Thursday, January 6, 2011

"My New Year Messages"


I am back on blogging. This is good for me because it is a new year so it’s time to set goals to overcome my bad habits and focus on keeping myself and I super busy this year. Personally, I have had a great year in 2010. It was a year full of ups and downs, happy and sad moments, fun and painful occasions. Though there have been touchdowns and misses in every sphere, overall, it has been a good year. I am very enthusiastic about 2011. I think the New Year will usher in new promises, hopes, and challenges. Whether your goal is about changing your career, weight loss, relationship, anger management, patience, kindness, peace, or care, make the most of every passing moment.

This year I worry about having an existential crisis with the Haiti Earthquake. I have personally lost more relatives and friends from the earthquake than the United State lost on 9/11. The number of people killed from the earthquake is greater than a quarter of million, and millions of people in Haiti suffer daily from famine, cholera, and other disasters. I personally thank the international organizations for their help and support for the people of Haiti. Haiti has finally gotten international attention but the country still has a long way ahead (but that could just be my thoughts).

I like what Victor Frank says in his famous book "Men search for meaning" about purpose. Life has meaning if we lead a purpose driven life. And purpose is derived from values.

As I contemplate for being grateful, I realize that much of my purpose has to do with my relations with God. I know I am good at listening to the higher power and I intent to tie to my purpose as he will guide my values in 2011.
When asked recently why we are on the earth, I hurriedly replied "to run successful businesses - what else? To be famous?” As I ponder more, I realize, for me, the quick and easy answer is that I have been diligent in giving back to the community and am recognized for my contributions. I think sometimes we don’t look at our lives and forget to see how truly blessed we are. I am blessed to have a great education, good friends, a roof over my head. I am blessed that I could go to sleep and don’t have to worry about what I am going to eat when I wake up in the morning. As a non-profit entrepreneur and Senior Executive Consultant, I want to devote my time and energy in providing outstanding strategies to provide more efficient assistance to the poor, is a good part of my purpose and how I can have the greatest positive impact in this world.

Thanks for reading my blog. May your year be full of the things that bring you the most joy and happiness, whether it be family, happiness, love, blessing, success, a new job, or relief from pain or some combination of all of the above. I wish you a very prosperous one in whatever you do.

Rony Delgarde

Monday, November 1, 2010

Why Should Anyone Be Led By You? - Authentic leadership

This is a very well articulated presentation about Authentic leadership. I think the author could have used examples for each Principle to be more thorough. However, he was very thorough in his presentation and explained intelligently. Enjoy the 10 minutes presentation!




Rob Goffee and Gareth Jones discuss the CASE framework, a central element of Why Should Anyone Be Led by You? the research and thought leadership of London Business School professor Rob Goffee and Gareth Jones, authors of the best-selling Harvard Business Review article and book of the same name.

Thank you

Rony Delgarde

Friday, October 15, 2010

My latest book review is on the "Authentic Leadership" Rediscovering the Secrets to Creating Lasting Value by Bill George


I read a great book on leadership - Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value by Bill George– If you are an ambitious and conscientious business leader looking for inspiration, mentorship and guidance in a business climate that has been stained by acts of arrogance, greed and stupidity, this is the book for you. I'm always looking for business books that will help me improve my leadership skills as well as inspire me to learn new tricks for daily business. This book does both. It's an inspiring message to follow our values, to look at the long term picture, and also has a lot to say on work/life issues.

Authentic Leadership is the “Leadership Manual" for a new generation of business leaders. In his book, Bill George encourages the leaders of tomorrow to ask themselves some of the most fundamental questions that many business managers and leaders are privately and sometimes publicly, asking themselves today. What is my mission in life? What do I want to get out of a career? Which company do I want to work for? How do I make priority calls between my personal life and my career?

