Podcast appearances and mentions of Laurence J Peter

[EP 25-076] James Woods tweeted: Two guys who have more money than they'll ever need are working for NO SALARY 16 hours a day to make the lives of hard-working Americans better. And all the Democrats do is bitch and moan. Former FBI assistant director Frank Figliuzzi just claimed that "If you voted for [Trump], you really need to question whether you're American anymore." This is a particularly chilling statement from a person appointed by Robert Mueller to head counterintelligence operations...I wish Elon Musk would use DOGE to find every anti-American and anti-Trump post on social media, so President Trump knows DIRECTLY who to fire.The Peter Principle, cooked up by Laurence J. Peter, is the brutal truth that in any hierarchy, people get promoted until they're bad at their jobs. You start off great, climb the ladder, and then—oops—you land in a role where you're completely out of your depth. Why? Because being good at one job doesn't mean you'll be good at the next one. It's like promoting a star quarterback to coach, only to realize he can't draw up a play to save his life. The idea was laid out in a 1969 book co-written by Peter and Raymond Hull. It was meant to be satire, but it hit a nerve because, let's face it, we've all worked for someone who proved the point. Now, it's a staple of management theory—and a perfect excuse for why your boss is the way they are. In short: promotions don't stop until incompetence does. Funny? Yes. Painfully accurate? Absolutely.Become a supporter of this podcast: https://www.spreaker.com/podcast/the-kevin-jackson-show--2896352/support.

Today, we're diving into a topic that might be affecting your practice more than you realize: Is Your Office Manager Living the Peter Principle? Now, you might be wondering—what is the Peter Principle? And how could it apply to my medical practice? Let's break it down.  The Peter Principle is a concept first described by Dr. Laurence J. Peter in his 1969 book, The Peter Principle: Why Things Always Go Wrong. It states that employees in a hierarchy tend to rise to their "level of incompetence." In other words, they get promoted based on their performance in their current role until they reach a position where they're no longer effective. In the context of a medical practice, this principle can have significant repercussions. Picture your Office Manager, someone who has been with your practice for years. They've handled scheduling, billing, and HR—wearing multiple hats as your practice grew from just a couple of physicians to a bustling team. But as the demands increased, their skill set may not have evolved as quickly. Suddenly, they're managing tasks beyond their capabilities, struggling with strategic planning, advanced budgeting, or navigating complex regulations. That's the Peter Principle at play. Please Follow or Subscribe to get new episodes delivered to you as soon as they drop! Visit Jill's company, Health e Practices' website: https://healtheps.com/ Subscribe to our newsletter, Health e Connections: http://21978609.hs-sites.com/newletter-subscriber Want more content? Find sample job descriptions, financial tools, templates and much more: www.MedicalMoneyMattersPodcast.com Purchase your copy of Jill's book here: Physician Heal Thy Financial Self Join our Medical Money Matters Facebook Group here: https://www.facebook.com/groups/3834886643404507/ Original Musical Score by: Craig Addy at https://www.underthepiano.ca/ Visit Craig's website to book your Once in a Lifetime music experience Podcast coaching and development by: Jennifer Furlong, CEO, Communication Twenty-Four Seven https://www.communicationtwentyfourseven.com/

Welcome to Truth, Lies & Work, the award-winning psychology podcast brought to you by the HubSpot Podcast Network, the audio destination for business professionals. In this week's episode of Truth, Lies & Work, Al and Leanne bring you a comprehensive breakdown of the most important developments in workplace culture, a nostalgic journey through work history, and practical advice for tackling modern workplace dilemmas. Segment 1: News Round-Up Leadership Lessons: Al and Leanne discuss the latest research and stories around effective leadership, including how managers can better understand and motivate their teams. They explore real-world examples of leadership gone wrong and the critical lessons that can be learned. Explore the story further: 7 Bad Bosses to Avoid and How to Spot Them During an Interview Gen Alpha in the Workplace: The hosts dive into how Gen Alpha, the newest generation entering the workforce, is influencing workplace dynamics. From their unique communication styles to their digital-first approach, understanding Gen Alpha is becoming crucial for businesses looking to stay ahead. Explore the story further: TikTok Video on Gen Alpha | Article on Gen Alpha's Workplace Impact Olympic Fever: With the recent Olympic Games still fresh in everyone's minds, Al and Leanne explore the psychology of crowd and how supports can influence athlete performance. Segment 2: Workplace Time Capsule: Lessons from the 60s, 70s, and 80s This week, we dive ito the BBC archives and go back to 1974 to explore The Peter Principle. The Peter Principle, which states, "In a hierarchy, every employee tends to rise to his level of incompetence." Developed by Dr. Laurence J. Peter, this principle explores the common phenomenon where employees are promoted based on their success in previous roles until they reach a position where they are no longer competent. Watch the original broadcast on YouTube: The Peter Principle Segment 3: Weekly Workplace Surgery Question 1: "I'm a software engineer and my girlfriend thinks I'm stealing from my boss. This is the situation. I work 100% remotely and I fix bugs and handle support tickets. I'm paid to work 40 hours a week but usually complete my work in 20-25 hours. What do you think, Lea?" Question 2: "I'm having to make a redundancy in the next few months. I have two people who do the same job. One is great to be around but not as effective, and the other is highly productive but kind of an asshole. What do I do?" Question 3: "Do I lie about being unemployed? I was let go last year and ended up working in fast food for a few months. Now I have an exciting interview in my field, but I'm not sure how to explain the gap in my work history. What should I do?" Support and Contact Info: Have a workplace question you'd like us to tackle in a future episode? Want to share your thoughts on today's discussion? Get in touch with us: Email: info@truthliesandwork.com Website: truthliesandwork.com Follow Us: Truth, Lies & Work on Apple Podcasts Truth, Lies & Work on Spotify Visit our Website: Truth, Lies & Work Follow us on X (Twitter): @TruthLiesWork TikTok: @TruthLiesWork Instagram: @TruthLiesWork Mental Health Resources: United Kingdom: Mind: www.mind.org.uk Samaritans: Call 116 123 or email jo@samaritans.org United States: National Suicide Prevention Lifeline: Call 1-800-273-8255 or visit suicidepreventionlifeline.org Mental Health America: www.mhanational.org Crisis Text Line: Text "HELLO" to 741741 or visit crisistextline.org Rest of the World: International Association for Suicide Prevention (IASP): www.iasp.info Befrienders Worldwide: www.befrienders.org

Nel 1969, lo psicologo canadese Laurence J. Peter ci ha regalato questa perla di saggezza ironica. Il principio, in parole semplici, afferma che i lavoratori nelle gerarchie tendono ad essere promossi fino al loro livello di incompetenza. In altre parole, le aziende promuovono un'escalation di promozioni basata sul buon lavoro, che però si conclude con l'assegnazione a un ruolo per cui il dipendente non ha le competenze necessarie. ‍Il risultato? Un'azienda piena di persone al loro apice di inettitudine, e un'organizzazione che arranca sotto il peso dell'assurdo

