[After the fall]

"Expect not to see the sun asame, expect never to be experienced asame amore, for after the fall,,,things no longer going to be the same anymore" [1]. The sunset to a being's life, a day to render reminiscence of heys. The affair is always the same given one's closeness or nearness to the departed. "All plans had, all bads did, all secrets kept, turning to ashes in fire of tears. Death an end to life and a meaning to continuity" [2]. Core to the state, being readiness by the chosen one to carry the vision forward.

The issue of succession isn't one of interest to many corners of some soles in lead. It takes a visionary to make that a big deal in their daily call of success planning. Living a life in lead yet vacuumed in succession a futilous peregrine in dynasty. Any founder wish for their success to be kept alive, and what better way to that than through good and informed planning around succession? You establish an entity with that in mind.

From the onset with your founding resolution, a clear guide ought to be sought on succession by the respective founder or founders, so it be one of the cornerstone priorities of the entity. The issue of leadership continuity should not form part of the founder's burial arrangements. If all things done properly during the leader's tenure, the successor will already be prepped for their role forward.

In conclusion: a will can always be disputed, so, do what is transparent, start with the founding resolution to highlight the impact and significance of a successful succession right from the start, and cement your choice and its alternate via verbs and nouns reduced to paper in the form of a company policy document. This posthumous assertion clause should be updated with each leader's tenure to provide a specific description of the candidate by name, together with their respective alternate.

Leaders who want smooth transition post their sunset do this, and those who have not, should take note of that. Hate not in fear of death for it's a bride to every family, and should prepare for its eventuality early on in our career morning. So, after the fall, things should not change, but be better with every successor...dp

[1&2] by KgeleLeso

©ddwebbtel publishing. 2023

[Don't take up every offer]

"Tell me a story not of your challenges but of a people's challenge and how to solve it through my gain, and I'll find a way to make it workable for both of us" [1], a serial investor will say. Naturally, an investor looks out for themselves first before they can set you up. And but then, question is: "does everyone need to be taught on how to respond to a presented opportunity?" [2] a subjective ask by any spirited level headed opportunity seeker. The two statements can per context mean anything, but in this context about offer.

Looking at life as a beggar differs wholly from looking at it as a chooser, and going both ways also with opportunity and offer. What the beggar wants out of either is plainly a chance at luck, while the chooser diligently scrutinize all angles of either or both based on criterion before they can commit thereto. It also pull the sentiment out the wisdom bag that sometimes it's just for show to take up every offer that gets availed to you for your gracing or featuring in it. You need to know which is an opportunity for you and which offer is for you, and which are not.

Many financial backers who took up any and everything that they got offered, at most ended up with no joy in some of their undertakings. An offer should be taken with a thought on what it brings as a difference to your value. It's dangerous to avail oneself for any and every first offer that comes. Take your time in bide, see if any other offer may be received. There's a lot to conclude on a person by merely in how they behave towards an opportunity to an offer. You may risk being seen as one who's desperate, or be seen as inexperienced, or greedy. Seeing that those were for the haves, what does it say about the not haves.

Just like with you on your relationship with money, the same can be said about an offer. Your reasoning with your truth is important to how you'll respond to an opportunity for an offer. Mind you, there's always a grey denominator, and here is your behaviour to the availed opportunity, it gives off your attitude in a whole lot of ways. It doesn't say pretend as that tires, and at the end true colours comes to the fore.

In conclusion: "be the element of certainty in an opportune encounter with an opportunity bringer" [3]. Everyone in a deal needs that. Good luck...dp

[1, 2 & 3] by KgeleLeso 

[Health is wealth]

Wealth creation is first on mind and health last on the list. Why's it like that? I can't say better about me, but looks like it's a norm for males to only be careful about their health after having gathered enough to take care of any life problem. With this happening, what could be the contributing factors thereto? And, being mindful that this affects all genders but just that more being the macho beings.

