Floral July 2020 Calendar: -Today, in business, we have too much talk. We have too many conferences. When companies grew large, many of them set up little parliaments. The responsibilities became so large that the men at the top pooled them. Especially in America, the conference idea was carried too far. The result was more talk and less action. It has been found that while an occasional conference is valuable to promote team play, it is best to allow an executive to make his own decisions and judge him by results. Invariably, when a company is run by conferences and committees, it is slowed down and fails to develop strong executives. The scientific method is first to gather as many facts as possible and then to make experiments. In order to find a new fact, a scientist will make hundreds of experiments. We in the business world have never been as persistent as this. Perhaps, the reason is that we have never been as keen as scientists are to find new facts. In general, there are six kinds of men who fail because they are not action-minded. They are as follows: The apathetic man. He is the man whose brain has fallen into a state of torpor. He is inert. The light has died out of his eyes. He is the man who replies to every helpful suggestion—“What’s the use?” He is really only semiconscious. Only the automatic part of his brain is active. There are millions of such men.
Floral July 2020 Calendar
The timid man. He may be very intelligent. His brain may be active. He may have acquired much useful
knowledge. But his mind is full of fears. He shrinks from responsibilities. He is afraid of blame and failure. He avoids
risks. This world is too rough for him. Just for lack of a bit of courage, he settles down for life in the rank and file,
although his abilities, perhaps, would entitle him to a position of leadership. He dare not pay the price of success. The weak-engined man. He may or may not be timid. But he lacks perseverance and stamina. He is like a motor car that can run on a level road but cannot climb a hill. He may dash at an experiment, but when it fails, he tries no more. He is deficient in will-power. He can do only easy jobs. He may make a small success, but not a large one.
The complacent man. He is the man who stops learning. He loses the desire to move forward because he has
the delusion that he has arrived. Apparently, he knows all that he wants to know. His period of growth is ended. He
thinks he has made his brain. Sometimes, this apathy of complacency seizes on a man after he has become successful, and sometimes it seizes on him when he has made no success at all. It is a dangerous brain disease—complacency. The non-executive man. He is the man who can act himself, but who cannot organize action. He is the man who is essentially a worker. He can put small plans into action, but not large plans. Sometimes he builds up a fairly large business, but it remains a one-man business. He does test his ideas by action, but he could accomplish much more if he would allow others to co-operate with him. Always, he takes too much on his own shoulders and consequently sets a limit to what he can accomplish. The academic man. He is the professor or theorist or man of leisure who has had no experience in the practical affairs of life. He has book knowledge only, and the books that he reads were written by other academic men. He lives in a world of words and phrases. He has never dealt with real things. He seldom knows the difference between an opinion and a fact.
An academic man is always theoretical, dogmatic, and irresponsible. He has never been an executive. He is quite
unfit to be one. He knows nothing of management or of the give-and-take of business life. If he is given power, he deals in general orders and admonitions. Almost every nation has paid a high price for the mistake of placing academic men in positions of authority. It is unquestionably true that our universities develop the academic type of mind, the type of mind that is futile and helpless in the handling of practical affairs. From the point of view of efficiency, knowledge is an only raw material that must be shaped by thought into action. An efficient man asks of almost every idea: “What will it do?” He believes that knowledge should; whenever possible, be followed by a process of thought and a decision.
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