People who are good at their jobs routinely get promoted into bigger jobs they're bad at. We explain why firms keep producing incompetent managers — and why that's unlikely to change. SOURCES:Nick Bloom, professor of economics at Stanford University.Katie Johnson, freelance data and analytics coach.Kelly Shue, professor of finance at the Yale University School of Management.Steve Tadelis, professor of economics at the University of California, Berkeley Haas School of Business. RESOURCES:“People Management Skills, Employee Attrition, and Manager Rewards: An Empirical Analysis,” by Mitchell Hoffman and Steven Tadelis (Journal of Political Economy, 2021).“Promotions and the Peter Principle,” by Alan Benson, Danielle Li, and Kelly Shue (The Quarterly Journal of Economics, 2019).“Bosses Matter: The Effects of Managers on Workers' Performance,” by Kathryn L. Shaw (IZA World of Labor, 2019).“The Value of Bosses,” by Edward P. Lazear, Kathryn L. Shaw, and Christopher T. Stanton (Journal of Labor Economics, 2015).The Peter Principle: Why Things Always Go Wrong, by Laurence J. Peter and Raymond Hull (1969). EXTRAS:“The Secret Life of C.E.O.s” series by Freakonomics Radio.“What Does a C.E.O. Actually Do?” by Freakonomics Radio (2018).

What if your practice isn't worth what you think? Jesse Aldous often has to ask this question. He is an experienced acquisitions advisor and former practice owner with 14 years of experience and two successful exits under his belt. In this episode, Jesse shares key strategies for growing a practice exponentially and breaks down what it takes to achieve higher valuations.  Jesse Aldous is a former audiology practice owner and a seasoned broker. With experience transforming small practices into high-revenue ventures, he guides audiologists in valuing their practices for successful exits.   In this episode, Kevin and Jesse will discuss: - His experience growing small clinics exponentially - His journey from private practice owner to acquisitions expert - Mistakes costing practices higher valuations  - The numbers that affect a valuation - The benefits of a strong marketing campaign - Metrics for measuring practice success - Why practice owners should not be afraid to spend on marketing - Why practices are losing patients - The power of database marketing - Steps to selling a practice - Why practice valuations are low - Goal setting as a tool for practice growth - Why he's optimistic about the industry - And other topics…   Jesse Aldous is a former audiology practice owner, independent broker, and business coach who has over 14 years of experience in the hearing industry. He specialized in identifying and growing small audiology practices, turning them into high-revenue ventures. Experienced in business development and acquisitions, he sold his multi-location retail operation and served as Vice President for a large private group. As an independent broker and business coach, Jesse leverages his extensive experience to guide practice owners, helping them appropriately value their practices and navigate successful exits.    Resources Mentioned: Jesse's Website: https://www.audiologyacquisition.com/  Jesse's LinkedIn: https://www.linkedin.com/in/jesse-aldous-91b1a39/  The Peter Principle: Why Things Always Go Wrong by Raymond Hull and Dr. Laurence J. Peter: https://www.amazon.com/The-Peter-Principle/dp The 10X Rule: The Only Difference Between Success and Failure by Grant Cardone: https://www.amazon.com/10X-Rule-Difference-Between-Success/dp/0470627603  Bristol Group Business Brokers and Merger and Acquisition Advisors: https://www.bristolgrouponline.com/  THE ONLY THING If you're an audiologist who wants to grow your practice – we've got a FREE, expert guide to help you achieve your goals. It's called The Only Thing. This expert guide will show you how to increase new patient calls by 5 to 57 a month, schedule more new patients each week, help more people, and increase revenue. It's the best resource I know for growing your audiology practice. Get your copy for free at http://medpb.com/mastery. 

El "Principio de Peter", o bien, el principio de incompetencia jerárquica, fue acuñado por el sociólogo canadiense Laurence J. Peter en su libro de 1969 titulado "The Peter Principle: Why Things Always Go Wrong".  Este principio explica por qué algunos ejecutivos que son altamente competentes en su rol actual, dejan de serlo cuando suben al siguiente peldaño del organigrama. Sin embargo, más allá de explicar cómo sucede este principio, lo importante (como líderes de organizaciones) es evitar que esto suceda con nuestros ejecutivos con alto potencial, precisamente como parte de la estrategia de desarrollo de talento. ¡Aquí tienes los elementos para que tu proceso de desarrollo de talento de alto potencial no se vaya al suelo! Esperamos que te sea útil.  Necesitas apoyo en Recursos Humanos, Cultura Organizacional Coaching Ejecutivo o Psicoterapia Ejecutiva? Por favor déjanos un mensaje de la página web: www.talento4d.com Y también a través de nuestras redes sociales: Busca @Talento4D en FB, TW, IG y LI.

In the 1960s, there was a professor and business analyst named Laurence J. Peter. He became famous for coming up with something called the Peter Principle. The informal way to describe it was this: In a business hierarchy, an employee does well and is promoted. He does well in his new, higher-level job and is promoted again. He does well in that position and is promoted yet again. Finally, he rises to a job that is beyond his abilities. He is no longer promoted and stays in the job he does not do well.

„Mein Chef ist ein Manager und kein Leader. Wir haben tolle Voraussetzungen - attraktiver Markt und spannende, zukunftsorientierte Produkte - , aber überhaupt keinen Drive im Team. Ursache: Mein Chef ist fachlich sehr begabt und wurde quasi in die Führungsrolle gedrängt. Und wird dieser nicht gerecht. Wie gehe ich damit um?“ Diese Frage wird mir im Mentoring häufiger gestellt. In dieser Podcastfolge gehe ich tiefer darauf ein. Show Notes: >> Buch: "Das Peter Prinzip" von Laurence J. Peter >> Zum Newsletter: schmaddebeck.de/karriere >> Tim Schmaddebeck auf LinkedIn ansehen: Hier klicken. >> Buchempfehlungen: schmaddebeck.de/buecher

Il n'y a pas de limites, seulement des plateaux qu'il faut dépasser disait Bruce Lee. En disant ça, Bruce Lee prouve qu'il ne connaissait pas Laurence J Peter. Parce que le monsieur lui a rapidement prouvé le contraire avec ce qu'on appelle aujourd'hui "Le Principe de Peter".

Podcast mis à jour le 22.02.2022 Ça vous ai déjà arrivé de voir un dossier vous être refusé alors qu'il était complet simplement parce que vous ne l'avez as envoyé en recommandé ?!  Alors si vous répondez "oui", vous deviez être, comment dire... abasourdi par l'absurdité de la situation non ? En tout cas ce le fut pour Laurence J. Peter à qui cette histoire est arrivée. Mais plutôt que de se résigner à subir la bêtise de certains processus, il s'est mis en tête d'essayer de comprendre comment certaines personnes incompétentes pouvaient se retrouver à des niveaux hiérarchiques important. Il en est arrivé à la conclusion, avec Raymond Hull, que "dans une hiérarchie, chacun évoluera jusqu'à atteindre son niveau d'incompétence". Et je vous explique comment dans cette épisode. Bonne écoute !     Soutenez-nous !

