Character: It 's necessary in leadership? (Part Two)

Abstract: An element of leadership that many leaders ignore or neglect is character. It 's a necessary ingredient in leadership? The author answers the question with the remark that can really challenging to drive leadership results.

In the first part of this two-part article, I talked about the importance of character in leadership. After all, the best leadership of membership of people with the leader in deep, human, emotional ways. The passive way of looking at character is that the bond will not happen if people are confused about your character or contempt. But there is also an active way of looking at character: you can use aspects of your character to promote effectively the results. Your best character traits can be turned to the results multipliers. Here's how.

By the way, the results I'm talking about are not necessarily organizational performance. Many leaders have used my processes in their life outside their organizations, with adolescents or with a spouse, for example, and not simply as a "process of leadership. Who are you as a leader must be intertwined with who you are as person. If your leadership is not your life, reduce both your leadership and your life.

To begin, select one of the character traits you identified in the first part. We will focus on ways to use this feature to get increases in results, however you define those results.

For example, the section "always ready to forgive can be a driver of results, because it helps clear the air with the people you need to help you get results. After all, if you're always ready to forgive insults and injuries received, we avoid shifting the blame and finger pointing - and impediments to organizational results.

Epictetus (55-135 AD), another Stoic philosopher, said, "people usually mean blame each other for their misfortunes. ... Those who devote themselves to a life of wisdom understand that the impulse to blame someone or something is madness. ... The more we examine our attitudes and work on ourselves, the less we tend to be swept away by the storm's emotional reactions in which we seek easy explanations for events spontaneously. "

Although its leadership in relationships are based on the results, the results more effective relations of production arise when these relationships ultimately have nothing to do with the results when people respond to you not only as a leader, but simply and deeply as a human being.

Get your values and your character right and the rest of leadership is a matter of details. After all, freedom is not only in what they do happen, even in what you let happen.

Also have the trait of acting for a solution to the needs of your audience.

Put the / solution in a soup-challenge results and then just see what cooks up. In other words, a situation that demands results, acting on the trait you want to emphasize - in this case, being always ready to forgive - and observe the results.

Of course, with this stretch, your effort will not work unless there are hard feelings in the air, but finding someone exhibiting such feelings should not be difficult - if you are the main item. If your leadership challenges do not lead to some people feeling oppressed, you're not challenging them enough.

Act with a group of people or an individual. You might say something like: "I know we had hard feelings, and if not guilty to causing them to be handed out, you can look for me. But as the first step to go after new results, start with a fresh slate .

Focusing on this trait is particularly important to avoid creating conditions. Say, for example, "If I do this, I expect you to do that" depreciates the stretch. Character should be without conditions, in you and for you, regardless of outside influences such as the opinions of others. Otherwise, would not be whether a lasting nature, but changing sensitivity.

When we are dealing with the character and results, we can not expect to force the results. Let them grow naturally from the interaction. It 's like putting a seed crystal into a supersaturated solution. Given the correct solution and the right voltage, you get a rash of organic crystals. That is why I stress that you need to understand and acquire the power to be an observer.

Focus on putting the line in action as a solution to the needs of your head because in order to increase the results.

Remember, the characteristic of being always ready to forgive is just one of many you can work. No matter what trait is being developed, use the process I just described occurs for the results.

In the long run, the important thing about leadership is not what we get, but we are now in our achievements. Focus on our character, not only for reasons of nature itself, but also for fonts generates results, which will become a treasure of our lives.

2005 © The Filson Leadership Group, Inc. All rights reserved.

Character: It 's necessary in leadership? (Part One)

Abstract: An element of leadership that many leaders ignore or neglect is character. It 's a necessary ingredient in leadership? The author answers the question with the remark that can really challenging to drive leadership results.

We know character when we see it, but what exactly? As defined? What role in our results ever as a leader? What role does character in our careers?

In this two-part article, I explore these questions and make suggestions for the use of characters to get results and build your career.
A key function of character in leadership is to engender trust in people, and their function is to have confidence to take action for results. few leaders come to grips with the challenges of nature and of losing such a great job and career opportunities.

Let's start with its root, which comes from a Greek word, "kharakter, a chisel or marking instrument of metal or stone.

Our character, then, is our sign engraved into something lasting. We can mold mannerisms, but we chisel our character. Of course, we do not carry around a stone or a piece of metal marked with our 'character'. The most enduring is the aggregate of the traits and characteristics that form our individual nature apparent.

'Apparent' is the operative word. Our character exists not only in itself but as something for others. The fact that the character exists in us and in the minds of other persons in possession of a powerful lesson in leadership.

To begin to understand that character is all in leadership, describe five of the best leaders in history. Then, list 3-5 character traits that made everyone better.
Describe five of the worst leaders in history, and the list 3-5 character traits that made each one the worst.
Now do the same lists for people in the industry and your organization.

Did you learn something new about leadership and character? What have you learned?

I stress again because, to identify the elements that make up the character, we come to understand the thought processes that help us to form sound judgments of character. Because we commonly make hasty judgments about people, we must be aware of how and why we make these judgments, in order to clarify and make better use of them in our direction.

The final character we should be concerned, of course, is ours. Influence our character our leadership, and through our leadership, our careers. few leaders make the connection between career and character in this way, let alone do something about it. In doing so your will give you a huge advantage in your career.

We know it's much harder to see our character that we see the character of others. At this point, however, is useless to try to understand what your character really is. Just realize that for the purposes of leadership, your character is forged in the values and manifests itself in relationships.
Values are the qualities that spur action. Moreover, the values are tied to emotions. We strongly on the values we hold and try to keep the other, and because of these sentiments, we are usually acting on our values in one way or another.
Watch the character of the leaders you described. Probably described values - or lack thereof.

(Whenever I ask people to describe a specific leaders, invariably citing values as a key element.)
What values you admire leaders who have chosen? These could include honesty, integrity, perseverance, compassion, wisdom, simplicity, sincerity.

