Life of Faith and Purpose: The Inspiring Story of Arabinrin Temitope.

Arabinrin Temitope is a name synonymous with faith, resilience, and purpose. Her remarkable journey has inspired countless individuals around the world. In this article, we'll explore her life, achievements, and the impact she's made.

This is a great privilege to all my crushes that do asked about myself.. 

So let me give a try to see what kind of image you have about me through my self-description. I hope that my impression about myself and your impression about me are not so different. Here it goes.

Arabinrin Temitope appears to be a name or alias used by Oyebamiji Temitope Deborah, a individual who has written about various topics such as self-improvement, motivation, freedom of speech and leadership. Based on available information:

Real Name: Oyebamiji Temitope Deborah

Alias: Arabinrin Temitope, given to her during her time in communication school

Background: Born and raised in Ibadan, with her paternal roots tracing back to Oyo town

Interests: Writing, student journalism, and possibly leadership and public relations.

Arabinrin Temitope has further honed her skills and expertise through various programs and affiliations, including:

- Certificate in Leadership Training from Leap Africa

- Certificate in Business Art and  Entrepreneurship from TAFTA Terra Culture Academy

- Certificate in Scriptwriting from TAFTA Terra Culture Academy

- Member of ForbesBLK

 I am just someone who does some teaching, some research, and some writing. But my dream is still alive, Sure.

This is a brief introduction of myself. If you are interested in knowing more, read my articles or take a look at my pictures. Do not expect too much, and keep your sense of humor. 

BENEFIT FROM SHARED THINKING

 BENEFIT FROM SHARED THINKING

Good thinkers, especially those who are also good leaders, understand the power of shared thinking. They know that when they value the thoughts and ideas of others, they receive the compounding results of shared thinking and accomplish more than they ever could on their own. Those who participate in shared thinking understand the following: 

1. Shared Thinking Is Faster than Solo Thinking. 

We live in a truly fast-paced world. To function at its current rate of speed, we can’t go it alone. I think the generation of young men and women just entering the workforce sense that very strongly. Perhaps that is why they value community so highly and are more likely to work for a company they like than one that pays them well. Working with others is like giving yourself a shortcut. If you want to learn a new skill quickly, how do you do it? Do you go off by yourself and figure it out, or do you get someone to show you how? You can always learn more quickly from someone with experience—whether you’re trying to learn how to use a new software package, develop your golf swing, or cook a new dish. 

2. Shared Thinking Is More Innovative than Solo Thinking .

We tend to think of great thinkers and innovators as soloists, but the truth is that the greatest innovative thinking doesn’t occur in a vacuum. Innovation results from collaboration. Albert Einstein once remarked, “Many times a day I realize how much my own outer and inner life is built upon the labors of my fellow men, both living and dead, and how earnestly I must exert myself in order to give in return as much as I have received.” Shared thinking leads to greater innovation, whether you look at the work of researchers Marie and Pierre Curie, surrealists Luis Brunel and Salvador Dali, or songwriters John Lennon and Paul McCartney. If you combine your thoughts with the thoughts of others, you will come up with thoughts you’ve never had! 

3.. Shared Thinking Brings More Maturity than Solo Thinking .

As much as we would like to think that we know it all, each of us is probably painfully aware of our blind spots and areas of inexperience. When I first started out as a pastor, I had dreams and energy, but little experience. To try to overcome that, I attempted to get several high-profile pastors of growing churches to share their thinking with me. In the early 1970s, I wrote letters to the ten most successful pastors in the country, offering them what was a huge amount of money to me at the time (100) to meet me for an hour, so that I could ask them questions. When one said yes, I’d visit him. I didn’t talk much, except to ask a few questions. I wasn’t there to impress anyone or satisfy my ego. I was there to learn. I listened to everything he said, took careful notes, and absorbed everything I could. Those experiences changed my life. You’ve had experiences I haven’t, and I’ve had experiences you haven’t. Put us together and we bring a broader range of personal history—and therefore maturity—to the table. If you don’t have the experience you need, hook up with someone who does. 

CULTIVATE BIG-PICTURE THINKING

 Cultivate Big-Picture Thinking.

Big-picture thinking can benefit any person in any profession.. When two parents are fed up with potty training, poor grades, or fender-benders, and one reminds the other that the current difficult time is only a temporary season, then they benefit from thinking big picture. "Where success is concerned, people are not measured in inches, or pounds, or college degrees, or family background; they are measured by the size of their thinking.” —DAVID SCHWARTZ 

Big-picture thinkers are never satisfied with what they already know. They are always visiting new places, reading new books, meeting new people, learning new skills. And because of that practice, they often are able to connect the unconnected. They are lifelong learners. 

To help me maintain a learner’s attitude, I spend a few moments every morning thinking about my learning opportunities for the day. As I review my calendar and to-do list—knowing whom I will meet that day, what I will read, which meetings I will attend—I note where I am most likely to learn something. 

Then I mentally cue myself to look attentively for something that will improve me in that situation. If you desire to keep learning, I want to encourage you to examine your day and look for opportunities to learn. 

You can find many big-picture thinkers who aren’t leaders, but you will find few leaders who are not big picture thinkers. Leaders must be able to do many important things for their people: 

• See the vision before their people do.They also see more of it. This allows them to… 

• Size up situations, taking into account many variables. Leaders who see the big picture discern possibilities as well as problems to form a foundation to build the vision. Once leaders have done that, they can… 

• Sketch a picture of where the team is going, including any potential challenges or obstacles. The goal of leaders shouldn’t be merely to make their people feel good, but to help them be good and accomplish the dream. The vision, shown accurately, will allow leaders to… 

• Show how the future connects with the past to make the journey more meaningful. When leaders recognize this need for connection and bridge it, then they can… 

• Seize the moment when the timing is right. In leadership, when to move is as important as what you do. As Winston Churchill said, “There comes a special moment in everyone’s life, a moment for which that person was born.… When he seizes it… it is his finest hour.” 

UTILIZE STRATEGIC THINKING

 Utilize Strategic Thinking.

Strategic Thinking Prompts You to Ask the Right Questions.

When you hear the words “strategic thinking,” what comes to mind? Do visions of business plans dance in your head? Do you conjure up marketing plans, the kind that can turn a company around? Perhaps you contemplate global politics. Perhaps, but strategy doesn’t have to be restricted to military action or even to business. Strategic thinking can make a positive impact on any area of life. 

Do you want to break down complex or difficult issues? Then ask questions. Strategic thinking forces you through this process. Take a look at the following questions developed by  my mentor Bobb Biehl, the author of Master planning.  

Direction: What should we do next? Why? 

Organization: Who is responsible for what? Who is responsible for whom? Do we have the right people in the right places? 

Cash: What is our projected income, expense, net? Can we afford it? How can we afford it? 

Nun: Are we on target? 

Overall Evaluation: Are we achieving the quality we expect and demand of ourselves? 

Refinement: How can we be more effective and more efficient (move toward the ideal)? These may not be the only questions you need to ask to begin formulating a strategic plan, but they are certainly a good start.