A  DOZEN LEADERSHIP PRACTICES TO TRANSFORM YOUR BUSINESS (AND YOUR LIFE) 

BIG IDEA ONE:
 
Brain research has discovered that the most effective way to communicate messages that will impart deep and lasting belief in an organization is through the power of stories. The secrets of winning the game of belief  in this book will be shared through the power of the stories that begin each chapter. If you want to communicate effectively with your organization, begin with a story and not a flowchart.

BIG IDEA TWO:
 
Organizations that win all the time foster in their members an unshakeable belief that they will triumph in the end. They win the game of belief. This belief is tested on a daily basis and the role of a leader is to arm his members with the belief that they can overcome any obstacle or challenge that they face in their pursuit of excellence. Successful businesses are driven by the same belief that drives successful athletic teams.

BIG IDEA THREE:
 
Teams that win all the time possess a stronger belief that they will win than the teams that they face.  In the end, it is this belief that leads to success.  In business competition, the team with the stronger belief also triumphs in competition in the same way that a team in athletics does.  The role of a leader is to nurture and strengthen that belief.

BIG IDEA FOUR:
 
Truly successful leaders find opportunity in the obstacles that they face.  In fact, the key to maintaining belief is the ability to view setbacks as an opportunity for growth and to embrace the virtues that emerge as a result of the setback. 

IDEA FIVE:
 
Winning leaders need to select individuals for their organizations on more than natural talent.  Successful organizations need to measure the personality traits of the individual and gauge belief, effort and will in the individual, if they want to build championship organizations. These positive psychology tests are on the website and can be used to analyze your work force.

BIG IDEA SIX:
 
What all great leaders define for their organizations are a set of clearly articulated core values that drive every decision and action of the organization. These core values are often borne of previous failures and setbacks by the leader. These struggles are built on life lessons that make the core values more than words on paper.

BIG IDEA SEVEN:
 
Gritty cultures share core values that nurture grit.  These cultures are defined by a shared belief and effort on the part of the individuals that make up the culture, a focus on product over process orientation, and an identity with the culture making team goals more important than individual goals. This formula results in cultural grit that defines a team. This cultural grit has the power to shape every individual on the team.

BIG IDEA EIGHT:
 
Cultures of belief are built on the work ethic of the coach, which results in a mutual work ethic by each player.  These cultures are transformative for their members, who are actualized as players and as people as a result of being part of the culture.

BIG IDEA NINE:
 
The focus on winning teams is always on process, seeking to perfect that process rather than the short-term results and products of that process.

BIG IDEA TEN:
 
When organizations are truly successful in creating a culture of belief, participants in that culture enjoy a relationship with the organization creates their purpose and identity in life and a goal motivation that moves team goals in front of personal goals.

BIG IDEA ELEVEN:
 
For organizations to be truly successful, leaders must, not only create and communicate core values, but they must maintain those values when those values are challenged.  Those values must become the deciding instrument in every decision that the organization makes and in every direction that the organization undertakes.

BIG IDEA TWELVE:
 
Leaders need to focus on and develop the methods that they will use to build belief in their employees as much as they concentrate on the data analysis and product development.  The belief that there are no limits to performance goals cannot achieved without an explicit design by the leader.