To help do this, read the introduction to the Meditations, Marcus Aurelius', in which the Stoic philosopher and Roman emperor (121-180 AD) describes the character of people who have influenced his character. His description of Maximus illustrates my thoughts:

"From Maximus I learned self-government, and not be led aside by anything, and joy in all circumstances, as an admixture in sickness and only moral character of sweetness and dignity, and to do what was set before me without complaining. I noticed that everybody believed that he thought as he spoke, and that all that has never had any bad intention, and never showed amazement and surprise, and was never in a hurry, and not postpone do a thing, nor was perplexed nor down, nor has it ever laugh to disguise his vexation, nor, on the other hand, has always been passionate or suspicious. 'been accustomed to do acts of charity, and was ready to forgive; and was free from all falsehood, and presented the appearance of a man who could not be diverted from right rather than a man who has been improved. No man could ever think that he was despised by Maximus, or ever venture to think himself a better man. He was also the art of being funny in a pleasant way. "
- Meditations of Marcus Aurelius (Shambhala Publications)

Choose the five values of character that you admire in particular the leaders you described. Then make those values in triggers for action in his leadership, one at a time. In other words, you have five attributes value of legal action that can help define the way you lead.

For example, suppose that one of the leaders described was Maximus, and you said his character included happiness (which is a value!), Dignity, honesty, generosity, candor, never complaining, always ready to forgive. You could choose "always ready to forgive, but you can choose any or a combination, of others.

Make public. In other words, think of someone in your sphere of leadership which you have a gripe with someone you may have wronged or been wronged by, and acting. Try one person and "be prepared to forgive." See what happens. Do not expect any particular result, simply show that only character trait and let happen what happens.

Understand that I am not saying that should "be ready to forgive." This is simply an example of how to transform a character trait into action. Choose a feature. Just be sure you describe that characteristic, and this is something you want to emulate. In this way, you can begin to express the character in his leadership every day, and, equally important, you will be aware of that event - that the vast majority of managers are not.

In the second part, I will show you how to get results through the development of your character.

2005 © The Filson Leadership Group, Inc. All rights reserved.

People skills Drive Leadership Success

Most people aspire to be effective in their efforts to work. Get a good education, learn important technical skills, and stay up to the latest industry trends. These are all important steps to a successful person in business and still ...

As a person advances of responsibility within an organization change occurs. This is a step to do the technical work themselves to get the technical work done through others. At first, it seems just getting good at managing. But if you have been at this for even a short time, you soon realize that it is not always as easy as it seems. The truth is that what you're really managing is a process, not the people. Things are handled. People LEDs.

The management is about things. These processes and activities. You can manage your time, products, inventory and budgets. People on the other hand, must be guided. What happens when someone tries to manage people? We have all seen the results. People suffering from being treated as "things". What happens when we are treated as "things"? We become alienated, resentful, resistant, complacent, and unenthused. Someone who treats people as things is often insensitive, unsympathetic, and focused on himself rather than others. Individuals, groups and organizations must be led.

What does "port" means, as opposed to "manage"? Lead men down to relationship management. Indeed the important people, teams, or anyone else for that matter, relies on different skills. These skills are:

* Developing Others - Building others 'abilities'
* Inspirational Leadership - Having a compelling vision to lead with
* Change Catalyst - The ability to initiate, manage and lead in a new direction
* Influence - The ability to use persuasion
* Conflict Management - The ability to resolve differences
* Teamwork and Collaboration - The ability to build and lead teams

These ideas are not only my best hypothesis. Are supported by a good deal of research as well. These people skills are well defined and discussed in the context of these concepts to the pioneering work by Daniel Goleman in Emotional Intelligence. Studies have shown that not all leaders who outperform their peers have only the necessary technical expertise, but more importantly, they learned most aspects of emotional intelligence. The four main areas of emotional intelligence are: self-awareness, self-management, Social Awareness and Relationship Management. You can read more about these and other concepts of leadership on our site: www.XLeaders.com

Improve your Emotional Intelligence starts with some of the skills of self-awareness and ultimately leads to an effective relationship management. Many of the EI competencies are closely tied together, and improving the skills in one area often have a positive responsibility in other areas. Competence in each of these areas will help anyone become better at working with people. Proficiency in a certain group of these skills will propel a leader and an organization towards greater productivity, greater satisfaction and greater profitability. Leaders who build their relationship management skills find they have the ability to improve profitability, growth, satisfaction, teamwork, and vision.

How does someone improve their relationship management skills? Actually it is not as easy as it might appear at first sight. Even if the goal is excellent relationship management, start with the realization and the refining capacity to be self-aware and "emotional currents" of others. Furthermore, it requires one to effectively manage their emotional triggers - especially destructive. Go to "How" of development in a minute, but first we must mention two more things that are required for successful leadership - and are related to everything we have discussed so far. These two things are important skills and effective communication High Personal Integrity.

To be influential, develop people, build consensus and share a vision of how effective a leader must be an effective communicator. This means learning to read people, how to be an active listener and how to present so that the other person understands better. A good understanding of Social styles together to put this knowledge to work is essential to master communication. On the issue of high personal integrity, can be seen as a switch off, which covers the rest. Inotherwords, no matter how good a communicator you are, no matter how experienced you are at leadership, and no matter what your goal / vision, if it is perceived as lacking integrity, everything else will be granted. effective leadership, communication skills and people mean nothing if not supported by high personal integrity

These points in between, we return to answer the question of how to improve their relationship management skills. There are several challenges to improve the skills needed for effective relationship management.

1. How we process information
We process information - knowledge, technical information, etc. in the neo-cortex of the brain. We have the capacity to absorb this information and put them into practice immediately. For example, if we read of a technique for use in a spreadsheet, you can immediately start using it. However, we process our emotions and our sense of things in the amygdala portion of our brain, and this part of our brain works differently than our neo-cortex. This part of our brain manages our emotions and our habits. In order to make changes in this area, we need to break old habits and creating new ones. This is not to learn new things and implement them. It is intentionally change old patterns and about intentionally creating new ones. These changes usually take a constant and a time to achieve. Because of this, improved relationship management skills requires a sustained effort and not just an injection of knowledge from one class, a book or workshop.

2. Blind Spot
Since the problems we are dealing are those of habit, we are often blind to our triggers and reactions. We often are unaware of how they behave normally. Because of this, it is very difficult to identify, let alone change, those who prefer to change habits without outside assistance - an outside observer. Moreover, this observer must be someone without an agenda so that feedback can be received without becoming defensive.

3. Old Habits
Since we are trying to improve skills are generally those based in habit, is often difficult to be aware of when we act in a way that we had not. And 'quite important to have someone help you see in the background to events and behaviors you prefer to change.

A person can improve their management skills Civil, But it takes a real desire for change, a clear picture of the skills that need improvement, and support from someone or some group to help drive change and keep the person on track .

