by doing so you will become instantly twice as attractive to the opposite sex. Can’t argue with science.
http://thelifething.com/how-to-be-rich/the-seven-learnable-traits-of-the-fantastically-wealthy/
The Bamboo Oracle —-Chao-Hsiu Chen
The Bamboo Oracle —-Chao-Hsiu Chen
leave a comment »
Sebutlah sifat bambu yang tidak memiliki bunga dan buah.
Tidak sama dengan pohon lainnya yang senantiasa sombong dengan bunga dan buahnya,
bambu tetap berdiri tegak tanpa sumber kesombongan terakhir.
Disamping berakar kuat ke dalam, bambu juga senantiasa hidup dalam keheningan dan kerendahhatian.
Lihatlah ketika angin bertiup, ia hanya bergesek-gesek kecil dengan sahabatnya dan kemudian menimbulkan suara desis yang hening.
Ketika angin lembut datang, ia berdesis hening,
ketika angin ribut datang ia juga berdesis hening.
Mirip dengan bambu yang kuat dan kokoh karena berakar ke dalam,
demikian juga kehidupan banyak orang yang berakar ke dalam.
Tidak ada satupun kekuatan dari luar yang bisa merobohkannya.
Berbeda dengan orang yang berakar keluar,
orang-orang yang didikte kesombongan dan kecongkakan,
amat dan sangat tergantung pada komentar,pendapat, pujian dan makian orang lain.
Ketika dipuji bersinar cerah , tatkala dikritisi gelap gulita mood – nya …
http://rezapuradiredja.wordpress.com/2009/12/24/the-bamboo-oracle-chao-hsiu-chen/
leave a comment »
Sebutlah sifat bambu yang tidak memiliki bunga dan buah.
Tidak sama dengan pohon lainnya yang senantiasa sombong dengan bunga dan buahnya,
bambu tetap berdiri tegak tanpa sumber kesombongan terakhir.
Disamping berakar kuat ke dalam, bambu juga senantiasa hidup dalam keheningan dan kerendahhatian.
Lihatlah ketika angin bertiup, ia hanya bergesek-gesek kecil dengan sahabatnya dan kemudian menimbulkan suara desis yang hening.
Ketika angin lembut datang, ia berdesis hening,
ketika angin ribut datang ia juga berdesis hening.
Mirip dengan bambu yang kuat dan kokoh karena berakar ke dalam,
demikian juga kehidupan banyak orang yang berakar ke dalam.
Tidak ada satupun kekuatan dari luar yang bisa merobohkannya.
Berbeda dengan orang yang berakar keluar,
orang-orang yang didikte kesombongan dan kecongkakan,
amat dan sangat tergantung pada komentar,pendapat, pujian dan makian orang lain.
Ketika dipuji bersinar cerah , tatkala dikritisi gelap gulita mood – nya …
http://rezapuradiredja.wordpress.com/2009/12/24/the-bamboo-oracle-chao-hsiu-chen/
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