Clocks 2

The Third of Three Single Parts of One of the Standout Songs from their "a Rush of Blood to the Head" Breakthrough Album. Each Part Includes Exclusive Live Tracks Recorded at Rotterdam's Famed Ahoy Ballroom in 2002.
Customer Review: Great CD-Set (very rare) Live in Holland
One of a three CD-Box only released in Holland. Actually, this is not Clocks 3, but Clocks 2 !! Tracklistings: Clocks 1: Clocks (Edit), Politik/Shiver/Daylight (Live), Clocks 2: Clocks (Album Version), Trouble/The Scientist/Green Eyes-Mooie Ellebogen (Live), Clocks 3: Clocks/In My Place/Everything's Not Lost/Yellow (Live). All Live Tracks are recorded in Ahoy, 5 Nov. 2002 and especially Green Eyes/Mooie Ellebogen is very rare, because the song didn't go quite well (wrong chord) and it features Coldplay's only Dutch song :-)

Even the most successful businesses suffer from third-quarter blues. At times, results are easy to justify capital expenditures, seasonal market fluctuations or even act-of-nature catastrophes. Some companies may even spoil third quarter results to spare the triumphant fourth. Or, perhaps the dismal quarter is part of a wider business strategy that shareholders and analysts understand and support. At other times, the alarming red ink is a real wake-up call that leads to financial housekeeping, an executive sweep or a fiscal crisis plan.

But often, its not the results that are at fault, but the planning method that generates them. A business is not entirely unlike an individual when it makes short-term decisions that are not in alignment with the core values of the company the end result is nearly always disappointing.

Lets face it. Business leaders are under pressure to produce results now. They can easily bend to the will of investors and boards, who want quick returns and payoffsquick indicators of success. All too often, a leaders long-term vision for company growth and achievement is sacrificed to the demands of quarterly reports or the profit and loss statement. And that sacrifice leads to bad decisions that compromise the underpinning values of the organization and unsurprisingly, can shipwreck quarterly earnings and maroon long-term gains.

So how does a business leader set the right goals?

According to veteran entrepreneur Peter H. Thomas, youand your companyshould dance your way to success through mutual goals that are adopted step by step and always in alignment with your values. In Thomas blueprint for success, he suggests the RUMBA, a goal-setting process that determines worthwhile objectives in terms of:

--> Realistic

--> Understandable

--> Meaningful & Measurable

--> Believable; and,

--> Agreed upon.

To stage the process, and bring it into focus and vision, business leaders focus on the following questions:

Are our goals realistic? Are they grounded in clear ideas of what we want and whats required to achieve them?

Are we willing to take risks, and if so, whats our risk quotient?

Are the goals understandable? Are the objectives clearly defined?

Are the goals personally meaningful to our company and its stakeholders? Are they measurable with objective indicators?

Do we believe wholeheartedly in the short-term objectives and the long-term goal we expect to achieve?

Are the goals and objectives agreed upon by the people who have stake in our company?

Even then, while the focus and balance needed to be a leader may give a company stability and trajectory, company goals that dont align with company values will always be a threat to future growth.

As Plato said in the text Alcibiades, Know Thyself. As a business leader, youre charged with the task of holding a vision for the company, and maintaining the appropriate perspective to achieve it. Dont let unaligned interests cloud your sight. A well-focused leader who sets goals using criteria consistent with personal and corporate values will achieve over the long haul.

Quarterly results dont have to be dreaded, or be a catalyst for financial housekeeping or maybe the executive sweep. When goals are in step with stakeholder expectations and aligned with core values, its all easya piece of cake, says Thomas.

Moreover, dancing with a goal-setting strategyand aligning it on a values-driven courseoffer benefits beyond the achievement of the goals themselves. These methods combined are a surefire way to motivate and inspire others, develop clarity and will boost the energy and confidence needed among colleagues and customers to reach even the tallest company peak.

Additional Resource

--> The LeaderShape program at the McCombs Business School at the University of Texas is an academic leadership conference dedicated to promoting a healthy disregard for the impossible and leaders who act consistently with their core values. Click Here.

Author: As vice president of LifePilot, Christopher Scott Smith oversees the organizations operations, ensuring efficient and effective management of overall company strategy and budget, as well as the management of personnel and stakeholder relationships. The organization provides values-driven motivational products, programs and workshops for entrepreneurial success, self-help, parenting, and business leadership. LifePilots net profits are distributed to charities through the Todd Thomas Foundation and the Thomas Foundation. Contact Chris at values@lifemanual.com. Learn more about values, motivation and Chris work at http://www.lifemanual.com.

For tips on setting goals, visualizing them and finding inspiration and motivation to make them happen, LifeManual provides a free PDF Download.

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