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“60 SECONDS” A THINKING APP FOR EXCEPTIONAL LEADERS.
by victor prince dickson   
Rated "G" by the Author.
     
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When you have successfully built and constructed your 60 SECONDS chart, all personal and group decisions can be accessed within the first sixty seconds.

Today we are living in a fast world. In fact in our today’s world, ‘faster’ has replaced ‘fast’. This means that behaviours, trends and events have assumed their own customized speed, nothing waits for anyone anymore.

Gone are the days when you can afford to “change” when you want or choose to. This phenomenon has affected the traditional speed of decision making. Decisions now, no matter how critical, have lost the right to leisure.

 In other to catch up, to meet up with the ever changing scenarios of lifestyle and business at both personal and group level, you must learn to lead yourself. You must become your own leader even before conversing with your “leader”.

To become your own leader, you must have the 60 SECONDS mind-frame, where core considerations are projected, investigated and established as a guiding lamp to help you navigate through complex situations that are social, psychological and physical.

When you have successfully built and constructed your 60 SECONDS chart, all personal and group decisions can be accessed within the first sixty seconds.

60 SECONDS is an integrative thinking process that weaves together strategic and critical thinking into a fun filled experience. It is predicated on SIMULATION. It is a Thinking App that helps you indentify, convert and record mental images into day to day principles.

60 SECONDS is created by Victor Prince Dickson and published as a work schedule in the mind development workbook ‘THINKING FIELD - 2015 Edition’, authored by the creator of 60 SECONDS.

It can be applied at a level of personal development or capacity building for brands and institutions.


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Reviewed by Ronald Hull
Reviewed on November 20, 2014
Yes, it would seem like life is moving very fast. People are talking faster, multitasking, and operating at a frenzied pace. I've known these knee-jerk decision-makers in my time and found that they often made terrible decisions but were moving so fast that they never looked back to see what damage they had done. Strangely, most of them got fired when their bad decisions caught up with them long after much damage has been created.

Once in a while we all have to stop moving at such a crazy pace and figure out what we really should be doing. Corporations like to go on expensive retreats to get it done, but I think everyone should set aside part of each day to just review what we've been doing so that will make better, not faster, decisions in the future.

Ron

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