Interesting ...
Last week, I sent out press releases announcing HEALING KATRINA as well as emails. I sent an email directly to the marketing branch of the American Red Cross (ARC).
This week, I received a call from the ARC marketing department. The person graciously informed me that there were forms to be signed in order to enter into a formal cause-related marketing relationship with the ARC.
Whew! Imagine how many websites linked to the ARC after 9/11 as well as after Hurricane Katrina! Even though time-consuming, creating these formal relationships is probably a wise thing to do so that people don't take advantage of the situation. The ARC certainly has its work cut out for it, though.
I'll be curious to see how this develops.
BOTTOM LINE: Great Leaders make sure the "t's" are crossed and the "i's" are dotted.
tags:
Red Cross
Healing Katrina
Cause-related Marketing
Wednesday, September 13, 2006
Monday, September 04, 2006
Healing Katrina: Free Download!
If you've ever wondered what it would be like to volunteer for the Red Cross after a major disaster like Hurricane Katrina, now is your chance to find out!
In honor of the one-year anniversary of Hurricane Katrina you can -- for a limited time -- download a FREE e-book version of my new book:
Healing Katrina:
The Red Cross, Southern Mississippi, & Me
Healing Katrina describes the two weeks that I spent in southern Mississippi supporting both the disaster relief workers as well as those who lived through Hurricanes Katrina and Rita.
Download your free e-book today. The catch? In exchange for the free e-book, I'm simply asking that you consider making a small donation to the Red Cross.
To download your free e-book, visit:
http://www.asogomi.com
thanks!
Tim
BOTTOM LINE: Great Leaders Take Risks to Help Others
tags:
Hurricane Katrina
Red Cross
Mississippi
In honor of the one-year anniversary of Hurricane Katrina you can -- for a limited time -- download a FREE e-book version of my new book:
Healing Katrina:
The Red Cross, Southern Mississippi, & Me
Healing Katrina describes the two weeks that I spent in southern Mississippi supporting both the disaster relief workers as well as those who lived through Hurricanes Katrina and Rita.
Download your free e-book today. The catch? In exchange for the free e-book, I'm simply asking that you consider making a small donation to the Red Cross.
To download your free e-book, visit:
http://www.asogomi.com
thanks!
Tim
BOTTOM LINE: Great Leaders Take Risks to Help Others
tags:
Hurricane Katrina
Red Cross
Mississippi
The Loss of an Environmental Leader ...
Crickey!
Steve Irwin, Australia's acclaimed "Crocodile Hunter" is dead at age 44.
Killed in a freak accident with a stingray, Irwin's death was announced in the media today.
While is would be easy to dismiss Irwin as a wacky fame-seeker, such a dismissal would be far from accurate. In reality, Irwin had many of the qualities of a strong leader:
1. He was passionate about what he did.
2. He was well educated, training groups of people from children to military special forces.
3. He used the media wisely, for purposes that helped the planet.
While you or I may soon be forgotten, there is an entire future generation of leaders who were exposed to Irwin's infectious excitement and passion for learning.
Our prayers go out to Steve's wife Terri and his young children Bindi Sue and Bob.
Steve Irwin -- a great environmental leader who will be sorely missed.
BOTTOM LINE: Great leadders are passionate about their work
tags:
Steve Irwin
crocodile hunter
crickey!
Steve Irwin, Australia's acclaimed "Crocodile Hunter" is dead at age 44.
Killed in a freak accident with a stingray, Irwin's death was announced in the media today.
While is would be easy to dismiss Irwin as a wacky fame-seeker, such a dismissal would be far from accurate. In reality, Irwin had many of the qualities of a strong leader:
1. He was passionate about what he did.
2. He was well educated, training groups of people from children to military special forces.
3. He used the media wisely, for purposes that helped the planet.
While you or I may soon be forgotten, there is an entire future generation of leaders who were exposed to Irwin's infectious excitement and passion for learning.
Our prayers go out to Steve's wife Terri and his young children Bindi Sue and Bob.
Steve Irwin -- a great environmental leader who will be sorely missed.
BOTTOM LINE: Great leadders are passionate about their work
tags:
Steve Irwin
crocodile hunter
crickey!
