![]() ![]() The phrase appears in his Odes, published in 23 BCE. “carpe diem quam minimum credula postero.” The origin of “Carpe Diem” comes from Horace’s injunction. Carpe Diem, gentlemen, and make your dreams come true.” “Every day is a chance at a new opportunity and a new way to improve your life. So, we stayed home, and I made him watch “Dead Poets Society.” After the “ Carpe Diem” scene, he told me he felt guilty about not going to school.” “My son told me that he didn’t feel like going to school that day. “ Carpe Diem! It’s a brand new day, and I’m ready to take on the world.” “ Carpe Diem, everybody! It’s first light, and it’s time to get up to catch the fish.” Kid’s have a good day at school and remember to Carpe Diem!” The expression is common among self-help gurus and personal development literature, where it attempts to motivate people into leading productive lives. He uses the phrase in his teachings to convince the boys to make the most of their youth while it lasts.īy “ seizing the day,” you are taking command of your time and actions, moving you closer to achieving your goals. In the film, Robin teaches a class of private college students. The meaning of “ Carpe Diem” is “ seize the day.” It’s a popular phrase, brought back into everyday use through the movie “ Dead Poets Society,” featuring the late Robin Williams. Monitor the results and the changing situation: How effective was the enterprise at achieving the intent of your initiatives? How has the organization changed? What is different about the context in which your company operates that might affect how you draft your next steps? What can you learn and apply in the future? Ask yourself what changed internally and externally and socialize with leaders throughout the enterprise, then build the findings into your next draft plan.Are you looking for a way to motivate people into seizing the day? You could always use the phrase, “ Carpe Diem.” This post unpacks the meaning and origin of this expression. Negotiations (and preparation for them) are where it all comes to life, and if you feel like you totally overdid it on training then it’s just barely enough. Finally, empower them to do their best work by protecting them from the things that might distract, derail, or micromanage them. Be aware that protecting them from micromanagement may mean restraining yourself and your team. Push out summarized information in widely distributed updates and facilitate easy access to deeper information about markets, commodities, competitors, alternatives, technologies, etc. Go long on negotiations training and ensure methodology is being applied afterwards. Procurement Leaders should feel like Social Media Influencers or Chief Marketing Officers in disguise and reminisce about the days when they did ‘procurement’ rather than promoting ideas across the enterprise.Įnable the buying teams: These are the c̶a̶t̶s̶ people who make the procurement initiative a success or failure. Motivating them via influence is necessary but not sufficient for success. ![]() ![]() Influence the enterprise: Embrace being an Influencer! Because centralized procurement functions get most of their work done through teams that roll up under someone else, influence is critical. Distributed buying teams and the leadership they report into must want to accomplish the Procurement Leader's intent. Teams buy into goals when they understand the ‘Why’ so Leaders must be the champions of ‘Why’. Link initiatives directly to challenges the company faces and ensure everyone the initiative touches can articulate (particularly to themselves) how their participation in the initiative contributes to the company’s success. ‘Herding Cats’ is a term Procurement Leaders use to describe getting things done across large organizations. Buyers often report to local leaders rather than the central procurement function and can have conflicting priorities and incentives. Procurement Teams need a simple process to w̶r̶a̶n̶g̶l̶e̶ ̶f̶e̶l̶i̶n̶e̶s̶ seize the day:ĭraft a plan: ‘Iron’ Mike Tyson wisely said, “Everybody has a plan until they get punched in the mouth”. Embrace the idea that all plans are drafts: define the plan loosely enough that the extended buying teams can collaborate on it and feel ownership before it is ready for execution and don’t let it affect you/your team emotionally when it looks a lot different than where you started. Base it on a relevant ‘Why’ that ties directly to the company’s challenges. ‘What’ and ‘How’ should come from the extended team that includes the people who buy things and the leadership teams they report into. ![]()
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