The payoff? The result is an exceptional leader who inspires the best effort in others, creates greater satisfaction, increased produces results and improves the world. Not bad ...

Is your leadership effective?

In many ways, good leadership is hard to define. It can not be measured directly. There is no leadership "score" or report card. In fact often the measure of leadership is qualitative rather than quantitative - although quantitative results always follow. Thus, questions remain, how can you tell if your leadership skills are effective?

Pure and simple, leadership is about getting others to act. If effective leadership is lacking, less than maximum effort is put forth. Better leadership, better effort. Exceptional leadership inspires the best effort in others.

effective leadership is a function of both individual skills and organizational culture. What are some signs that leadership is not as effective as it could be? There are a number of them. These are indications that something is missing in the equation leadership.

* Inability to motivate people
* Difficulty in attracting / Keeping the Right People
* Low productivity
* Poor Customer orientation
* High Stress
* Insulation
* The profits down
* Ineffective Delegation
* Lack of creativity
* Lack of initiative
* Ineffective Teams
* Poor communication
* Lack of vision
* Increased revenues
* High turnover

What can be done to improve leadership effectiveness? The answer is not so easy to understand and easy to implement. It begins with understanding the basics of what makes a person an effective leader and what kind of organizational culture is more effective.

Effective personal leadership

When I ask workshop participants on the characteristics of good leaders and bad, never the list includes issues of intelligence, skills, or effective decision-making! Instead, the list is full of people of similar traits - good listener, respectful, good communicator, developing others, ...

Effective personal leadership can be summarized as being competent in these skill sets:

* Becoming Influential
* Facilitating Teamwork & Collaboration
* Being a catalyst for change
* Conflict management
* Other Development
* Having & Communicating a compelling vision

Unfortunately, by improving their competence in these areas is often a challenge. Let me explain why ...
Unlike the facts, which is transformed into the neo-cortex of the brain, skills relating to people are treated in a part of the brain called the amygdala. This part of the brain regulates emotional insights and answers that intuition and logical answers. Improving leadership skills above require one to break old habits and answers and creating new ones, and we are not able to do so by simply learning and acquiring knowledge. That is the difference between the neo-cortex and the amygdala.

There are a couple of challenges inherent in this process. Virtually everyone agrees that have room for improvement. The first challenge is knowing which areas for improvement. We all have blind spots. We're aware of some of our weaknesses, but usually not all. Secondly, the habit of breaking and training of new requires commitment, perseverance and time. It usually takes support from others - people who can rely on when you have acted inconsistently for your intent. It 'important to use a reliable assessment to identify areas of opportunity for growth. From these results, we can develop a plan of development that strengthens the most vulnerable areas and helps you get stronger. The final aspect of a personal development plan for success is based on having one or more people who can support, giving impartial, non-judgmental feedback, and help you make course corrections.

Organizational Culture

The foundations of a strong organization are:

1. Develop a clear and convincing Purpose
2. The identification of the mission of the organization to achieve its purpose
3. Agree on a set of values with which to carry out the mission
4. Adopting a Servant Leader attitude throughout the organization

The purpose of an organization is the "why" of its existence. Not what you do as much as what you are striving to achieve. This is a statement of the greater good that is trying to achieve. Answers the question: "Why are we here?" and contributes to the clarity and attention to each individual organization. And 'the yardstick by which decisions are measured.

The organization's mission is "What" of an organization. This is a definition of what the company to achieve its stated purposes. It begins to define the core competence of a business and helps keep you focused on achieving its purpose.

set of values of an organization is the "how" of an organization. It defines what an organization most values in the execution of his mission. It is not a list that includes all possible values as much as a statement of what the organization most values in its people and their behavior. It defines the behavior and culture within an organization. It helps set guidelines of what is and is not acceptable.

At the core of Servant Leadership is the premise that the customer is the most important person for the organization. As a result of this premise, it follows that only the people closest to the customer are the front-line staff. These are the people who interact with customers on a daily basis. This understanding leads to the philosophy that the job of manager of the first people in line to do their work more easily and effectively as possible so that the customer has the best experience possible. The result is a chart which looks like an inverted pyramid. This servant attitude focuses leaders on developing those around them. It brings together people working in a collaborative environment-oriented solutions.

How do we develop aims, mission and values? Drawing on our understanding of the servant leadership and the importance of all members of the organization, the creation of purpose, mission and values requires input from people in all sectors of society. They (the purpose, mission and values) must be relevant to all involved, must be consistent with each other, and must be used consistently as a benchmark for decisions and policies. There is nothing worse than developing values and simply paying lip-service by not living them day by day. This practice lacks integrity and becomes a reality demoralizer.

In summary, when we combine personal expertise in all areas of leadership skills with an organizational culture that supports people, their development and their success, we end up with exceptional leadership which, in turn, inspires the best effort in other .

Deep Leadership for results: without them wasting your leadership and your life? (Part One)

Abstract: The author says there are two types of results leaders achieve, standard results and deep results. All leaders know what standard results are, but few leaders know what the results are profound. In the long run, the standard results, though necessary, are far less important than deep results.

I challenged all leaders I have worked with over the past two decades to achieve "faster results all the time."

They can get on track to start delivering results is not likely to work harder and longer but by slowing down and using Leadership Talks on a daily basis.

However, I also tell them that on the track more, faster results, more is not an end but a beginning. They should then start to focus not only on quantity and speed of results but the kind of results you wish to achieve.

There are about two types of results, standard results and profound results. Most leaders interpret the standard results, but fail to deal with the results of depth. In reality, these leaders go through the entire career getting the first, but do not have a clue about the second. Of course, the standard results are needed. But in the long run, they are much less important than deep results.

We know the standard results. They are the results to be obtained in our jobs, such as: speed, productivity, efficiency and operations, close sales, sales leads, sales to new customers, failure prevention, health and feed safety, quality, training , quality control, logistics efficiencies, marketing objectives, new revenue streams, erosion of sales, calibration price, cost reduction, demand flow activities and technologies, inventory turns, reduced cycle times The materials and parts management, etc.

Whereas the attainment of standard results allows us to do a better job and a career best, the results are very different. deep results are to be better leaders. Of course, being a better leader will have a positive impact on your job and your career. But there is something else: being a better leader means being a better person. Who we are as a leader and we are as a person should be the same. If not, we reduce both our leadership and the person we are.

