Consider This

Robert Stevenson’s Thoughts on the Pursuit of Excellence


Loyalty

October 17, 2021

by Robert Stevenson

We become loyal when we believe in something or someone; it is something that is developed—or lost—as a direct result of our own actions, behaviors, and motives. To earn the loyalty of others, your behaviors and actions have to reflect that YOU WERE LOYAL FIRST.



The Psychology in Leadership

August 22, 2021

by Robert Stevenson

What are your employees thinking? What is bothering, annoying and/or frustrating them? What barriers are in their way that, in their opinion, are hindering them from performing their job properly, quickly, and efficiently?



Why, Why Not, Why Don’t We Try

February 14, 2021

by Robert Stevenson

Nobel Laureate and physicist Richard Feynman said that it was no coincidence that virtually all major discoveries in physics were made by those under the age of 25. When he was asked why he concluded, … “you don’t know what you don’t know.” I guess another way you could put it is, when you are unaware of something that supposedly can’t be done … you go at it with a blind determination to see if it CAN be done.



The Power of TRUST

December 13, 2020

by Robert Stevenson

What makes a company great? Its CULTURE.
What makes a great corporate culture? LEADERSHIP.
What makes a great Leader? TRUST.



Accountable is a Requirement

November 1, 2020

by Robert Stevenson

So, you want to be a leader; not only a leader, but a great one at that? Then you need to fully understand that you are “ACCOUNTABLE” for everything. Being accountable not only means being responsible for something, but ultimately being answerable for your actions and the actions of your team. .



What Covid-19 is Teaching Companies

August 10, 2020

by Robert Stevenson

When the coronavirus pandemic erupted, COMPANIES HAD TO CHANGE. For most companies, business-as-usual for serving customers, working with suppliers, collaborating with colleagues, or getting anything done—had to be done differently and the changes had to be made immediately. Accelerating the scope and scale of innovation was a must. The speed of decision making took on a whole new meaning.



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