Dr. Linda Schadler is the Dean of The College of Engineering and Mathematical Sciences at the University of Vermont (UVM). She has a PhD from the University of Pennsylvania where she studied the micromechanical behavior of fiber and polymer composites and a B.S. in Material Science from Cornell University. Dr. Schadler has many publications and academic awards. She is an outdoor enthusiast and has two grown children.Episode NotesDr. Linda Schadler shares her experiences becoming a dean and running the College of Engineering & Mathematical Sciences at UVM. She is incredibly accomplished and driven, and also talks about how her and her husband have always had a policy of family first.She talks about material science and what got her interested in materials science and academia. She shares some really fantastic and fun sounding projects during her career and how being in the groove with her students is the funnest part of her job. Music used in the podcast: Higher Up, Silverman Sound StudioAcronyms, Definitions, and Fact CheckProvost is a senior administrative officer in certain colleges and universities.The Molecularium Project is an informal science education project of Rensselaer Polytechnic Institute. The Molecularium Project introduces young audiences to the world of atoms and molecules using character driven stories, immersive animation, interactive games and activities, and state of the art molecular visualizations. Rensselaer's three principal scientist and educators behind the project are Linda Schadler, Richard W. Siegel, and Shekhar Garde. The Molecularium Project began as an outreach project of Rensselaer's Nanoscale Science and Engineering Center. To realize the productions, the scientists employed the creative team Nanotoon Entertainment, led by writer and director V. Owen Bush, and writer/producer Kurt Przybilla. The Molecularium Project is funded by Rensselaer, the National Science Foundation, and New York State.In 2002, Dr. Schadler and Dr. Garde produced a seven-minute pilot show for the local planetarium called “Molecularium” for the Digistar II Planetarium system. It introduces children to the concepts of atoms and molecules from small molecules like H2O to larger molecules like polymers. (wikipedia)The Peter principle is a concept in management developed by Laurence J. Peter, which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not necessarily translate to another. (wikipedia)University of Vermont (UVM) - Since 1791, the University of Vermont has worked to move humankind forward. Today, UVM is a top research university of a perfect size, large enough to offer a breadth of ideas, resources, and opportunities, yet small enough to enable close faculty-student mentorship across all levels of study, from bachelor's to M.D. programs. (https://www.uvm.edu)

Learning and growing as a leader is a professional choice.The ironic part of rising to greater levels of leadership is that the skills, traits, and talents that got an individual to the new position, may not be enough for her to excel in the new role. This idea of being promoted to one's level of incompetence was coined by Laurence J. Peter in The Peter Principle. The concept is fascinating because we've all experienced or have witnessed this in our own organizations--people who rise to great heights due to superior performance in their role, only to find themselves in over their head in the next position. This begs the question: how do we avoid this situation for ourselves and others? We appreciate the remedy found at Investopedia because it directly aligns with what our featured author, Michael Useem describes in The Edge, which is that leaders must continually learn to keep their organization succeeding. A possible solution to the problem posed by the Peter Principle is for companies to provide adequate skill training for employees receiving a promotion, and to ensure that the training is appropriate for the position to which they have been promoted. The Edge is filled with real stories that leaders can learn from. Useem paints a very detailed picture of the challenges that many CEOs faced and the conditions in which they were operating. From Kroger to Tyco, he reveals what is adversely affecting the organization and how it was handled and how some CEOs evolved and rose to the occasion by realizing they needed to learn more. He willingly looks at both successes and failures, even within the same company. This is one reason The School House 302 loves his work, whether The Edge or other books like The Leadership Moment, Useem tackles the very difficult realities that leaders face. This is not a feel good book, but rather an instrument of learning if you are willing to invest the time. As Useem writes, this book is really “...updated leadership for a new era…” We hope you enjoy it as much as we did. And don't miss our interview with Michael on the site. Featured Author: Michael Useem Featured Book: The Edge: How Ten CEO's Learn to Lead -- And the Lessons for Us All The second featured book this month is an oldy but goody--Gung Ho! Turn On the People in Any Organization. This is a great, easy to read book, with clear strategies on how to raise the performance of individuals in a company. Make no mistake, easy to read and easy to do are not the same thing. Implementation is key, which is why we couple this book with The Edge. Blanchard and Bowles provide a step-by-step way to increase morale and really build a culture that is willing to learn and grow. Andy, the main character, demonstrates the opposite leadership characteristics than the bad behaviors that we wrote about this month. The three principles of Gung Ho are: The Spirit of the Squirrel The Way of the Beaver The Gift of the Goose You won't be disappointed as you become Gung Ho! in your own organization. However, the question remains about actually doing the work; having knowledge and using knowledge are two different things. Featured Author: Ken Blanchard and Sheldon Bowles Featured Book: Gung Ho! Turn On the People in Any Organization Let us know what you're reading by contacting us at contact@theschoolhouse302.com. And don't miss our leadership newsletter every week by subscribing on the site. We can't wait to hear from you. Joe & T.J.

Comment je suis sorti de ma zone d'incompétence ? Comment contrer le principe de Peter ? Définition - Selon l'article sur Wikipédia - Principe de Peter https://fr.wikipedia.org/wiki/Principe_de_Peter Le principe de Peter ( appelé parfois « syndrome de la promotion Focus » ) est une loi empirique ( issue de faits expérimentaux ou validée par l'expérience ) relative aux organisations hiérarchiques, proposée en 1969 par Laurence J. Peter et Raymond Hull dans leur ouvrage The Peter Principle ( traduction française Le Principe de Peter, 1970 ). Selon ce principe, « dans une hiérarchie, tout employé a tendance à s'élever à son niveau d'incompétence », avec pour corollaire que « avec le temps, tout poste sera occupé par un employé incapable d'en assumer la responsabilité ». L'ouvrage de Peter et Hull est rédigé sur un ton satirique, voire humoristique, mais le principe qu'il expose a pu faire l'objet d'études universitaires qui ont étudié sa validité par la modélisation ou par la confrontation à des cas réels, certaines concluant à sa validité complète ou partielle. Épisode 64 du podcast : Principe de Peter Nicolas Galita https://www.nicolasgalita.com/ Merci d'avoir écouté ce podcast, je vous invite à vous abonner pour ne pas rater les prochains épisodes. Si vous voulez en savoir plus sur moi, je vous invite à consulter mon profil LinkedIn. Si vous souhaitez de l'accompagnement pour implémenter ces notions et ces outils dans vos équipes et vos projets, vous pouvez faire appel à mes services de consultant en UX Design. Il vous suffit de me contacter via mon profil LinkedIn ou visitez notre site internet à la section Nos services. Au plaisir! Édition : Stéphanie Akré « Jingle du podcast » : Nous souhaitons remercier chaleureusement Gordon W. Hempton The Sound Tracker® qui nous a fait don de la totalité de sa merveilleuse bibliothèque de sons récoltés dans la nature.