Looking back at my years in active world of business, I realize just how fortunate I was to have the opportunity to reach my goal. I am the first member of my family to attend college, receive my bachelor's degree, and earn my MBA. While in college, I was one of my classmates to believe in both creating opportunities for others and finding a special company that could influence my values. Well It didn’t take me long enough to realize how the complete collapse of corporate governance and the extreme greed of certain corporate leaders that has been exposed in the past years made that both too clear. At the time, I had just radical ideas because I looked at leaders around the world as powerful people running large organizations, countries, and often wonderful families. As I look at leaders today, I can easily change the story because leaders do not address the deeper needs at stake. Bill George has boldly deviated those old ideally leaders but claimed his generation of business leaders as responsible the current ethics crisis in business today and is appealing for the emergence of a new kind of business leader, authentic leaders, to restore order to the global business climate. He relates his own successes and failures in a manner that is easy for young business leaders to identify with and even addresses many of the issues that you don't often find in business texts - such as finding the right balance between your home and work lives.

Like many young professionals, I caught by fire in a business world that moved at fast speeds and was driven primarily by short-term results. As I have never known any other way to do business, I found Mr. George's insights into how he developed his own personal brand of leadership over the course of his career compelling. I most appreciated the fact that, unlike the arrogant texts of some other high-profile CEOs, he does not claim himself to be a model for what you and I should or should not be. His goal is to share his own experiences and allow you the opportunity to form your own opinions about what Authentic Leadership means to you. In fact, he strongly argues that it is not the place of any author or educator to relay to you what is "right" and "wrong" in terms of leadership. Instead, developing your own brand of leadership, one that continues to evolve and change as you gain experience and deal with failure, is the only true path to becoming an effective, Authentic Leader. He makes some very convincing arguments as to how Authentic Leaders link the long term needs of customers and employees to enhancing share holder value and he demonstrates his own encounters with morally and ethically challenging situations that serve as a reminder that all of us will have to encounter crossroads at some point in our careers.

I highly recommend Bill George's book. It is personal, entertaining, motivational and, most importantly, actionable. Invest a few hours in this book and you will reap the benefits for years to come.

Those who connect with me on twitter or LinkedIn know I like quotations. Quotations are a way to state a view without having to take the blame for that view

One of the quotes I liked in the book: “Ask not what your country can do for you but what you can do for your country” by President John F. Kennedy

Thanks for reading my post...

Rony Delgarde

Tuesday, October 5, 2010

"I am learning how, who and what to delegate"


It was a very busy weekend for me. I worked 12 hours both Saturday and Sunday. Today I had a couple of interviews (and yes, I am looking for work and who is not looking these days?) then I attended the United Way Board of Director class, is a 10-week, 40-hour training program designed to develop and enhance leadership skills, increase diverse volunteer participation in nonprofit board and leadership positions, and increase placement and retention of individuals from metro Atlanta communities.

So I never stop learning. Now I am home doing a bit of email clean up, budget work and numbers review but other than that, I have been keeping with the media in Haiti for most part. I didn’t watch Monday Night football today but I plan to check online for the results, just playing technology….

Tonight I have been thinking about delegation. I know in order to grow, I need to learn how to delegate. I learned the theory of "delegate anything that someone else can do significantly easier, faster or less expensively than I can" from my Business class. I learned the theory of "include the why, not just the what needs doing" by practice.

The thought I have is on what is appropriate for me to delegate? What resources I have to delegate to? I am thinking of approaches to the challenge. I am going to monitor my time use for a week or so to see what things I might be able to delegate appropriately.

Sometimes in delegation, there is a relationship that is creating between the delegator and the delegatee (if that is a word..lol) and a learning curve for the delegatee. So I have to consider that in my analysis. One thing that can stop my growth is not accepting that others can often do something better than me (even though it is not necessarily to the same way I would have done it). I believe everyone has a unique talent and skill. As leaders, we all realize that is challenging sometimes to let go of our standard and accepting something less. Well, it has taken me a long time to realize that perfectionism can kill growth sometimes. So the ultimate key is to find balance and appreciate others for their contributions.

So right now, no answers, just thinking and analyzing.

I often hear one of my associates said they have no one to delegate to since no one works for them. Sounds familiar? Well, I believe they can delegate to peers, to suppliers, to customers or to the person they work for or people in other departments or their family members. The key is appropriate delegation. Sometimes I can solve a problem with just a quick call or an email that might take someone hours to figure out and then plan along the way.

So my tip for future leaders is to look at what you might have that you can delegate it’s also called “comparative advantage”

Please leave your comments, thank you!