Look at it this way: the standard results are about "doing", the results are profound about "being". Our greatest achievements as a leader not only what we get, but we are now in that achievement.

For example if we do not get standard results in our work, we can not that work, or at least in that particular aspect of the work.

But in the realm of deep results, such failure could lead to success if that failure, we find a better way to lead a better way to be better.

Here are some ways profound differences results from standard results.

- Deep results emerge for long periods of time.

- Deep results include wider circle outside of your work, usually impact your family, friends and relatives.

- Deep results are often not conventionally successful results. Can be like a failure.

- Deep results can not be quantified. Are usually a quality of life and being.

- Deep results are often not immediately apparent. Usually, we become aware of them after they appear, sometimes long after they appear.

- Deep results are formed in your inner life and your choices about things you control, your views, aspirations and desires.

- Shape Deep results, and are shaped by, nature.

How do you get the results in depth? There are many trails on this mountain. But the road is straight and steep and clear. In the second part, I'll see that path and provide examples of deep results in action.

2005 © The Filson Leadership Group, Inc. All rights reserved.

Deep Leadership for results: without them wasting your leadership and your life? (Part Two)

Abstract: The author says there are two types of results leaders achieve, standard results and deep results. All leaders know what standard results are, but few leaders know what the results are profound. In the long run, the standard results, though necessary, are far less important than deep results.

How do you get the results in depth? There are many trails on this mountain. But the road is straight and steep and clear. This is the path to the Leadership Imperative.

I bring people in a way that not only achieve results but WE NEED become even better as leaders and as people.

The imperative has two parts: one on the achievements and the other is self-improvement.

You never have a leader as powerful as when, in results, you help others be better than what they are - even better than they thought they could be. Leadership guided by the imperative, you will find a realization of the deep.

Deep results are not a measure or direction. I'm not a central objective. It is a process to be. They are not something achieved. I am a construction - taking place in a special place in a special moment, but in any place at any time.

You are deep results before you know. Although the results are easy deep, though often not easy.

We have this mind / body in this space-time continuum. We know. But to achieve it, we must live it. To live, we must seek it in our lives. And who know and experience and research results is profound.

The task before us reveals our heart to shoulder the world. Deep results demonstrate our soul to the world.

Examples of deep results:

- With the disasters of the Franco-Prussian war collapse of Paris, an exceptional event took place, the word of which spread like wildfire through the city. The great writer Victor Hugo in exile for 19 years, he returned to Paris. Traveling through the German lines, cross-country devastated by war, had come to town practically the last train. He had come to share the suffering with the Parisians in their darkest hour when his arrival meant virtual imprisonment of the city. Throngs gathered at the station to cheer. A man on the crowd shouted: "If Victor Hugo defeat us, we could not be better rewarded!" - Results profound.

- Doug Collins, a member of the '72 U.S. Olympic team that eventually lost the gold medal on a disputed call the Soviet Union, describes the dramatic moments at the end of the game. We are losing by one. The Soviets have the ball. The clock is running out. I hide behind the center, leaving a boy throwing a pass, throw and catch him loose. A Russian is beneath me as I go for the lay-up. I KO for a second. The coaches run toward me. John Bach, one of the assistants says, 'We need to find someone to shoot the fouls. "But coach Hank Iba said: 'If Doug can walk, he'll shoot.' This has me excited. The coach believed in me. I do not even remember feeling any pressure. Three dribbles, spin the ball, launch it, like in my backyard. The Hit 'em both and took the lead. I'm not the' know what has been done before. "profound results.

- Herb Rammrath, a client of mine from General Electric in late 1980, told me this. "I was a young naval officer reporting with many new sailors aboard an aircraft carrier. The captain brought together in a formation flight deck. He shook my hand and went down the line greeting many other sailors. I did not think nothing of it until several weeks later, when he passed by me in a corridor. He said, 'Hello, Herb!' I have never forgotten. He remembered my name despite the fact that he had met dozens of new sailors that day. It 'been a huge impact on me until this day. "Profound results.

- Seeing abolitionist William Lloyd Garrison dragged by a rope in a street in Boston, Wendell Phillips became so outraged that he joined the abolitionist movement and became one of its most effective activists. profound results.

Many people go through their career is profoundly ignorant. But when you view your career as a whole, do not believe that the ultimate criterion of your life should be the results in depth? the results are not about getting deep but not give, to do, but becoming, not the accumulation of material, but an enrichment of human relationships. From now on, thinking about getting results in your work and your career, think too deeply of the results must be achieved.

2005 © The Filson Leadership Group, Inc. All rights reserved.

In Leadership, Dreams are the things that great results Are Made Of

Abstract: The importance of motivation in leadership can not be denied. But most leaders overlook a critical component of motivation, the human dream. The article describes what dreams really mean in the realm of leadership.

Leadership is motivational or stumbling in the dark. The best leaders do not order people to do a job, the best leaders motivate people to want to do the job.

The problem is that the vast majority of managers do not deepen the profound aspects of human motivation and thus are not able to effectively motivate people.

Drill down through goals and objectives and the aspirations and ambitions and press the foundation of motivation, the dream. Many leaders fail to heed.

Dreams are not goals and objectives. The objectives are the result toward which efforts are directed. The realization of a dream that may contain targets, which may be milestones on the road to dreams. But the achievement of a goal does not necessarily achieve a dream.

For example, Martin Luther King did not say, "I have a goal." Or "I have a goal." The power of his speech was "I have a dream".

Dreams are not aspirations and ambitions. Aspirations and ambitions are strong desires to achieve something. King said he had no aspiration or ambition that ".... one day this nation will rise up and live out the true meaning of its creed: 'We hold these truths to be self evident, that all men are created equal. '"He said he had a dream.

If you are a leader speaks to people's aspirations and ambitions, we are talking about something that motivates them, yes, but not necessarily draw the heartwood of their motivation.

After all, you may aspire or be ambitious to achieve a dream. But the aspiration and ambition may also be connected to things of lesser importance than a dream.

A dream embraces our most cherished desires. It embodies our very identity. We often do not feel fulfilled as human beings until we realize our dreams.

If leaders are avoiding people's dreams, if leaders are simply setting goals (as important as goals are), they miss the best opportunity to help those people to act to achieve great results burning.