In 1969 a satirical book, The Peter Principle, suggested that promotion led to incompetence. Written by a Canadian Professor of Education, Dr Laurence J. Peter and playwright Raymond Hull, the book was a parody of management theory but it's core message struck a chord with many. It became an instant classic, selling millions of copies around the world. We present a rare archive recording of Dr Peter, explaining his theory that “In a hierarchy every employee tends to rise to his level of incompetence". Photo: Dr Laurence J. Peter on the BBC in 1974 (BBC)

Have you ever felt like a victim of your reputation? You gain recognition for something; you claim it as your personal brand. Then, people assume that's all there is to you. How do you keep confounding others' expectations of you? And more importantly, how do you continue to confound your own expectations? Dr. Vikram Mansharamani, author of Think for Yourself: Restoring Common Sense in an Age of Experts and Artificial Intelligence joins me today to talk about this. Vikram has lectured at Harvard and Yale, and was named LinkedIn's top voice for Finance & Global Economics. Clearly, he knows about building a reputation. Yet, when he describes himself, his expertise is the last thing he focuses on. Get‌ ‌book‌ ‌links‌ ‌and‌ ‌resources‌ ‌at‌ https://www.mbs.works/2-pages-podcast/  Vikram reads from ‘The Peter Principle' by Laurence J. Peter. [reading beings at 14:56]  Hear us discuss: “Every single perspective is limited, biased, and incomplete.” [6:30] | “We're so focused on the evaluation of the present that we're not willing to consider an alternative for the future.” [20:18] | The ‘career jungle gym'. [21:49] | Holistic development: moving through the stages of learning. [26:20] | Being a generalist versus playing to your strengths. [28:57] | Nurturing curiosity. [32:34]

Este es el Podcast 🎙️de Emprendimiento 🧱 donde podrás escuchar y leer historias de Personajes exitosos, Gestión Ejecutiva 📈 , Marca Personal y Grupos Mastermind. Contenido de la emisión 684: . En esta emisión te comparto 4 interesantes historias acerca de las pirámides jerárquicas y cómo poder escalarlas cuando al parecer todos los factores están en contra para progresar dentro de una misma empresa. . He tomado estas anécdotas del afamado libro “La Prescripción de Peter”, del reconocido Doctor Laurence J. Peter. . En esta emisión te expongo una reflexión acerca de las consecuencias positivas de alzar la mano. . Puedes leer toda la transcripción del audio con sus notas y vínculos en el Blog de Grupos Mastermind entrando en: http://bit.ly/tmpod O, accede directamente al post en: http://bit.ly/emision684 Allí mismo encontrarás casi todos los artículos correspondientes a cada emisión del Podcast. Si necesitas información acerca de ésta y cualquier otra entrada del Blog o del Podcast ponte en contacto conmigo a info@themanagerspodcast.com o entra en mi página web https://www.themanagerspodcast.com También puedes seguirme en YOUTUBE en ´El Canal de Gustavo Pérez’: https://www.youtube.com/channel/UC-y63mQhEnCU5ec5aqbdfjA Si estás interesado en participar en uno de los Grupos Mastermind que gestiono, puedes contactarme también en: http://www.facebook.com/TheManagersPodcast En Twitter y en Instagram soy @podcastmanager

Este es el Podcast 🎙️de Emprendimiento 🧱 donde podrás escuchar y leer historias de Personajes exitosos, Gestión Ejecutiva 📈 , Marca Personal y Grupos Mastermind. Contenido de la emisión 684: . En esta emisión te comparto 4 interesantes historias acerca de las pirámides jerárquicas y cómo poder escalarlas cuando al parecer todos los factores están en contra para progresar dentro de una misma empresa. . He tomado estas anécdotas del afamado libro “La Prescripción de Peter”, del reconocido Doctor Laurence J. Peter. . Puedes leer toda la transcripción del audio con sus notas y vínculos en el Blog de Grupos Mastermind entrando en: http://bit.ly/tmpod O, accede directamente al post en: http://bit.ly/emision684 Allí mismo encontrarás casi todos los artículos correspondientes a cada emisión del Podcast. Si necesitas información acerca de ésta y cualquier otra entrada del Blog o del Podcast ponte en contacto conmigo a info@themanagerspodcast.com o entra en mi página web https://www.themanagerspodcast.com También puedes seguirme en YOUTUBE en ´El Canal de Gustavo Pérez’: https://www.youtube.com/channel/UC-y63mQhEnCU5ec5aqbdfjA Si estás interesado en participar en uno de los Grupos Mastermind que gestiono, puedes contactarme también en: http://www.facebook.com/TheManagersPodcast En Twitter y en Instagram soy @podcastmanager Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals

In his book, “The Peter Principle: Why Things Always Go Wrong,” Dr. Laurence J. Peter quipped that “People in a hierarchy rise to their level of incompetence.” By this, he meant that employees are typically promoted based on their success in previous roles under the assumption that they will do well with even greater amounts of responsibility and leadership. Laurence says this formula of “success leads to promotion” often continues until that person reaches a level at which they are no longer competent for the role they've been given, as skills in one job do not necessarily translate to another. Though Dr. Peter's book was released in 1969, we sadly see this dynamic happening still today, and it brings up a much-needed question, “Is there a better way to assess people for leadership roles?” I believe there is. This short episode introduces my ideas so I hope you listen. Where the promotion process typically goes wrong Beyond the dynamics that happen according to the Peter Principle, there are additional reasons that promoting people within your organization can go awry. I've noticed 5 significant concerns in my experience working alongside top decision-makers and teams. 1 - The compensation and reward structure of the organization is inadequate Many organizations only have one way of rewarding team members: by promoting them to a higher position in the organization. When your options are limited to that, you've already set yourself up for failure. Think through creative, meaningful ways that team members can be rewarded for performance and cultural contributions that don't include promotions or steps up the rung of leadership. You'll not only contribute to positive company culture, but you'll also relieve the obligation team members feel to work toward promotions in the first place. 2 - The romantic notion of leadership Most top decision-makers and leaders know that there is nothing at all romantic about leadership. They have the battle scars to prove it. However, many people who are not in leadership don't know the harsh realities and tend to romanticize leadership.  Clear communication, humility, and transparency from the top down can serve to reveal the realities of leadership to team members. It can also demonstrate the level of commitment leaders need if they are going to do their jobs well, informing those truly interested in leadership roles of the cost they will have to pay to become a leader. 3 - Outside influences impact leadership ambitions We are all influenced, for good and bad, by a variety of sources. If your team members are learning about leadership from outside your organization (not necessarily a bad thing) then they could be influenced to pursue leadership positions for reasons that don't align with your organization's values. Again, clear and regular communication that nurtures team member goals and dreams can help you get a bead on the real motivations behind leadership ambitions. 4 - The potential leader simply doesn't know if they want to be a leader Many people stumble into leadership almost by accident. Once there, many of them discover gifts, abilities, and personality traits they didn't know they had that are well suited for leadership. Others discover just the opposite. As Laurence J. Peter also said, “A man doesn't know what he knows until he knows what he doesn't know.” You'll hear me strike a similar chord in my advice on this point: regular and open communication between you as the senior leader and those who work under you will enable you to see untapped or undiscovered leadership potential in team members. You'll have the opportunity to nurture those latent abilities, equip team members to use them well, and provide opportunities for them to be used and developed. This is one way you can help future leaders discover that they are leaders deep down — or not. 5 - Potential leaders often point to the wrong evidence to support their leadership ambitions It's good for team members to desire leadership, but the reasons they desire to be leaders can be a mixed bag. It's your job as a senior leader to discern those motives, steer them in the right direction, and help them clearly see if leadership truly is for them. As you engage in conversations with those seeking leadership learn to ask questions about WHY they think they are ready for leadership. They may point to things they've been successful in that in reality, have no bearing on whether they are suited for leadership or not. As an experienced leader, you will be able to see those things and help them look to the markers that do matter for leadership. Outline of This Episode [0:46] How the Peter Principle still happens in today's organizations [1:57] Reasons finding the right kind of leaders may not be possible [4:46] Trust and various tools can make the leadership selection process easier [5:25] Don't underestimate the complexities and uncertainties involved  Resources & People Mentioned Connect with Bruce to schedule a time to chat about your leadership selection issue BOOK: The Peter Principle Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK  