With the life of today riddled with many hoaxes like pandemics, load sheddings, water sheddings, coalitions, democracy, and the likes, you can't blame people for their priority patterns because the only surest thing for all this man-made crises is your certainty of their affordability as a party afflicted. The hard part of this day is not having any weight to your name, and that meaning money in your pocket. Tell me, who'll help you nowadays if you ain't got any for start?

Now, with that said, who in their rightful mind won't look first at making money for them to afford their health? It used to be that one should care for their health as it's your prime asset, but today it's not. The wisdom of this day has shifted, not by choice but by circumstances. Health is gold, yes, yet not when eventuality of its effect hits you. Health is gold for those in practice and for those who affords.

It should be noted that people, especially those who lead, don't neglect their own health unaware of future consequences, but truth is pressures on any leader are just too much to bear. Leaders are forced to care for others, in organizations comply, in all challenges be strong, and with everything that's happening in their lives show up no matter what, and without anyone caring about them. It's not to say it's unrewarding to be a leader, but rather highlighting the risk associated with leadership. Stress hits them harder, disappointment worries them more, and still expected by everyone depending on them to be tough.

In conclusion: to lead comes naturally to some whilst a burden to others, but trouble is the time spent on chasing money deteriorates your health in many ways unimaginable. Lack of sleep, diet compromise, countered depression, etc. are carcinogens and other diseases and health conditions creation factors that to leaders are a danger. So, as much as we invest in wealth creation, should as well invest in health. Reward your body for each milestone reached by investing on your health via a healthy lifestyle and a health insurance. Truth is, you cut make wealth with an unhealthy body, invest in its good shape...dp

[Are people thriving under your leadership?]

The aim is onerous, but the end goal a pin drop to a surface only emotions know from experience where to pick it up. How we know about leading will always be informed by where we saw it applied, and that a subjection to it.

Leadership starts within if you want to run anything with success if put in its fore. It is a must therefore for a leader to then know what those they lead wants out of their leadership style in line with the project objective or company culture and its set goals to achieve. A leader should out of that, coupled with what the outcomes desire, distinguish the type of people they're in lead of, say a team or a group. If a team, must then work to devise a unified approach to tackle obstacles, and a team specific game plan on how to best utilize the pooled skills in their possession to win against all odds.

To obtain a certain level of results from your team, there ought to be a clear plan around them that's tied to your game plan as well your plan around them for growing them individually. As team players, they each need special attention, so, you'll need to develop a method for every one of them that suits their different backgrounds. To unearth a potential of each, tailor a work plan to meet each's optimal performance to deliver a result that's favourable per your routed method for each phase of the project or entity's vision building. Leading from the back or from the front, a good leader always puts the team first before their set goals and themselves, they advance empathy, understanding and the spirit of commercialization through sense of immediacy, teamliness and holistic rewarding.

The team needs to also be reminded that a leader, same as them, is a different cut to paste into the fabric that makes them be as a collective; unified and productive for a common goal and cause. One other aspect of it all is to shape the affinity in cause for a whole different approach to the delivery thereof. As a collaborative effort, the team and the leader ought to gel in order to reach the desired outcomes on every franchised venture whether micro or macro, and within or outside of the workplace. And, mind you, it's a known fact that a team will always have deviants, as such, know how to spot and weed out rogue elements and, have a rebound strategy if there been significant dent to the set time frames. Proficiency is key in tackling such, wherefore, should be vigilant in navigating through.

The team needs to know and be assured of your compass to victory at all material times. Additionally to that, support them constructively. As a leader, you should be consistent in uniformity and parity with guidance, rules and regulations application, appraisals, opportunity availing, gender-based agenda, and being same to everyone yet guided by their dealt personalities on how you're to best attend to them individually. Smart delegation a touch of must so as to fit the prime heights your leadership is centered around. Leadership is an art, samely as working under guidance that's designed methodically to enable subordination. So, lay your game plan as a platform that'll ignite the team's instincts for fire starting in order to let them shine variably to your glow for a collective glory.