When Thomas Jefferson wrote the Declaration of Independence that "governments derive their just powers from the consent of the governed," he was writing about a dream. Not a European government at that time was a democracy. There were few true democracies in the West after the fall of Athenian democracy more than two million years ago. But Jefferson's dream of people motivated to act. In reality, that dream motivates people to act in the world today.

Understanding people's dreams they lead. People do not tell you what a dream until you trust. They do not trust until you feel that you can help them achieve their dreams. The acquisition of this understanding can cement a deep emotional bond between you.

Dreams are not fantasies. Go to the mountains can be a dream. Standing on the mountain can be a dream. On the other hand, having the mountain come to us is a fantasy. Dreams can be realized, fantasies can not. Focus on dreams, on what is objectively possible, not on fantasies.

Dreams are positive, uplifting. The Old English word "dream" means "joy, music and noise-making. But that positive, inspirational quality can have negative effects on an organization.

Negative dreams can damage an organization. For example, the union / management issues are often particularly inflammatory because of conflicting dreams, both sides view the other as the enemy. " Your audience wants to return to the "good old days" can be a bad dream. Only a leader of faith can help people reshape their dreams.

Most people have a dream for their life and work. Even people in abject circumstances, such as prisons and concentration camps, the dream of a life beyond meeting their current circumstances. If they lose their dreams, they lose an essential quality of their humanity.

People will not be transformed by his leadership, if you have a low opinion of low expectations for their dream and / or are convinced that one can not help them achieve that dream.

Many people do not consciously realize this dream. But this does not mean that dreams are influenced by their subconscious. A dream subconscious motivating people to act without their clearly understand why they act. They lead people to be fully aware of the content and meaning of their dream or risk having your organization's activities be impeded by a dimly perceived yet no-less-powerful dream.

Every dream has a price. One thing is to think that. It's another thing to do. Know the price you pay people to achieve their dream. Make him understand the price.

As a leader, the dream with people! Without our engagement wagons to the stars, the cars and the stars lose their true meaning in our lives.

Dreams give meaning and purpose of the emotion. People who think they live their dream of seeing their work as part of a higher cause and will work accordingly. In contrast, people who see their work as antithetical to their dream, can see that work as oppressive, and even their jobs.

Dreams are the ultimate reality. Dream graffiti on a wall in Paris during the student rebellion of 1968 said: "Be realistic: do the impossible!"

2005 © The Filson Leadership Group, Inc. All rights reserved.

In Leadership, Dreams identification that produce significant results

Abstract: The importance of motivation in leadership can not be denied. But most leaders overlook a critical component of motivation, the human dream. Before working with people's dreams, you must identify what they dream, a sometimes difficult task. Here's how such an identification.

History teaches that when people needed to do great things, a leader first had to gather together and speak from the heart. This heartfelt speech was often connected to define and reinforce a vision shared by both leaders and people.

Drill down through goals and aims and aspirations and ambitions of the people you lead, and he struck the foundation of human motivation, the dream.

For example, Martin Luther King did not say, "I have a goal." Or "I have a goal." The power of his speech was "I have a dream".

A dream embraces our most cherished desires. It embodies our very identity. We often do not feel fulfilled as human beings until we realize our dreams.

If the leaders are not tapping into the power of people's dreams, if leaders are simply setting goals (as important as goals are), they miss the best opportunity to help those people take ardent action to achieve great results.

What dream? How can we discover their dreams? After all, people usually will not tell you what a dream until you trust. They do not trust until you feel that you can help them achieve their dreams. Know and share their dream can cement a deep emotional bond between you.

Here are three things you can do to get to what people dream. Be helpful. Be confident. Be scarce.

Be helpful. Follow Leadership Imperative: I lead people in such a way that not only achieve the results we need but also become better as individuals and as leaders.

The relationships cultivated by the imperative lend themselves to dream the dream sharing and motivation.

Be confident: "Hope," said Aristotle, "is a daydream." Nobody wants to be associated with a leader who thinks the job can not be done.

In the face of terrible circumstances, there is usually hope to find and communicate.

A great leader who always knew that people get more results faster, continually had a refrain: "You may think you can not achieve the goals I set for you. But I believe in you and I believe you can and I support you in every possible way, so can you. "

This chorus of hope had the power of a dream, and the relationships he established, was able to identify and share their dreams.

Scarce: cultivate the art of being poor. In other words, give them space to get results.

Use this art to the way a homeopathic medicine prepared by diluting drugs that produce symptoms in a healthy person similar to those of overt disease.

The overt disease, in this case is the total absence - means that the leader is never around. Not be there for the people may be a pathology leadership. After all, the historical example, a leader had to gather the people - leaders had to be with people.

Many leaders are absent without permission. A secretary has described his CEO rarely seen as follows: 'It is like Elvis - There are rumors of sightings of him. The only time we know that everything When we smell and smoke of his pipe. "

But being with the people may be at fault if people resent it. They think you're trying to micro-manage them or are snooping around trying to get the goods on them.

The Art of Being poor is based on giving them the space to do well. The coach of a great team of basketball Arkansas said: "I do not want to hinder their coaching them." Similarly, do not hinder people from bringing in a major bully.

people's dreams are paths to their inner heart and their most ardent desires. However, most leaders do not know how to go down those roads. Be of help, hope, will be little help to walk your talk, letting people get great results even if the gift of their dreams.

2005 © The Filson Leadership Group, Inc. All rights reserved.

Your Ultimate Leadership Feedback Loop: Their Leadership

Summary: Leaders need feedback to thrive. If you do not always consider how they are doing as leaders, they face repeated. Here is an important feedback mechanism that most leaders ignore.

Life on our planet flourishes through feedback. If life forms do not develop feedback loops and get good information on how well they are interacting with their world, it kills them.

This is true with leaders. Leaders must get feedback on how they are doing - otherwise it will be the leaders for a long time.

A type of feedback results. After all, leaders do nothing more important than get results. You need to understand the type of results you're getting, if the results are correct, and if you are always there in the right way.

There is another type of measurement is important, and sometimes more importantly, results. It is a leader in measuring the most overlooked. This measure has to do not with you, but with the people you're leading.

To explain what the measurement is, I first describe a basic concept of how to go about leading people to achieve results.

There is a fundamental difference between doing a task and taking leadership of that task that makes a world of difference in achieving the task.

For example, if one is a broom, not do their jobs more than simply making sweeping plan but taking the leadership of the radical plan?