Was bedeutet Leadership? Führen durch Vorbild Wirkung Radikale Transparenz Keine HIPPO (highest paid persons opinion) Entscheidungen Der Elfenbeinturm Abschaffen von Jahresgesprächen und klassischer Mitarbeiterbewertung Karriere neu definieren Teams wählen ihren Chef Bücher zum Thema #“The Peter Principle” - Why things always go wrong (Dr. Laurence J. Peter) #"Reinventing Organizations" (Frédéric Laloux) # "The Pursuit of Now" (Tom Peters) #"Leadership without Ego" (Isaac Getz) Fragen und Feedbacks gerne an mail@weinbergerundkuenzler.com. Herzlich, Peter Weinberger & Sandra Künzler ----------------------------------------------- Mehr über Weinberger und Künzler www.weinbergerundkuenzler.com https://www.linkedin.com/company/weinberger-künzler/ mail@weinbergerundkuenzler.com

Our society is obsessed with not paying taxes. Just take a look at some of these famous quotes about taxes (that the IRS themselves put together!): "The power of taxing people and their property is essential to the very existence of government.'' James Madison, U.S. President “Few of us ever test our powers of deduction, except when filling out an income tax form.” Laurence J. Peter, author “I am proud to be paying taxes in the United States. The only thing is – I could be just as proud for half the money.” Arthur Godfrey, entertainer “The hardest thing in the world to understand is the income tax.” Albert Einstein, physicist and Albert freakin’ Einstein Americans are obsessed with having to pay taxes and finding ways to avoid doing so. We get it, but sometimes that fear can go too far and mess with your investing strategy. That’s what we’re here to clear up. WHAT YOU’LL LEARN [01:39] Dustin’s cautionary tale about taxes clouding your judgment [05:30] Our fear of tax consequences [08:50] Society’s obsession with taxes [10:28] Changing your tax mindset [11:55] All about ETFs, or exchange-traded funds [14:48] The oh-so-valuable bucket strategy [16:43] A great tip about long-term capital gains Fear and Taxes Dustin kicked off this episode with a cautionary tale about a previous client from back in the day. This client put all his stock into the company he used to work for before retirement. One company. That basically meant his future hinged on the success or failure of this one company. When Dustin advised him to sell his stock when they were at a high, he declined. Why? Because he would have had to pay taxes. We’re not quite sure where the obsession with (not) paying taxes came from, but that’s not really the point of our episode. What matters is how your tax mindset affects your investment strategy. More specifically, how your fear of tax consequences can hold you back. (There’s our good ol’ friend fear again!) When your feelings about taxes stop you from making good investment decisions, that’s when it starts to become a problem.  It Starts With Changing Your Tax Mindset The good news is, you can get over your fear of tax consequences and start investing with confidence. To start, you need to change your tax mindset.  We’re big believers in understanding financial fears, because that’s the first step in overcoming them. Ask yourself, what do you believe about taxes? Are you on former president James Madison’s side, or do you lean more towards Arthur Godfrey’s? Are taxes a necessary good or a necessary evil?  Try thinking of taxes simply as “the cost of doing business,” as Dustin put it in this episode. Rather than seeing the negative (the government took out $30k of the $100k I made!) try to see the positive instead (I took home $70k, awesome!). Maybe it sounds a little dorky to focus on the positive, but it goes hand in hand with our second of Nine Commandments: net worth is king. Focus on your assets, or the positive, rather than your debts, or the negative. It’s a great perspective you can use for your taxes, too. ETFs and Capital Gains After you change your mindset, there are few other strategies you can use to tackle taxes and investing. We talk about each strategy more fully in the episode (meaning… tune in!), but let’s review here real quick. One is ETFs, or exchange-traded funds. Simply put, with ETFs, you don’t have to pay extra taxes on capital gains distributions each year. Speaking of capital gains, we shared another strategy for saving money on taxes: by holding your investment for a year. Capital gains are essentially a profit you make from selling an asset like a stock. Say you buy a stock at $10 and it grows to $15. If you sell that stock within a year, you have to pay taxes on that $5 difference you made! That’s because it’s treated as income. But if you hold it for longer than a year, you only have to pay long-term capital gain taxes. For most people who bring in a certain amount of income, that tax is zero. Zip. Nada. For other people who bring in almost $500k, long-term capital gain tax is still pretty low. So by holding off for a year, you spend less money on taxes. Have Your Eyes Glazed Over Yet? We know, we know: tax information can get crazy confusing fast. And when you’re new to investing, that fear of paying more taxes than you think you need to can be really scary. That’s why working with a CERTIFIED FINANCIAL PLANNER™ (and listening to the Wealth by Design podcast!) can help you understand your options and build a smart investment strategy.   This material is for general information only and is not intended to provide specific advice or recommendations for any individual.   RESOURCES & PEOPLE MENTIONED   How to Be the Boss of Your Own Money, Episode 78   More about ETFs in Episode 68 The Bucket Strategy in Episode 4 Schedule a free call with us — Are we a good fit for your financial planning needs?   CONNECT WITH DANIELLE AND DUSTIN Ask Your Questions On Facebook On Twitter

If two wrongs don’t make a right, try three. - Laurence J. Peter The post S6E8 – The Use of Three appeared first on Writing Roots.

