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Quote by Todd Perelmuter

“We all have these self-constructed personalities and we believe that our likes and dislikes make up a strong part of our personality and who we are. But, we can choose our own likes and dislikes. They don’t have to just be automatic unconscious reactions.”

Quote by Todd Perelmuter

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Todd Perelmuter

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“When God looks at us, He does not see our broken, rejected, useless state. He sees what He intended us to be. He sees what the Lamb sacrificed to reinstate us. We gave our identity away, so the Lamb, Jesus, came to restore that which was lost. He sacrificed to give us His identity. He clothed us in His right standing and covered us in His precious blood. His DNA was given to restore ours.”

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“Although some organizations today may survive and prosper because they have intu- itive geniuses managing them, most are not so fortunate. Most organizations can benefit from strategic management, which is based upon integrating intuition and analysis in decision making. Choosing an intuitive or analytic approach to decision making is not an either–or proposition. Managers at all levels in an organization inject their intuition and judgment into strategic-management analyses. Analytical thinking and intuitive thinking complement each other. Operating from the I’ve-already-made-up-my-mind-don’t-bother-me-with-the-facts mode is not management by intuition; it is management by ignorance. Drucker says, “I believe in intuition only if you discipline it. ‘Hunch’ artists, who make a diagnosis but don’t check it out with the facts, are the ones in medicine who kill people, and in management kill businesses.”

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“A clear mission statement describes the values and priorities of an organization. Developing a mission statement compels strategists to think about the nature and scope of present operations and to assess the potential attractiveness of future markets and activities. A mission statement broadly charts the future direction of an organization. A mission statement is a constant reminder to its employees of why the organization exists and what the founders envisioned when they put their fame and fortune at risk to breathe life into their dreams.”

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“In the context of strategic human resources development, strategies may seem a lot more like an idiosyncrasy rather than a pragmatic instrument. But the challenge is in spinning the wheels of these strategies into motion and studying the consequence which assuredly would lead to some development and not necessarily a failure. Dexterous and expert integration of strategic management and human resource management pops up as the key in this context to unlocking the uncertainties of a devised human resource strategy.”

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“The roots of wellness run deeper than prescriptions—they start in our kitchens, gardens, and choices.”

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