Such leadership might entail:
- Take the initiative to order and manage supplies,
- The assessment of work results and increase the results to higher levels,
- Have the floor sweeping be an integral part of policy of general cleaning,
- Recruitment, training, development of sweeping floors,
- Instill a "floor sweeping esprit" that can be experienced in training, uniforms and special insignia, behavior, etc.
- The strategy plan setting targets and radical.

Otherwise, in a mode doing, just pushing a broom.

You can say, "Look, Brent, a job is a job is a job. Leadership This thing is not doing enough!"

Maybe. But my point is that leadership apply to a task changes the expectations of the task. Change also the same task. Think, when we ourselves are called to bear, and not simply do, our world is, in my view changed.

Whenever you need to lead people to accomplish a task, challenge them to do the job, but to take leadership of this task.

This returns the key measure of your leadership. Your leadership can not be adequately measured by your leadership, but leadership from the people they lead.

Now, to become leaders, can not simply do what they want. Must come to an agreement with you on what actions they will take leadership. You can object to any of their proposed actions. However, the use of the veto sparingly. Cultivate your trust and confidence in their leadership.

When evaluating the effectiveness of your leadership by the feedback loop associated with their leadership, we are evaluating your world as it should be, and great results will follow.

2005 © The Filson Leadership Group, Inc. All rights reserved.

Leadership Lessons for Sales Managers

Leadership, as a class, it is difficult to define, but easy to spot.

Someone once defined management as "the effective coordination of efforts of individuals in a group to achieve stated goals that the leaders of the 'organization." Getting the results by setting goals and working with and through people to achieve these objectives.

As a manager, your success depends on your ability to:

• Find and attract career-oriented men and women who have knowledge, skills and attitudes to do the job, who are motivated to work, and work with you and with each other, and;

• Develop and manage these people to meet specific performance standards.

Management is a process, because it involves a range of skills. But management is as much as the attitude and skills. Managers should be useful to advocates, working to build trust and confidence, and trying to improve performance, recognizing that individuals have different needs, aspirations and motivations.

This means that more of a leader you are, the better manager.

Fortunately, most leaders are made, not born. They are produced, shaped and reinforced by education, training and experience the real world. Understanding leadership and management is a good way to become more competent at both.

What is leadership? What it takes to be a leader? Here is a short course:

• Leadership means having a mission and inspiring others to strive for it. The mission is everything: the leaders are approaching it with enthusiasm.

• Leaders are agents of change, make decisions based on a vision of the future, not only for established indications.

• Leaders take risks to make things happen that would not happen.

• Leaders need a combination of competence, integrity, credibility and authority. They are seen as being involved in a lot of things and able to answer lots of questions.

Leadership is not a collaboration, individual process. And 'the ability to get people to do what they want because they want to do it!

• help people do their best leaders.

• The leaders depend on themselves and act on their own authority, but recognize the importance of others.

• Leaders ask questions and listening.

• The leaders let others speak, do not talk about themselves.

Leadership begins when people disagree.

• Leaders recognize that the performance and progress are forged on the anvil of constructive conflict.

• Leaders are willing to be loved! In the words of John S. McCain (the late father of the senator): "People can not love you admiral to be strong when you have to be, but I respect you for it and learn how to behave when you run." Try it, it works!

As an effective leader

• Leaders are proactive, have a clear vision of their objectives and avoid irrelevant digressions.

• Leaders know their stuff, have a thorough knowledge of their subjects, when possible, backed up with practical experience.

• Leaders are ready. No matter how well you know what you're talking about, choose ways to get your message. Avoid shortcuts.

• Leaders are enthusiastic, but their enthusiasm season with intelligence and irony of the case.

• Leaders understand the use of drama. Dull is boring, so as to cultivate a sense of staging, especially when dealing with a group.

• Leaders are trusting and easy-going. Regardless of their management style, speak for themselves, projecting their voice and watching people's eyes. Distinct speech is a sign of distinct ideas; catch on self-confidence.

• Leaders maintain a positive attitude. They never speak ill of their organizations or individuals under their management. The glass is always half full, never half empty.

• Leaders demonstrate the contagion of example. Not enough of conversation leaders must walk the path.

• The leaders support their subordinates, giving them greater authority and discretion as possible, while maintaining centralized responsibility for themselves.

• The leaders live in the U.S. Army motto: Adapt, improvise and overcome.

Leadership makes businesses work

If it retains the ability to manage operating systems effectively, leadership identifies the needs of management and search systems to address them. If management skills are required to administer the programs and systems in place, it takes leadership to create a vision of success, and get people excited to get there.

In short, the leadership provided by agency heads, sales managers and other members of the management team-run enterprises. It enables them to develop to the limit of their potential, thus helping to break those limits.

More? Send comments and questions to Want w.willard3 @ knology.net

Sources:
Manager Online - A "Do-While-Learning Program ™, The diverse group
The official guide of the Navy, the Naval Institute Press

In Leadership, The Critical Convergence Drives great results

Summary: Leaders can accomplish more if they create an environment where people are passionately committed to lead the leaders'. A key factor in creating this environment is developing a critical convergence, the union leader of enthusiasm 'and the people into a single force of success.

The Leader's Fallacy life! We subscribe to the fallacy when we believe that our enthusiasm for a particular challenge, leadership is automatically reciprocated by the people we lead.

If ignorance is bliss, then merrily go about leading members of the fallacy of leaders have conquered the market of happiness.

The truth is that it is unrealistic to believe in reverse reciprocity: namely, what motivates, "DE-motivates" people.

This is especially true for leaders who are trying to motivate people to address the extraordinary challenges.

You'll never know how good you are as a leader unless you motivate others to be better than they think they are. In this effort, will inevitably get at least some of the people angry.

Most people have settled into a comfortable status quo and to resist and do not like being challenged to break out.

But if the aim is to get great results, not only people to be motivated but more importantly, must be challenged to push themselves.

So if you're getting some people angry with people pushing you on, you're doing something wrong as a leader, you are not challenging enough.

This does not mean you can not or should not have people share your enthusiasm. Devi. That sharing is called CRITICAL confluence, the union of your enthusiasm and their are so excited like you to meet the challenges you face. Up to a critical confluence happens, you can not get great results consistently.

The Leader of error is a critical obstacle to the confluence. Do not think that critics of Confluence will happen automatically. Instead know that you must work hard to achieve it.