Leading An Intentional Leader Life In 2020   Leaders are made not born.  Yes there are some bossy types and charismatic types who bubble to the top and assume the mantle of leader, as their rightful place.  For the rest of us, we have to learn about leadership in the angry fire of the real world of work, where the stakes are high, the competition fierce and the mood unforgiving.  In Laurence J. Peter and Raymond Hull's 1969 book “The Peter Principle” we all rise in the hierarchy to our to our level of incompetence.  In other words, we get promoted to a point where the job requirements outstrip our capabilities.  Well that makes sense, but we don't have to be relegated to supremely low level though in the process.  We can push ourselves to the highest height possible if we do a few things along the way.  Here are some ideas for 2020 on becoming a more skilful leader.   Understand the difference between being a leader and a manager.A manager makes sure all of the processes are working correctly.  Things get done on time, on budget, without error and with maximum efficiency.  The leader does all of that, plus they invoke passion around the WHY, set the direction for the team and build the people.  We can be very busy with the process and forget about building the people.    If we have no one to do our job, then we have nowhere to move to up IN the hierarchy.  The big bosses will keep us where we are because they can't replace us.  Don't worry about creating people who can take your job.  We want that because if you become known as a builder of champions, then the organisation will give you more scope to build other champions, at a higher level in the organisation.   Don't forget to work on your job as well as in your job.If you have ever cut down a big tree or cut up fallen branches with an axe, you notice it doesn't take much for the axe blade to become dull and for the cutting to become more a bludgeoning, rather than cutting exercise.  It is the same with our way of working.  Being constantly busy in the business is just cutting and slowly seeping into bludgeoning.  We need to sharpen the axe to keep the blade keen and we need to spend time in Quadrant Two of time management – “Not Urgent But Important”.  That means time for studying about leading, spending thinking time about the business, planning and strategizing.  In 2020, schedule appointments with yourself and protect the integrity of those slots, in the same way you would protect that time if it was for a client.   Delegate your work to your subordinates. This is a double whammy exercise because it builds capability in your future leader bench and gives you Quadrant Two time. When people are being considered for promotion, those higher in the food chain want to know they will have a safe pairs of hands at the wheel.  They are looking for people with experience at that level, except how do you get that required experience, if you are busily working away at the level below?  The answer is delegation.  By delegating tasks to your successor group, they can speak about their experiences of doing their bosses job, when they are being interviewed for the post.  When you sell it like this, your subordinates will welcome the chance, instead of being sullen and resentful about having to do the boss's job.   Keep harping on about the WHY, long after you are sick of hearing about it.We tell people why we are doing what we are doing and that is that, or so we think.  People just don't get it, believe it, follow it, absorb it, integrate it or develop upon it from just one hearing.  As the leader you need to build a culture where the WHY is front and center of the decisions being taken, the strategies being formed and the execution piece of how we do the business.  You will get sick of hearing about it, but keep making reference to it.  You need to drive it into people's work habits and the fabric of their thinking about their tasks.  One telling won't cut it.   The new year is a fresh chance for some fresh thinking.  Break free of the mental bonds we have enveloped ourselves in over the last few years.  Let's spend some time determining just what we want and how we are going to get there.  Bring your “A” Game to 2020 and life as a leader will get a lot better.          

Horace said, "He has the deed half done who has made a beginning." Indira Gandhi also thought that getting on with getting on is the way to go, "Have a bias toward action - let's see something happen now. You can break that big plan into small steps and take the first step right away." John Fitzgerald Kennedy joined the get your get up and go up and going chorus when he said, "There are risks and costs to a program of action. But they are far less than the long-range risks and costs of comfortable inaction." And perchance you think that people will simply assume that you have good intentions without your actually needing to go for it, the famous Anon pointed out, "Remember, people will judge you by your actions, not your intentions. You may have a heart of gold -- but so does a hard-boiled egg." There you have it, the argument for not sitting around twiddling your thumbs; but, as with most ideas, there is an alternative point of view. One might suppose that it's now time to dig in, go for the gusto, strike while the iron is hot, expatiate, explicate, and generally expound on that alternative point of view; but one would be wrong. Remember Johann von Goethe's warning, "There is nothing more frightful than ignorance in action." If that isn't sufficient to slow the pace, also remember Walter Kerr's observation, "Half the world is composed of idiots, the other half of people clever enough to take indecent advantage of them." It would be well to first determine whether one is clever, an idiot, or merely a clever idiot before jumping to an ill considered conclusion. If all of that still doesn't put the brakes on for you, persuade you to look before you leap, and convince you not to jump off the cliff until you learn how to fly, listen to Laurence J. Peter, "Fortune knocks but once, but misfortune has much more patience." And speaking of misfortune, even Horace advised you to put no trust in tomorrow. OK, you've got them, the alternative points of view. Do you act or not act, take a chance or play it safe? Sure, you need to seize the day but it's worth pointing out that you can usually wait till after lunch. Now you know so there you go.

Horace said, "He has the deed half done who has made a beginning." Indira Gandhi also thought that getting on with getting on is the way to go, "Have a bias toward action - let's see something happen now. You can break that big plan into small steps and take the first step right away." John Fitzgerald Kennedy joined the get your get up and go up and going chorus when he said, "There are risks and costs to a program of action. But they are far less than the long-range risks and costs of comfortable inaction." And perchance you think that people will simply assume that you have good intentions without your actually needing to go for it, the famous Anon pointed out, "Remember, people will judge you by your actions, not your intentions. You may have a heart of gold -- but so does a hard-boiled egg." There you have it, the argument for not sitting around twiddling your thumbs; but, as with most ideas, there is an alternative point of view. One might suppose that it's now time to dig in, go for the gusto, strike while the iron is hot, expatiate, explicate, and generally expound on that alternative point of view; but one would be wrong. Remember Johann von Goethe's warning, "There is nothing more frightful than ignorance in action." If that isn't sufficient to slow the pace, also remember Walter Kerr's observation, "Half the world is composed of idiots, the other half of people clever enough to take indecent advantage of them." It would be well to first determine whether one is clever, an idiot, or merely a clever idiot before jumping to an ill considered conclusion. If all of that still doesn't put the brakes on for you, persuade you to look before you leap, and convince you not to jump off the cliff until you learn how to fly, listen to Laurence J. Peter, "Fortune knocks but once, but misfortune has much more patience." And speaking of misfortune, even Horace advised you to put no trust in tomorrow. OK, you've got them, the alternative points of view. Do you act or not act, take a chance or play it safe? Sure, you need to seize the day but it's worth pointing out that you can usually wait till after lunch. Now you know so there you go.

Horace said, "He has the deed half done who has made a beginning." Indira Gandhi also thought that getting on with getting on is the way to go, "Have a bias toward action - let's see something happen now. You can break that big plan into small steps and take the first step right away." John Fitzgerald Kennedy joined the get your get up and go up and going chorus when he said, "There are risks and costs to a program of action. But they are far less than the long-range risks and costs of comfortable inaction." And perchance you think that people will simply assume that you have good intentions without your actually needing to go for it, the famous Anon pointed out, "Remember, people will judge you by your actions, not your intentions. You may have a heart of gold -- but so does a hard-boiled egg." There you have it, the argument for not sitting around twiddling your thumbs; but, as with most ideas, there is an alternative point of view. One might suppose that it's now time to dig in, go for the gusto, strike while the iron is hot, expatiate, explicate, and generally expound on that alternative point of view; but one would be wrong. Remember Johann von Goethe's warning, "There is nothing more frightful than ignorance in action." If that isn't sufficient to slow the pace, also remember Walter Kerr's observation, "Half the world is composed of idiots, the other half of people clever enough to take indecent advantage of them." It would be well to first determine whether one is clever, an idiot, or merely a clever idiot before jumping to an ill considered conclusion. If all of that still doesn't put the brakes on for you, persuade you to look before you leap, and convince you not to jump off the cliff until you learn how to fly, listen to Laurence J. Peter, "Fortune knocks but once, but misfortune has much more patience." And speaking of misfortune, even Horace advised you to put no trust in tomorrow. OK, you've got them, the alternative points of view. Do you act or not act, take a chance or play it safe? Sure, you need to seize the day but it's worth pointing out that you can usually wait till after lunch. Now you know so there you go.

