Third part, about the future. And we've got our sights set on even more than that. "We can be the engine that drives our firm "to industry leadership." and here he cited specific initiatives they were working on. — "Other firms have rebounded from downturns "based on the next wave of innovation." Again, he cited some relevant examples. "That's what we'll do, too. "We're going to drive the future of this firm." And then he explained how their initiatives would do it.
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Fourth, develop yourself. How do you equip yourself for the journey? You can't give your people what they deserve for long unless you give yourself what you need too. Leading others is a voyage in the outer world of tangible results and the inner world of your own growth. It takes curiosity and courage.
Two. What are the most important challenges and opportunities we face in the present? To have credibility, it's important to acknowledge realistically what we currently face, instead of avoiding the problems that everyone knows about. And you'll also want to identify the opportunities that many might not see.