Quotex

More than anything else, what differentiates people who live up to their potential from those who don't is their willingness to look at themselves and others objectively and understand the root causes standing in their way.

Rules are the children of principles.

No rules are unbreakable. There will always be exceptions, there will always be a situation which requires a rule to be bent, there will always be anomalies. Whenever someone says always do x, apply some critical thinking to work out the principles behind that rule, and take and break the bits you need to.

Results are final. If you want to control output, focus on process inputs and activities that influence the results.

Solutions don't come from high technology, they come from people.

A mindset is a reflection of the ideas and attitudes with which a person approaches a situation, whereas behavior shapes how a person acts in response to a particular stimulus.

If we want an organization to behave in a certain way, we must understand what drives behavior and make this the starting point for change. A framework for sustainable improvement emanates from a series of guiding principles recognized and embraced by the organization to facilitate a common mindset and culture.

Every part of the business must start practicing and exhibiting principle-based behaviors, in every decision made and action taken, in order to establish and reinforce desired behaviors that eventually become unconscious routines embedded in the psyche and displayed in the intent of every employee.

Principles construct the only foundation upon which a culture can be built, if it is to be sustained over the long term.

A paradigm shift is a fundamental change in one's approach or underlying assumptions. This change in approach or altering of assumptions requires an organization to reflect upon their current reality and consider realigning their operational practices with one or more of the foregoing statements, if they are accepted as valid truths.

Whether we acknowledge them or not, the principles of operational excellence always govern the consequence of our leadership and management behaviors.

The cultural enablers category, the foundation of the Shingo model, includes 'Lead with Humility' and 'Respect Every Individual'. For most people, it's not hard to accept these two principles as fundamental truths since many of us recognize and understand their meaning and value as individuals and within organizations. Yet, understanding versus living these principles becomes one of the many challenges individuals and organizations face on the continuous improvement journey. Cultural enablers puts a focus on people. Let's explore the two guiding principles under this category.

For an organization to be competitive, the full potential of every single individual must be realized. People are the only organizational asset that has an infinite capacity to appreciate in value. The challenges of competing in global markets are so great that success can only be achieved when every person at every level of the organization is able to continuously innovate and improve.

Thought patterns and behavior patterns have a symbiotic relationships. Your thought patterns are always sub-communicated by your behaviors, even in the most subtle ways. Whether you feel weak or strong, your behaviors will flow naturally from that state.

If the issue doesn't exist to you, it won't exist to other people (e.g. the idea of being bald, skinny, fat, low-income, etc)

The general rule of thumb is that whatever is done from a position of emotional neediness will appear uncool. And likewise, a behavior that is typically needy can be cool, as long as it is done from a position of power. The sub-communication behind behaviors has more to do with the emotions that are behind them than the behavior itself.

Truth-or, more precisely, an accurate understanding of reality-is the essential foundation for any good outcome.

Everything passes, but nothing entirely goes away.

A ship doesn't sail on yesterday's wind.

If you take away a mother or a father, you cause suffering and despair. But one time in ten, out of that despair rises an indomitable force