Saturday, September 02, 2006
Do You Know What a "Blook" Is?!?
A blook is a book that is based on a cyberspace entity-- a blog or a website or a webcomic. Blooks didn't even exist a few years ago, and now an independent web publisher, Lulu, has even instituted "The Blooker Award" for such creations. In a short while, blooks should present a formidable challenge to the established publishers.
Why should leaders care?
The world is changing at the speed of light and new ideas, events and processes are being created rapidly as development cycles shrink.
As a leader you know where you competition is coming from? It may not be where you think it is.
BOTTOM LINE:
tags:
Lulu
blook
leadership
Why should leaders care?
The world is changing at the speed of light and new ideas, events and processes are being created rapidly as development cycles shrink.
As a leader you know where you competition is coming from? It may not be where you think it is.
BOTTOM LINE:
tags:
Lulu
blook
leadership
Friday, August 11, 2006
Hi all! I've been hard at work on several new books I have coming out in the near future (more on those in a bit). In the meantime, I wanted to share with you this wonderful review I recently received from Jimmy Ray Tyrrell for the Oregon Minority Business website:
Leading People the Black Belt Way
By Timothy H. Warneka
Book Review by Jimmy Ray Tyrrell
Timothy H. Warneka’s contribution to the management and leadership genre, Leading People the Black Belt Way, is a rare and fortunate exception to the cumbersome preponderance of material on the subject. While his credentials as a counselor and executive coach might lead one to expect yet more of the standard self-help fare we are accustomed to seeing in this field, Warneka brings an element to the table that is truly unique and exciting: a black belt in the Japanese martial art of Aikido.
Aikido translates roughly to “School of Loving Spirit” and founds its techniques upon the core principle of peacefully and cooperatively resolving conflict. Warneka’s thorough understanding of this principle through this art is masterfully expressed in his leadership strategy, which centers on understanding and respecting the integral role that emotions play in human relationships, both as possible sources of conflict, and keys to solutions.
Drawing extensively from a rich cross-section of authors on the subjects of leadership, psychology, military philosophy, and martial art practice, Warneka crystallizes from the collective works of these many disciplines a compact system that partakes of sound technique and time-tested theory, permeated by a modest dose of spirituality. All of this, of course, is backed by numerous references to current statistical research, demonstrating with hard numbers how neglect of an organization’s human element can compromise its bottom line.
Each section of Leading People the Black Belt Way is divided into belt ranks. Through this progression, the reader is familiarized with basic principles, practical application, and is finally urged to refine one’s practice until it becomes art.
At the White Belt level, harmony is introduced as a core leadership principle, as are the four leadership cornerstones which promote it: Embodied Leadership, “Both/and” Thinking, The Power of Process, and The Power of Learning through Mistakes.
Once familiar with these concepts, the reader is encouraged to take a rudimentary exploration of the relationship between mind and body at the Yellow Belt level, and challenged to discover the ways that emotions influence that relationship, and to benefit from them.
Once grounded in the stance that proceeds from this knowledge, practical application begins at the Brown Belt level. At this level, the reader is instructed in the development of balance and flexibility as a means of increasing (“Doubling”) leadership power, enabling them to lead through conflict.
At the Black Belt Level, Warneka stresses the importance of maintaining an individual, situational, and perennially experimental approach. It is at this level where constant practice of one’s knowledge is required, in order to achieve mastery. Once this synthesis occurs, practice becomes everyday behavior, applicable and appropriate to any situation.
The book itself is delightfully rendered, and each chapter is simultaneously informative, intriguing, and inspiring. As a result, it is a relatively quick read. However, the compact efficiency of the presentation belies the depth of the information provided. Each chapter by itself is a complete segment of a whole system. However, the closing pages of each present opportunity for expansion in the form of further readings by the authors cited in the content, and Embodied Learning Experiments which invite and challenge the reader, through practice, to bring their knowledge of the material into their actual lives.