On this week's episode, Dan and Ian are going to explore one of the philosophical concepts that they have been talking about increasingly on this show. The Peter Principle was originally published by Laurence J. Peter in 1969. The basic premise is that every employee or member of an organizational hierarchy will tend to rise to their own "level of incompetence". On today's podcast, we are talking about what this concept means for entrepreneurs, how it applies to us, how it applies to our businesses, and what we can learn from it. We'll also share some strategies for what to do if you believe that you've reached your own capacity for growth.

http://www.tropicalmba.com/peterprinciple/ On this week's episode, Dan and Ian are going to explore one of the philosophical concepts that they have been talking about increasingly on this show. The Peter Principle was originally published by Laurence J. Peter in 1969. The basic premise is that every employee or member of an organizational hierarchy will tend to rise to their own "level of incompetence". On today's podcast, we are talking about what this concept means for entrepreneurs, how it applies to us, how it applies to our businesses, and what we can learn from it. We'll also share some strategies for what to do if you believe that you've reached your own capacity for growth.

Dr. Laurence J. Peter's paradox, do senior executives have the wisdom and discipline to get enough sleep, the changing face of B2B Marketing, and the questions the best mentors ask. Full Show Notes: https://wiki.securityweekly.com/BSWEpisode88 Visit http://securityweekly.com/category/sswfor all the latest episodes!

Dr. Laurence J. Peter's paradox, do senior executives have the wisdom and discipline to get enough sleep, the changing face of B2B Marketing, and the questions the best mentors ask. Full Show Notes: https://wiki.securityweekly.com/BSWEpisode88 Visit http://securityweekly.com/category/sswfor all the latest episodes! !

A quirky sense of humor and a cynical streak seem to have been the impetus for an interesting book, published years ago, entitled The Peter Principle by educational scholar Dr. Laurence J. Peter. It is a hilarious look at the pitfalls of a bureaucratic organization. The original premise of the author is that in a hierarchically structured organization, people tend to be promoted up through the ranks until they reach their “level of incompetence.” But what does that mean? One might hope that increased competence would equal higher responsibility. Full text here: https://www.tomorrowsworld.org/commentary/the-peter-principle

1. Puede parecer algo bueno pero en la mayoría de los casos es un momento difícil. 2. Necesitas buscar otro y disfrutar del camino 3. Conseguir el puesto de trabajo deseado, la pareja deseada, el piso soñado. En muchas ocasiones son cosas que pueden llegar y no estamos preparados para ese momento. - Ten sueños muy grandes. - Piensa qué harás cuando los cumplas - Piensa que siempre habrá alguien que necesite tu ayuda para llegar donde tú ya has llegado Si no sabes donde vas, acabarás en otra parte. Laurence J. Peter (1919-1990) Profesor y escritor canadiense. Lo importante no es llegar sino ir. Robert Louis Stevenson (1850-1894) Escritor británico. Cuanto más alto coloque el hombre su meta, tanto más crecerá. Friedrich Schiller (1759-1805) Poeta y dramaturgo alemán Cuando conseguimos nuestro objetivo creemos que el camino fue bueno. Paul Valéry (1871-1945) Escritor francés. Frases: http://www.proverbia.net/ Sígueme en Youtube: https://www.borjagiron.com/youtube Crear podcast como este en https://www.triunfacontublog.com/curso/crear-podcast/ Sobre el podcast El podcast “1 minuto podcast” se emite cada martes a las 7am de Madrid (España) y pretende dar consejos y trucos fáciles de aplicar para gente con iniciativa que quiera mejorar su vida y vivir de lo que le gusta. Sobre Borja Girón Ayudo a gente con iniciativa a cumplir sus sueños. En Periscope cada día. Podcast SEO PARA BLOGGERS y 1 minuto Podcast Más sobre mi en http://www.borjagiron.com/quien-soy/ MIS CURSOS https://www.triunfacontublog.com MIS LIBROS http://www.borjagiron.com/persuasion http://www.borjagiron.com/libros Dejar reseña en Apple Podcast: https://www.borjagiron.com/internet/como-escribir-resena-itunes-podcast-4-pasos/

1. Puede parecer algo bueno pero en la mayoría de los casos es un momento difícil. 2. Necesitas buscar otro y disfrutar del camino 3. Conseguir el puesto de trabajo deseado, la pareja deseada, el piso soñado. En muchas ocasiones son cosas que pueden llegar y no estamos preparados para ese momento. - Ten sueños muy grandes. - Piensa qué harás cuando los cumplas - Piensa que siempre habrá alguien que necesite tu ayuda para llegar donde tú ya has llegado Si no sabes donde vas, acabarás en otra parte. Laurence J. Peter (1919-1990) Profesor y escritor canadiense. Lo importante no es llegar sino ir. Robert Louis Stevenson (1850-1894) Escritor británico. Cuanto más alto coloque el hombre su meta, tanto más crecerá. Friedrich Schiller (1759-1805) Poeta y dramaturgo alemán Cuando conseguimos nuestro objetivo creemos que el camino fue bueno. Paul Valéry (1871-1945) Escritor francés. Frases: http://www.proverbia.net/ Sígueme en Youtube: https://www.borjagiron.com/youtube Crear podcast como este en https://www.triunfacontublog.com/curso/crear-podcast/ Sobre el podcast El podcast “1 minuto podcast” se emite cada martes a las 7am de Madrid (España) y pretende dar consejos y trucos fáciles de aplicar para gente con iniciativa que quiera mejorar su vida y vivir de lo que le gusta. Sobre Borja Girón Ayudo a gente con iniciativa a cumplir sus sueños. En Periscope cada día. Podcast SEO PARA BLOGGERS y 1 minuto Podcast Más sobre mi en http://www.borjagiron.com/quien-soy/ MIS CURSOS https://www.triunfacontublog.com MIS LIBROS http://www.borjagiron.com/persuasion http://www.borjagiron.com/libros Dejar reseña en Apple Podcast: https://www.borjagiron.com/internet/como-escribir-resena-itunes-podcast-4-pasos/

Ross shares his experience with an executive who experienced difficulties at his workplace, especially lack of focus, a drop in efficiency and output. Visiting the office of that client made it apparent quite quickly that the cluttered environment had a direct impact on the client's ability to focus and have clarity. Of course, there are those who insist that they do know where that particular document is on their desk that you’re asking for or that having a disorganized workplace is a sign of flexibility. We underestimate how significant clutter is a source of stress in our lives, at work or home. It can cause anxiety, procrastination, frustration, agitation amongst many other feelings. A cluttered workplace offers too many stimuli for the mind. Having to search your way through staples of documents to find what you are looking for may cause anxiety to raise, and it may lead to that stressful impression that there is a never-ending amount of work to tackle. Other disadvantages of living or working in a cluttered space are the distraction from focusing on what is essential, no space for creativity to arise from within, and a rise in stress hormone-cluttered Clutter isn't only a challenge when it comes to a physical space being unorganized; it can equally create trouble in the mind. Trying to keep one's schedule in mind, a never-ending to-do list in the head, being continuously notified by incoming emails and text messages, our brain is facing an enormous overload of information every single day. Brain pollution diminishes our ability to discern which information is relevant and which one isn't, keeping our brain and ourselves under constant stress. Multi-tasking is becoming the modus operandi in our time; unfortunately, focusing on several unrelated strands of thought at the same time reduces the ability to focus and prioritize. What could help? Switch off notifications; there is usually no need to be notified whenever someone posts on FB, you get a WhatsApp or your opponent makes a move in one of your online games. Keep your focus on one task at a time; research has shown despite our best efforts our mind works best when we focus on one task only. Clean up your desk before you head off home. It helps to start the next day with an empty desk, not necessarily with an empty mind. If a cluttered desk is a sign of a cluttered mind, of what, then, is an empty desk a sign?” Laurence J. Peter, Canadian, scholar of education  

