Draw a map of your life

From “Sacred Compass: The Way of Spiritual Discernment” by J. Brent Bill As I grew contemplative in my faith, questions arose as to how any of the things I had done fit into “a” wonderful plan for my life. Learning to see life as way opens answered that question.  You might want to draw a […]

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Purpose

From “How Will You Measure Your Life?” by Clayton M. Christensen, James Allworth, and Karen Dillon To maximize the value of the advice in this book, you must have a purpose in your life… A useful statement of purpose for a company needs three parts. The first is what I call a “likeness”. By analogy,

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This accumulated knowledge was unique

From “Cumulative Advantage: How to Build Momentum for Your Ideas, Business, and Life Against All Odds” by Mark W. Schaefer Kristian Bush is one of Nashville’s most prolific singer-songwriters and is best known for being one half of the Grammy-winning, multi-platinum band Sugarland. Kristian told me that a mashup of early life events created an

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“Seekin”

From “What Makes You Come Alive: A Spiritual Walk with Howard Thurman” by Lerita Coleman Brown I have not yet read about a nature-based custom common among the enslaved Gullah people, African Americans who lived along the coast of and on the islands near South Carolina. Gullah youth would go out into nature to find

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Reading the Signs

From “Discernment: Reading the Signs of Daily Life” by Henri Nouwen with Michael J. Christensen and Rebecca J. Laird God speaks to us all the time and in many ways, but it requires spiritual discernment to hear God’s voice, see what God see, and read the signs in daily life.                      -Henri Nouwen

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The 7 Low-Trust Organizational Taxes

From “The Speed of Trust: The One Thing That Changes Everything” by Stephen M. R. Covey Redundancy is unnecessary duplication. Of course, redundant mission-critical systems and data management are necessary. But a redundancy tax is paid in excessive organizational hierarchy, layers of management, and overlapping structures all designed to ensure control. For the most part,

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a ringing endorsement of the coffeehouse model of social networking

From “Where Good Ideas Come From: The Natural History of Innovation” by Steven Johnson In the late nineties, a Stanford Business School professor named Martin Ruef decided to investigate the relationship between business innovation and diversity. Ruef was interested in the coffeehouse model of diversity, not the “melting pot” political kind: the diversity of professions

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