In conclusion: different as we are, we share the same vision that's shaped by the company culture, with winning at its core. For the purpose of gathering soles to form a collective, the primary objective is making a living per our prorated ranks and involvements, and for outcomes to be to best favour our desires, needing to deliver at optimum.

As a leader, it's then rested in you to see to it that the team is fueled to the brinks. To achieve such you should recurrently capacitate, navigate easier pathways to success, and offer all tools necessary for their enablement. But, above all, be an umbrella in rainy days for them as a team to individually thrive...dp

Co-author: Boitumelo Madisha 

[Watch your tonality]

As a succulent it suckles the best from one of mother nature's best creations, as an instrument commands through language, as a facial feature makes one lookable, and that's your mouth. Whatever your use of it, let it not be for the purpose of putting another down with its every deployment. This oratory organ is a leader in painting to the world the type of people we are uniquely, making it a blessing and a curse on the same front.

Your words mated to action, are a combo that may break or build another. It starts in how you view things and situations, and reflect your both character and its personality. It matters not from which side you take it, but the manner in which you utter your message is important at all times. With words spoken, there's a lot to take away and form a conclusion on, hence it's encouraged for anyone to pause in delay their say to another or others to formulate a better statement, to avoid hurting the nexts.

When you say things, it always sound like something else if you aren't careful of the tone of your projection. How you voice out and write to another depends on your tonality in how the message gets received. Try reading from others' responses to what you utter always to gauge how it affects them. Truth is, you may be offending people without even realizing it, and if you take your time in evaluating that in others, would make you a sensible speaker. I know, it may not be a wish for everyone, but of some to speak sensibly and at oftentimes politely.

We coexist, and talking to one another all the time, and being pleasant to the other's ear making it a necessity. Your way of command can build you a mass appeal if planning on being a public speaker. Whether formally or informally, anyone must learn to send a message in a manner that disturbs not peace of the recipient, be it directly or indirectly. Tone doesn't have to mean pitching only, but also the approach of command. There's nothing that blocks you from rebuking the other, but shouldn't be out of causing noise and using profanity, you need to respect not only your message recipient but also those around at the moment.

In conclusion: many times you fail to get what you're hoping for because of not the lack of knowledge or hard skill, but be of your struggle with soft skills, with tonality leading the mishappening. It's of utmost importance to invest in language proficiency to avoid hurting yourself as a result. Learn to sound appropriate and say things appropriately, for you to start realizing that which you wish for from what you uttered for. You can be and make it, if you watch your tonality...dp

[Serve per your mandate]

Not a single person who's a leader won't know about this, and also isn't affected by it. To lead is to follow, that's as simple and practical as that. Any leader has a set end goal that they're pursuing, and that on its own render them as followers of sort. What's ought to be clearly put on the lead table is the fact that a leader serves first before they be followed, and won't be any different with you, and if it is with you, to ask yourself why.

Leaders are chosen, and others are there by virtue of their status as incorporators and directors of entities they lead, whilst for many a case of being put in charge of the entities they're a part of. Being an incorporator doesn't automatically make you a shareholder, it ought to be stated expressively from the onset. There must be a first meeting whereof there'll be a draw up of a founding resolution stating in recordal the entity founders and base reasons therefor an entity establishment, its name definition, its corporate colours, its business model, capital sources, where to base it, etc. and in the follow up meeting draft a founding document in the form of articles of incorporation or memorandum of incorporation, to affirm establishment of the entity and its set mandate to its active bearers of note, who'll be tasked with carrying out that particular mandate through guide of that founding document and a policy handbook thenafter developed to house the entity's bylaws. But then again, it's stuff that some went never under during their entity start and streamlining, hence they've got not any policy to follow for guidelines per their mandates.