After all, we must be driven on these challenges. If you're not motivated, you should not be an advantage. But your motivation is irrelevant, simply because it is a fact.

Here's what is important: you can transfer your motivation to people so that they are as motivated as you? And you can translate into action their motivation for obtaining results?

Everyone has the major needs that shape their thinking and their actions in every day. If you want these people to take ardent action for you, you must provide solutions to those needs in the following that you take brings you closer to achieving these solutions.

Among other things, the confluence is not critical "win / win." And 'much deeper and richer. Unlike "win / win", the confluence is a critical process in progress report, from which flow mutually beneficial expectations and solutions.

Here are three steps you can take to help make the confluence of a critic happen.

(1) understand their needs.

(2) Place the problems in their needs.

(3) have their commitment to your cause be a solution to their problems.

To get the best out of people, we must embrace the best of them. Whenever you need to lead people to face challenges, remember fallacy of the leader. Know that their commitment to your cause is not automatically. It must be earned, embracing the best of what they are. When you take the trouble to build a critical convergence, will see a significant jump results that others achieve.

2005 © The Filson Leadership Group, Inc. All rights reserved.

In the guide, the eight ways of right action. (Part 2)

Results Summary: do not happen unless people take action. But there are right and wrong action. Here are eight ways of right action that every leader must challenge people to take that lead.

In Part 1, I said that the leaders can not have people take action right now are ineffective, and have identified four of the eight ways of right action. In Part 2, describe the remaining four senses.

Action must be:
(5), associated with the need. The needs of the people are their reality. If you are a leading order, is clearly not necessary to know their needs. Just show an attitude of my-way-or-the-road. But if you want to motivate them to act, you must understand that reality. Because their motivation is not your choice, it is their choice. Your role is to communicate, their role is to motivate, to motivate themselves. It is their choice. Not yours. So their needs are not only their reality, in the leadership equation, their needs are the only reality. They do not care about your needs. They do not care about your reality. They only care about their reality. Tie the action you want them to take their needs, not yours. Which means, of course, it is necessary to clearly identify their needs.

(6) URGENT: Patience is a virtue, but it can also be a trap race. The urgency is a multiplier results. A Roman centurion said that the secret to inspire the troops of urgency was summarized in two words, 'their success. His belief now lives up the leaders - not necessarily in a physical sense but also and especially in the psychological sense. But trying to gain urgency through "strike" is far less effective urgency, coming from internal motivation of the people. Here is a process to have people take urgent action: identify their needs, see problems in their need, and have their facilities ACTION solutions to these problems.

For example, in a police academy, an instructor entered the room with a note that said delete THIS ROOM IMMEDIATELY. The first cadet ordered his colleagues out. A few cadets left but most stayed. The instructor handed the ticket to a second cadet who invoked his companions to leave. Once again, left a few, but most remained. Finally, the instructor gave the note of a third cadet. This cadet understand how to identify the needs and people have to take action to address those needs. He said two words, which clears the room. "Lunch!"

People are always willing to take action to solve the burning problems of their needs. The question is able to identify those needs. Once done, you home halfway hare to get them to take such action.

(7) DEADLINE: All actions that people take you must have a deadline. Otherwise, it could become a low priority for them, and will not be particularly encouraged to take it. Always be yourself when monitoring motivate people to action by asking: "I have one put an end to this action?" If you have not, do so.

(8) feedback: the motivation is not true what people do to your eyes. The real reason is what to do after they leave your sight. Many leaders get the "false head", from people who are leaders - their nodding their heads and saying, "Yes," face to face with the leader, but in saying "No." When they leave your presence, do what they want, not what you want. Ensure that challenges them to take action that is fed back to you, so they are aware - and are aware that you are aware - of this action.

Leaders do nothing more important than results, and results from people acting.

The problem is that the majority leader have people get a fraction of the potential outcomes, because those leaders misconstrue what the action is in reality - and that incorrectly misunderstanding and misuse.

When talking to people, take the eight ways of right action in mind so people take the right action to achieve the right results.

2005 © The Filson Leadership Group, Inc. All rights reserved.

In the guide, the eight ways of right action. (Part 1)

Results Summary: do not happen unless people take action. But there are right and wrong action. Here are eight ways of right action that every leader must challenge people to take that lead.

The ancient Greeks had a saying: "When Aschines speaks, people say, 'How well spoken,' but when Demosthenes speaks, people say, 'Let's march against Philip!'.

For best results as a leader, people who wear it should say one way or the other after we speak, "Let's march!"

When talking to people as a leader, not what they say is really important, what is important people take action after having had your say. And if you are having people take actions that lead to the right, you're giving short shrift to your leadership, their confidence in you, and their desire to act for you.

Here are eight ways of right action to get people marching in the right way to aim at the right time in the right direction.

I outline the first four modes in one part of this article into two parts then in the second part, describe the last four ways.

Action must be:
(1) PHYSICS. The action is not what the public thinks or feels. And 'what the public actually does. Usually, the public spoke with their feet and hands and tools. When thinking about what action you want the public to take, imagine them actually doing something physical, and if they are on track. How the public involves challenging the right to intervene to do something specific. When Ronald Reagan said in his speech at the Berlin Wall, "Mr. Gorbachev, tear down this wall!" was to deliver a call to action, which was a turning point in the beautiful Cold War. In your day to day activities of leadership, you're probably not meeting this daunting challenges like winning a war, but you can use the principle to raise the effectiveness of his leadership at levels much higher.

(2) targeted. People who undertake actions are useless to an organization. It 's just people who take action for results that are useful. Ensure that their action has purpose. The secret of success is constancy of purpose. When your audience does not take action, they must know what they are doing and why they do it. The purpose of talking about leadership has three aspects: reason, emotion and consciousness. People should understand the rationale for the action, which must have an emotional appeal for, and to be fully aware that they are acting.

(3) honest. If you encourage people to take action or lie to make them act, they give you the item upon which all the motivation, confidence. Later, you may be able to order them to do a job, but motivate them. Be honest with yourself to develop your call to action. Marcus Aurelius said: "Never did estimate an advantage for you that will make you break your word or lose self-respect." Be honest with them, challenging them to act. , I do not recommend this only for reasons of trust, but on those eminently practical. After all, we do not know how good we are as leaders unless we challenge the people to be better than they think they are. It can not be persuaded to accept this challenge if they think we are deceiving them, or that she is mistaken.