Reavivados por Sua Palavra - Ezequiel 20 Em 14 de agosto, durante o sétimo ano do exílio do rei Joaquim, alguns dos líderes de Israel vieram consultar o SENHOR e, enquanto estavam sentados comigo, recebi esta mensagem do SENHOR: “Filho do homem, diga aos líderes de Israel: ‘Assim diz o SENHOR Soberano: Como ousam vir me consultar? Tão certo como eu vivo, diz o SENHOR Soberano, não lhes direi coisa alguma!’.” Ezequiel 20:1-3 “Filho do homem, apresente acusações contra eles e condene-os. Faça-os ver como eram detestáveis os pecados de seus antepassados.” Ezequiel 20:4 “A história é um enorme sistema de aviso antecipado”. Norman Cousins “A única coisa que aprendemos com a história é que não aprendemos com a história.” Anônimo “A história nos ensina os erros que vamos cometer.” Dr. Laurence J. Peter “[…] eu os tirei do Egito e os levei para o deserto. Ali lhes dei meus decretos e estatutos, para que encontrassem vida ao praticá-los. Também lhes dei os sábados como sinal entre mim e eles, para lembrá-los de que eu sou o SENHOR, que os separou para serem santos.” Ezequiel 20:10-12 “A obediência lhes teria dado vida, mas não seguiram meus estatutos. Além disso, profanaram meus sábados.” Ezequiel 20:13bc “Então adverti seus filhos no deserto a não seguirem os passos e o estilo de vida de seus pais, que se contaminaram com seus ídolos. Disse-lhes: ‘Eu sou o SENHOR, seu Deus. Sigam meus decretos, obedeçam a meus estatutos e guardem meus sábados como dias santos, pois são um sinal entre mim e vocês para lembrá-los de que eu sou o SENHOR, seu Deus’.” Ezequiel 20:18-20 “Seus filhos, porém, também se rebelaram contra mim. A obediência lhes teria dado vida, mas não guardaram meus decretos nem seguiram meus estatutos. Além disso, profanaram meus sábados.” Ezequiel 20:21abc Aqui está a perseverança dos santos, os que guardam os mandamentos de Deus e a fé em Jesus. Apocalipse 14:12 Dizendo, em grande voz: Temei a Deus e dai-lhe glória, pois é chegada a hora do seu juízo; e adorai aquele que fez o céu, e a terra, e o mar, e as fontes das águas. Apocalipse 14:7 Lembra-te do dia de sábado, para o santificar. […] Porque, em seis dias, fez o Senhor os céus e a terra, o mar e tudo o que neles há e, ao sétimo dia, descansou; por isso, o Senhor abençoou o dia de sábado e o santificou. Êxodo 20:8, 11 “E com grande ira estenderei minha mão forte e meu braço poderoso e os trarei de volta das terras onde foram espalhados. Eu os examinarei cuidadosamente e os farei obedecer aos termos de minha aliança.” Ezequiel 20:34, 37 “Vocês se lembrarão de todas as formas pelas quais se contaminaram e terão nojo de si mesmos por todo o mal que fizeram. Saberão que eu sou o SENHOR, ó povo de Israel, quando, por causa do meu nome, eu os tratar com compaixão, apesar de toda a sua perversidade. Eu, o SENHOR Soberano, falei!”.” Ezequiel 20:43-44 #primeiroDeus #RPSP #história #obediência #mandamentos #sábados #povodeDeus #restauração

Laurence J. Peter, un escritor y educador estadounidense, en cierta ocasión declaró: “¡Ir a la iglesia no te hace un cristiano más que ir a un garaje te hace un automóvil!” Realmente, pertenecer a la iglesia de Cristo es más que tener el nombre anotado en los registros de la iglesia. Implica darse cuenta de lo que es la iglesia y de cuál es el lugar que uno tiene en ella. En numerosos lugares, Pablo se refiere a los creyentes como santos (Efe. 1:1; Fil. 1:1; Col. 1:2). Esta palabra ha adquirido hoy un significado que no tenía en los tiempos bíblicos. Los santos no son personas perfectas; ciertamente no son personas que han sido declaradas “santas” después de un largo y complejo proceso eclesiástico mucho después de su muerte. “Para Pablo [y otros autores bíblicos], el término santo no tenía las connotaciones de los vitrales que tiene para nosotros. Un santo no era algún antiguo cristiano perfecto, que estaba por encima de la vida real, sino cualquier persona llamada y puesta aparte por Dios que llegaba a ser parte de la comunidad de la fe” –John C. Brunt, Romans, p. 42. ¿Qué lugar importante se les da a quienes pertenecen a la iglesia, el “cuerpo de Cristo”? ¿De qué modo cada “santo” debe relacionarse con otro? 1 Cor. 12:12-27. ______________________________________________________________ ______________________________________________________________ Un feligrés no debe ser reducido a una estadística. Cada miembro de la iglesia tiene un lugar especial y una contribución específica para hacer. Ninguno puede desaparecer sin causar por lo menos cierta disfunción en el cuerpo. Al mismo tiempo, ningún miembro puede pretender que su contribución es muy superior a la de ningún otro miembro. La metáfora del cuerpo con sus muchos miembros, en forma sublime, ilustra esta verdad. Algunas partes parecen más vitales que otras. El corazón, el cerebro, los pulmones y el estómago pueden parecer estar entre las partes más destacadas, pero el funcionamiento o el mal funcionamiento de alguna glándula menor a menudo es un asunto de vida o muerte. ¿De qué modo te ubicas en tu cuerpo local? ¿Estás contento con el papel que desempeñas? ¿Estás celoso del papel de alguna otra persona? ¿Eres un órgano muerto, sin vida? ¿O tal vez estás tratando de hacer más de lo que necesitas hacer? ¿De qué modo las palabras de Pablo te ayudan a comprender mejor cuál debería ser tu papel?

Equal opportunity means everyone will have a fair chance at being incompetent. Laurence J. Peter US educator and writer (1919 - 1988)

Grrrrrrrr!!!! Speak when you?re angry and you?ll make the best speech you?ll ever regret?.Laurence J. Peter Uncontrolled anger is not a pretty thing. Listen as I discuss some very revealing parts of my own life dealing with this issue. Music Anne Davis…”Temple of Contradictions” Jamin Dunn…”Forgive Them” John Clarkson…”4 KG” Scriptures Mark 3 (The Message...