Then now, what's a mandate? A mandate is an itemized tabular authority given to a representative to act under a collective consent on behalf of either a natural or legal person; a command to timely report back on periodically on its outcomes. In this case, the mandating party are the founders, incorporators or shareholders on behalf of the founded entity, under a guild comprising a board of directors. A leader serves timorously of the binding ramifications attached thereto their set tenure, therefore the primary purpose of a mandate is to instruct the respective representative as a leader to run the entity diligently according to set codes of ethical practice and conduct, and make money that they'll individually split as dividend whilst ringfencing for entity growth campaigns.

A leader with no mandate set for them is there just for self-serving purposes. They need to have a plan and strategy for all of the departments and units of the entity, and where possible, delegate designated personnel for those tasks with the right and authority they have to mandate their subordinates. The mandate is to a leader a legate ticket, and their repute engraved forever long after they vacated the office, so, should ensure they deliver per what's right for their future.

In conclusion: it doesn't matter what you did before your eligibility for carrying out a particular mandate, as long as a leader you know afore what's expected of you to do and be. A mandate has a set of rules pegged to the goals set for your tenure in that position, all tucked into the executive vision of the entity. Be what's rooted in it and do as it's inscribed of you to, as a leader sans any excuse for reasons to do as promised, else, as not the material of worth shouldn't assume responsibility as such, for befitting ones to. Hard as it may sound, it's but in how the take up is in that failed attempt consequential, and that's the just nature of a mandate...dp

 

[Day to day running]

With so much pressure of drama in  boardroom theatrics, you can't blame one for wanting nothing to do with biznes. How people smile and act friendly out of corporate confines but tear at each other once they enter that decision den, truly an eddy kinetic energy. To those who make up the part of its thrill, just another page assignment to scene and out to the slow world once stepped away from the corporate chambers. But then, which side of the biznes will one find comfort in? For me, the answer will always be the day to day running thereof.

Running the daily operations of a biznes is tough but better than the thickly dense on and off relations of the boardroom. It's a treat for anyone who sits from the fard outsets to be in the boardroom but to be real a stressful boulevard to traverse than dealing with ordinary consumers and their obvious antics. Boardroom is a test mastery operation with unpredictability in the gist of its every square inch x-rayed. The daily runnings also have its special breed to make success of the biznes out of, an opinion riddled with undercoat split arguments. A known secret though is, not everyone is either a material of the two, but certain that with an intensive training an eagerly devoted candidate can turn to be a successful material in one of both.

The good thing about day to day runnings of a biznes is that with time you develop a system of your value chain unlike with the corporate side. The skills set required for each, a swim upstream. The day to day runner a leader who's demanding of experience, specialty, accountability, loyalty and efficiency from their charges for their team success on their side, whilst in the other side it's about egoism, fiscal politics and decisions, strategics of  cabalism and select beneficiation, power game plays, loyalty switches, executive governance, and value extraction via RoI, RoE, RoD, etc. a knowledge that's strange to ear as pleasure tones the tympanics in serene. Days are long and tedious when responsible for daily operations, and but not testing if not as a leader. In the case of a small biznes it's worse in that if you lead you get to wear many caps before you could narrow your specialty in the later time of the biznes.

In conclusion: getting it right not from a list out of every leader's page of wish, as many shoes worn when going in left idle and unattended after a few steps from start, leaving miles of steps still ranged for a mile's complete to walk. I may have made it out to be a better walk in the park of commercial world, but still, day to day running of an entity are demanding. With some not filling the form of dailies, a best cut for the corporate side. It really goes with one's archetype. What makes you tick may turn out not me, and same is with this.

Dwell into the day to day and master it, a sure case you won't see flames when you step into the corporate den given your edge over those many impractical academics who knows not the tot of the real economics taste. But, it should be noted that both econometrics and corporatonomy and any other discipline of the truncates, does scream out a high level of knowledge from those qualified in them, and as such, should respect that of them irrespective of their missed days in the practical route of their theorized knowledge transaction. Day to day biznes running a skill that takes years to hone in order to be good in, and appreciation of those keeping the industry ships afloat should be shown to them unreservedly...dp