The only disclaimer I would attach to Leading People the Black Belt Way is that it is not for the lazy, nor for those who are looking for quick fixes to isolated problems. Warneka’s leadership strategy is designed to encompass the entire human element of an organization, and consequently makes a stringent demand for participation and practice. In the course of working through this book and performing the experiments, one is likely to encounter difficult and possibly uncomfortable aspects of themselves. However, to that possibility, I personally would encourage the prospective reader to be brave and take the risk, as the potential rewards are definitely worth it.
Who knows, it may even inspire you to take up Aikido.
BOTTOM LINE: Great leaders read great books!
tags:
Aikido
Warneka
Oregon Minority Business
Leading People the Black Belt Way
By Timothy H. Warneka
Book Review by Jimmy Ray Tyrrell
Timothy H. Warneka’s contribution to the management and leadership genre, Leading People the Black Belt Way, is a rare and fortunate exception to the cumbersome preponderance of material on the subject. While his credentials as a counselor and executive coach might lead one to expect yet more of the standard self-help fare we are accustomed to seeing in this field, Warneka brings an element to the table that is truly unique and exciting: a black belt in the Japanese martial art of Aikido.
Aikido translates roughly to “School of Loving Spirit” and founds its techniques upon the core principle of peacefully and cooperatively resolving conflict. Warneka’s thorough understanding of this principle through this art is masterfully expressed in his leadership strategy, which centers on understanding and respecting the integral role that emotions play in human relationships, both as possible sources of conflict, and keys to solutions.
Drawing extensively from a rich cross-section of authors on the subjects of leadership, psychology, military philosophy, and martial art practice, Warneka crystallizes from the collective works of these many disciplines a compact system that partakes of sound technique and time-tested theory, permeated by a modest dose of spirituality. All of this, of course, is backed by numerous references to current statistical research, demonstrating with hard numbers how neglect of an organization’s human element can compromise its bottom line.
Each section of Leading People the Black Belt Way is divided into belt ranks. Through this progression, the reader is familiarized with basic principles, practical application, and is finally urged to refine one’s practice until it becomes art.
At the White Belt level, harmony is introduced as a core leadership principle, as are the four leadership cornerstones which promote it: Embodied Leadership, “Both/and” Thinking, The Power of Process, and The Power of Learning through Mistakes.
Once familiar with these concepts, the reader is encouraged to take a rudimentary exploration of the relationship between mind and body at the Yellow Belt level, and challenged to discover the ways that emotions influence that relationship, and to benefit from them.
Once grounded in the stance that proceeds from this knowledge, practical application begins at the Brown Belt level. At this level, the reader is instructed in the development of balance and flexibility as a means of increasing (“Doubling”) leadership power, enabling them to lead through conflict.
At the Black Belt Level, Warneka stresses the importance of maintaining an individual, situational, and perennially experimental approach. It is at this level where constant practice of one’s knowledge is required, in order to achieve mastery. Once this synthesis occurs, practice becomes everyday behavior, applicable and appropriate to any situation.
The book itself is delightfully rendered, and each chapter is simultaneously informative, intriguing, and inspiring. As a result, it is a relatively quick read. However, the compact efficiency of the presentation belies the depth of the information provided. Each chapter by itself is a complete segment of a whole system. However, the closing pages of each present opportunity for expansion in the form of further readings by the authors cited in the content, and Embodied Learning Experiments which invite and challenge the reader, through practice, to bring their knowledge of the material into their actual lives.
The only disclaimer I would attach to Leading People the Black Belt Way is that it is not for the lazy, nor for those who are looking for quick fixes to isolated problems. Warneka’s leadership strategy is designed to encompass the entire human element of an organization, and consequently makes a stringent demand for participation and practice. In the course of working through this book and performing the experiments, one is likely to encounter difficult and possibly uncomfortable aspects of themselves. However, to that possibility, I personally would encourage the prospective reader to be brave and take the risk, as the potential rewards are definitely worth it.
Who knows, it may even inspire you to take up Aikido.
BOTTOM LINE: Great leaders read great books!
tags:
Aikido
Warneka
Oregon Minority Business
Tuesday, June 27, 2006
Harry Potter, Creativity & Surprises.....