Rony Delgarde

Monday, August 2, 2010

"I am Learning to Say NO"


I have been traveling on business. And I have been working with NGOs including Habitat for Humanity, Yele hayiti, Care USA, Red Cross, and the Clinton-Bush Haiti Fund work together to provide the widest range of resources to help families, children and help the people of Haiti. But all have been a very rewarding experience and very time consuming. In short, I am feeling swamped.
I have never been good at saying no to people. People call and want to meet with me, arrange for a call, get me to speak etc. People send me emails that need replies, and projects need review before submitting etc. I usually say yes.

Part of it is culture and my parents’ politeness. I have learned that it seems rude to turn people down. Part of it also is I am an optimist and see the good in everything and everyone.

In order to focus on my priorities (and focus is a major skill that can move a good leader forward), I realize I need to say no to people. As with many things, it is easier to go completely cold turkey. So I am now in a NO zone phase. I am turning down every activity, opportunity for this month and the next to focus and get busy.

This will allow me to stop partying, drinking, dancing, dating, eating out, facebooking or twittering but focus.

No can be a good leader time management device…!!

Sunday, August 1, 2010

I Recently Read a Book Called "Invaluable" by Dave Crenshaw


I am just back from a long trip. Feeling I need to get more productive when I am on the road. There are always things I leave for when I am back home which I would prefer to just have dealt with.

I read a great little book by Dave Crenshaw- Invaluable: The Secret to Becoming Irreplaceable on my Kindle with Blackberry Bold 9000. You better love it. I had a negative reaction to the title because I believe everyone is replaceable and greatly dislike those that hoard information and knowledge which is how some choose to be more irreplaceable (and that method does not work).

But that is not what the book is about. It is about Time Management (so of course I love it). The gist of the message is -spend your time in your most valuable area (he calls them MVAs)". This has to do with knowing your unique strengths and understanding the value of them.

I have always worked on knowing my strengths and working in them. Part of it though is to also look at those things you do which are lower value add and figuring out how to reduce or eliminate them. Coming off a long trip from last week, I really see a lot of low value time (like spending time on Facebook, posting my pictures etc.).

So I heartily agree with the thesis. And it re-emphasizes all that I know.

It is written as a story or parable which I do not particularly like (although many people prefer that). I just like the facts.

I think this book will inspire leaders to spend their time better.

Thanks for reading my blog....

Rony Delgarde

Thursday, July 8, 2010

Why You’re Worth More Than You’re Paid


Paul Graham (YCombinator Venture) writes a series of essays for entrepreneurs. Below is an excerpt from his essay “How to Make Wealth.” Convincingly, he argues a great entrepreneur working at full capacity can make 36 times his corporate counterpart. His argument is copied and reviewed below. I hope you enjoy it.

If you wanted to get rich, how would you do it? I think your best bet would be to start or join a startup. That's been a reliable way to get rich for hundreds of years. The word "startup" dates from the 1960s, but what happens in one is very similar to the venture-backed trading voyages of the Middle Ages.

Startups usually involve technology, so much so that the phrase "high-tech startup" is almost redundant. A startup is a small company that takes on a hard technical problem.

Lots of people get rich knowing nothing more than that. You don't have to know physics to be a good pitcher. But I think it could give you an edge to understand the underlying principles. Why do startups have to be small? Will a startup inevitably stop being a startup as it grows larger? And why do they so often work on developing new technology? Why are there so many startups selling new drugs or computer software, and none selling corn oil or laundry detergent?

The Proposition

Economically, you can think of a startup as a way to compress your whole working life into a few years. Instead of working at a low intensity for forty years, you work as hard as you possibly can for four. This pays especially well in technology, where you earn a premium for working fast.

Here is a brief sketch of the economic proposition. If you're a good hacker in your mid twenties, you can get a job paying about $80,000 per year. So on average such a hacker must be able to do at least $80,000 worth of work per year for the company just to break even. You could probably work twice as many hours as a corporate employee, and if you focus you can probably get three times as much done in an hour. You should get another multiple of two, at least, by eliminating the drag of the pointy-haired middle manager who would be your boss in a big company. Then there is one more multiple: how much smarter are you than your job description expects you to be? Suppose another multiple of three. Combine all these multipliers, and I'm claiming you could be 36 times more productive than you're expected to be in a random corporate job. If a fairly good hacker is worth $80,000 a year at a big company, then a smart hacker working very hard without any corporate bullshit to slow him down should be able to do work worth about $3 million a year.

