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Well actually that focuses on what we call the five keys and those five keys are what
we call the five keys to bridging relationships and building leadership in ourselves and in
others and those five keys are first and foremost awareness and awareness says it is a willingness
to look and see and look at ourselves and look at our organizations as realistically
as possible. We fool ourselves a lot of time, so you know I can look in the mirror any morning
and say Bob, you are so handsome and you are so skinny but that is not the current reality,
the reality is we all, we are who we are, works in all and as such as we look at it
realistically we all recognize that we have strengths and we have areas for development
and as we look at those, it is a matter of how to apply those strengths to take care
of those areas of development and as we combine as leaders, then it is a matter of our collective
strengths to address the collective areas for development for sources as team and for
ourselves as an organization. The next key is actively look at ourselves realistically,
the next key is commitment and see that the thing about commitment, however, is a lot
of people believe that commitment is what to say and if I say it as I am going to do
this, then that is all we are going to need to do but how many of those have made a commitment
to lose 10 or 15 pounds and we start off and we run a day or two or what have here we go
to the gym the first month or week or what have you and then we kind of fall off and
we get right back to the way we are almost comfortable and so commitment is more about
what you do than what you say and that is exactly why the next key is participation.
We actually have to demonstrate our commitment through participation. So, if we become aware
of something that we really need to address and then we make a commitment to do it. We
have to demonstrate that commitment through what we do and that participation has to be
consistent and it is going to take courage to do that because that means we are actually
moving in another direction, saying things differently, doing things differently and
people are going to say what is wrong with us, they are going to actually notice it,
but that is the key. If we actually demonstrate our commitment through participation that
is when we get support, that is the next key, that is the fourth and very important key
that is when people step up and say well it is about time, you look pretty good what you
have been doing. All of those things come in to play, so people actually step up and
give us some aspect of support when they actually see us demonstrate our commitment and the
more consistent we are with it, the most support they are willing to give. Now understand that
support can also be some pretty tough feedback sometimes and some pretty critical analysis,
but you know as we go back to that awareness side they probably are right or they at least
are moving in the right direction for us. Once we actually get people on board and we
have that core of support and that actually fortifies us and motivates us to do more of
what we are doing and making more commitments, that fifth key comes into play and that is
accountability. With accountability, once we have actually started moving in a direction
and making things happen, accountability is what we call shared commitment. I give you
permission to hold me accountable to where I say were going to go now, where I say I
am going to go now. I have made some changes, but I also get permission from you to hold
you accountable for what you say you are going to do. This is mutual or shared commitment
and if we are committed, again that is more about what we do than what we say. Then we
begin to move ourselves and our organizations in the directions that they need to go in
and actually it brings about behaviors that we do not adjust allow for but we require
and those behaviors are behaviors that contribute to our vision and our mission and our goals.