The Associated Press (AP) today released information about the seventh and final Harry Potter book. Here's an interesting tidbit. The article reports the author, J.K. Rowling, as saying:
"The last book is not finished. But I'm well into it now. I wrote the final chapter in something like 1990, so I've known exactly how the series is going to end," she said."
the author also said,
"In her Monday interview on the "Richard and Judy" show, Rowling said people are sometimes shocked to hear that she wrote the end of book seven before she had a publisher for the first book in the series.
"The final chapter is hidden away, although it's now changed very slightly. One character got a reprieve. But I have to say two die that I didn't intend to die," she said. "A price has to be paid. We are dealing with pure evil here. They don't target extras do they? They go for the main characters. Well, I do."
Shocked?
Those folks must not be very creative.
People who work with creativity understand that creativity can express itself in ways that might seem bizarre or unorthodox in everyday life (such as writing the last chapter of book seven before the first book is even sold).
Creativity marches to the beat of a different drummer (and that drummer is not always tame!).
BOTTOM LINE:Strong leaders support unorthodox creativity--the fast track to success.
tags:
Harry Potter
J.K. Rowling
creativity
"The last book is not finished. But I'm well into it now. I wrote the final chapter in something like 1990, so I've known exactly how the series is going to end," she said."
the author also said,
"In her Monday interview on the "Richard and Judy" show, Rowling said people are sometimes shocked to hear that she wrote the end of book seven before she had a publisher for the first book in the series.
"The final chapter is hidden away, although it's now changed very slightly. One character got a reprieve. But I have to say two die that I didn't intend to die," she said. "A price has to be paid. We are dealing with pure evil here. They don't target extras do they? They go for the main characters. Well, I do."
Shocked?
Those folks must not be very creative.
People who work with creativity understand that creativity can express itself in ways that might seem bizarre or unorthodox in everyday life (such as writing the last chapter of book seven before the first book is even sold).
Creativity marches to the beat of a different drummer (and that drummer is not always tame!).
BOTTOM LINE:Strong leaders support unorthodox creativity--the fast track to success.
tags:
Harry Potter
J.K. Rowling
creativity
Monday, June 26, 2006
Wanna Sweeten Your Business? Do like Hershey's does.....
Took my family on vacation last week. One of our stops was Hershey Amusement Park near Hershey PA. I'm not a big rollercoaster fan myself, but my wife and kids love 'em, so off we went.
Hershey is doing a very clever thing for business.
The park offers a "preview" - anyone who purchases a full-fare ticket for entrance the next day can come to the park for 2.5 hours the night before.
A VERY sweet idea! Why?
Because....
1. CUSTOMER SATISFACTION. Customers feel like they get more bang for the buck....and it costs Hershey's nothing (zero, zip, nada) to provide this extra perk (they're paying the staff already....)
2. IMPROVES THE BOTTOM LINE. A small (but probably significant) number of customers pay the whole ticket price but do not return the next day. Other customers might cut their second day shorter. Either way, Hershey wins because they are either: (1) increasing profits; or (2) decreasing the # of people in the park (which increases the customer satisfaction of people who DO stay at the park).
BOTTOM LINE: THINK LIKE HERSHEY: What can you provide your customers with that will be experienced as a value-added perk, while costing your company $0.0?
tags:
Hershey
chocolate
value-added
Hershey is doing a very clever thing for business.
The park offers a "preview" - anyone who purchases a full-fare ticket for entrance the next day can come to the park for 2.5 hours the night before.
A VERY sweet idea! Why?
Because....
1. CUSTOMER SATISFACTION. Customers feel like they get more bang for the buck....and it costs Hershey's nothing (zero, zip, nada) to provide this extra perk (they're paying the staff already....)
2. IMPROVES THE BOTTOM LINE. A small (but probably significant) number of customers pay the whole ticket price but do not return the next day. Other customers might cut their second day shorter. Either way, Hershey wins because they are either: (1) increasing profits; or (2) decreasing the # of people in the park (which increases the customer satisfaction of people who DO stay at the park).
BOTTOM LINE: THINK LIKE HERSHEY: What can you provide your customers with that will be experienced as a value-added perk, while costing your company $0.0?
tags:
Hershey
chocolate
value-added
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