Like all back-of-the-envelope calculations, this one has a lot of wiggle room. I wouldn't try to defend the actual numbers. But I stand by the structure of the calculation. I'm not claiming the multiplier is precisely 36, but it is certainly more than 10, and probably rarely as high as 100.

If $3 million a year seems high, remember that we're talking about the limit case: the case where you not only have zero leisure time but indeed work so hard that you endanger your health.

Startups are not magic. They don't change the laws of wealth creation. They just represent a point at the far end of the curve. There is a conservation law at work here: if you want to make a million dollars, you have to endure a million dollars' worth of pain. For example, one way to make a million dollars would be to work for the Post Office your whole life, and save every penny of your salary. Imagine the stress of working for the Post Office for fifty years. In a startup you compress all this stress into three or four years. You do tend to get a certain bulk discount if you buy the economy-size pain, but you can't evade the fundamental conservation law. If starting a startup were easy, everyone would do it.

Millions, not Billions

If $3 million a year seems high to some people, it will seem low to others. Three million? How do I get to be a billionaire, like Bill Gates?

So let's get Bill Gates out of the way right now. It's not a good idea to use famous rich people as examples, because the press only write about the very richest, and these tend to be outliers. Bill Gates is a smart, determined, and hardworking man, but you need more than that to make as much money as he has. You also need to be very lucky.

A great deal has been written about the causes of the Industrial Revolution. But surely a necessary, if not sufficient, condition was that people who made fortunes be able to enjoy them in peace. One piece of evidence is what happened to countries that tried to return to the old model, like the Soviet Union, and to a lesser extent Britain under the labor governments of the 1960s and early 1970s. Take away the incentive of wealth, and technical innovation grinds to a halt.

Remember what a startup is, economically: a way of saying, I want to work faster. Instead of accumulating money slowly by being paid a regular wage for fifty years, I want to get it over with as soon as possible. So governments that forbid you to accumulate wealth are in effect decreeing that you work slowly. They're willing to let you earn $3 million over fifty years, but they're not willing to let you work so hard that you can do it in two. They are like the corporate boss that you can't go to and say, I want to work ten times as hard, so please pay me ten times a much. Except this is not a boss you can escape by starting your own company.

The problem with working slowly is not just that technical innovation happens slowly. It's that it tends not to happen at all. It's only when you're deliberately looking for hard problems, as a way to use speed to the greatest advantage, that you take on this kind of project. Developing new technology is a pain in the ass. It is, as Edison said, one percent inspiration and ninety-nine percent perspiration. Without the incentive of wealth, no one wants to do it. Engineers will work on sexy projects like fighter planes and moon rockets for ordinary salaries, but more mundane technologies like light bulbs or semiconductors have to be developed by entrepreneurs.

Startups are not just something that happened in Silicon Valley in the last couple decades. Since it became possible to get rich by creating wealth, everyone who has done it has used essentially the same recipe: measurement and leverage, where measurement comes from working with a small group, and leverage from developing new techniques. The recipe was the same in Florence in 1200 as it is in Santa Clara today.

Understanding this may help to answer an important question: why Europe grew so powerful. Was it something about the geography of Europe? Was it that Europeans are somehow racially superior? Was it their religion? The answer (or at least the proximate cause) may be that the Europeans rode on the crest of a powerful new idea: allowing those who made a lot of money to keep it.

Once you're allowed to do that, people who want to get rich can do it by generating wealth instead of stealing it. The resulting technological growth translates not only into wealth but into military power. The theory that led to the stealth plane was developed by a Soviet mathematician. But because the Soviet Union didn't have a computer industry, it remained for them a theory; they didn't have hardware capable of executing the calculations fast enough to design an actual airplane.

In that respect the Cold War teaches the same lesson as World War II and, for that matter, most wars in recent history. Don't let a ruling class of warriors and politicians squash the entrepreneurs. The same recipe that makes individuals rich makes countries powerful. Let the nerds keep their lunch money, and you rule the world.

Thanks! if you like the article please leave comments.

Rony Delgarde