(4) significant. Action gives meaning to the emotion the audience feels. Emotions alone can not achieve. And 'action that gets results. Action validation emotion, and vice versa.

Leaders who find little meaning in their work or the results associated with these works, there should be a leader, or should change jobs and / or results. Most leaders understand this. But few leaders understand that meaning also involves the jobs of people who are leaders and people's attitudes toward those jobs and the jobs target results.

Your case should be significant for people who must perform. If your cause is just and not their cause, their action results will be insufficient. Your case will be significant for them when the actions taken to meet the challenges of this case is the solution of problems of their needs. So the first challenge to intervene, identify their needs and problem solving actions.

2005 © The Filson Leadership Group, Inc. All rights reserved.

Leadership two traps: how to avoid them. How To Get Out Of Them (Part 2)

Summary: Most people fail in their careers due to lack of leadership. A key reason for their failure is that continually and unknowingly keep falling into two traps leadership. The author describes the traps and how to obtain them.

Here's how to get out, or avoid, the "I need ..." trap. This is a simple change what you think and what you say very easily.

In my work with leaders worldwide for more than two decades, a trait I have noticed that the proportion of the most successful: They focus on coherent understanding and supporting the people they lead.

For example, one might say, "You need ..." which is a good way out.
Or, you could say, "The team needs ...", which is a better way out.

Or, you could say, "do you need? ..." What is the best way out, especially with a question mark attached. A corollary to this question is "what you need me to help you get the team to succeed?"

Ask a question rather than using a declarative is often more effective because it gets people thinking about their situation. After all, you can not motivate anyone to do anything. They have to motivate themselves. It is better to motivate themselves when they reflect on their character and their situation.

An application can trigger reflection and ultimately bringing them make the choice must be motivated to be your cause leaders. You can not please the answer, but often their answer, no matter what it is best to lead more achievements of your statement may.

Furthermore, asking questions like, "What do you need for the team to succeed? ..." works much better than saying, "I need ..." because we are forging a "critical confluence" - the confluence of your or your organization's needs with their needs.

You can think I'm putting too fine a point on these changes and to an extent, would be right. Making a simple change may not be important, but when multiple change several times during the day, day after day, month and month, their aggregate can really add up to huge changes. In fact, you can add up to jobs and career transformation.

So the next time you're tempted to say: "I need ...", not. Instead, they say: "Need? ..." or "What do you need? ..." Over time, it will forge great change how people relate to you and your leadership, the changes that will lead to substantial increases results.

However, beware: In exit "I need ..." trap, you may find yourself in another trap. Ask "What do you need? ..." could play right into their hands of people who do not 'trust or want to sabotage your guide or the use of additional own ends. These people want to bring down their private rabbit hole. They want to explore things that have nothing to do with your getting the results you need and everything related to the needs of their ego or whatever agenda they have. "I do not think you need? ..." It could be their ticket to ride. Before asking the question, be aware of the route and how to get off.

The second trap. The "what to do ..." trap. Most of the leaders of losing a great opportunity that presents itself to them every day. Since leadership is to have all persons to act that gets results, it is important to understand the type of action it should take for best results. You can ensure that the best kind of stimulating people not only to do a job, but to assume the leadership of that work. After all, there's a big difference between people who are doing and wearing, and when you're constantly saying, "You do ..." is being lost to achieve much more.

Now that you know how to avoid two traps leadership, you find that your career will be enhanced in many wonderful ways.

2005 © The Filson Leadership Group, Inc. All rights reserved.

Two Leadership Traps: How to get out of them. How to Avoid Them (Part 1)

Summary: Most people fail in their careers due to lack of leadership. A key reason for their failure is that continually and unknowingly keep falling into two traps leadership. The author describes the traps and how to obtain them.

Have you heard of the Peter Principle: "People are promoted to their level of ultimate incompetence". But what the Peter Principle does not tell you is the nature of incompetence. For the most part, the leadership is incompetent.

A human resources director told me, "Brent, we hire people for their skills and knowledge, but we have fire or fail to promote themselves or their promotion for their leadership - or lack thereof .

In other words, in the course of their careers, people are encouraged to take responsibility for larger groups and larger - until you take over a group that's too big for their leadership skills.

One of the main reasons they come up short is that skills are constantly and unconsciously fall into two traps leadership.

I'll describe the traps, how to get out of them, and how not to get them first.

The traps can be particularly deadly because they are often self-set - and even self-triggered. What's worse: the vast majority of leaders who enter them have not a clue who they are caught. One thing is being in a trap and I know you're at it: You try to quit. But it is a problem of another size to be trapped and do not know who you are inside. In this case, you stay there.

The first trap: "I need ..."

A leader of marketing in a large global company faltered. His team could not reach the targeted results. He said: "The good news is that they do what they tell them. The bad news is that they do what I tell them - just what they say. Other than shooting the worst in the group or transfer out of the other team, I can not understand what to do. And if I do not do it soon, I'll be fired or transferred to! "

I asked if I could attend a team meeting to scope the situation. "Be my guest," he said. "But I do not see what good will. The problem is not in the meetings. Everyone agrees that something must be done when the meetings. The problem is that the results after the meetings.

The meeting was just going for a couple of minutes when I saw what was wrong. Later, alone in his office, I told him: "I'm not the problem.'RE The problem. You fell into two traps leadership."

He looked at me incredulously. "What trap?"

I explained that leaders often fall into traps that prevent them from obtaining the full measure of results that are capable of doing. And the death traps are often those of their own.

The first trap is the "I need .." trap ..

Leaders fall into this trap when they say: "I need you to hit the marketing objectives, I need you to get more productive, I need you to fill (white). I need ... I need ... I NEED ....

Why is this a trap? The answer: Error leader. The Leader's Fallacy is the belief by leaders that their needs are automatically reciprocated by the needs of the people they lead. It 's a mistake because there is no automatic reciprocity. But many leaders go merrily along led by the error and are therefore not "I need .." trap ..

For example, the leading marketing thought it would motivate people to achieve great results. However, during the meeting, was constantly repeating, "I need ...". So really, it was ordering people to get average results. Certainly the leaders do not order people to get average results. But the average results are usually the result of leading order.

The order is the lowest form of motivation. The focus leading order my-way-or-the-street can not get great results from people on a consistent basis simply because people usually can not be ordered to undertake extraordinary efforts. They must choose to do so. When he said, "The bad news is that only do what I tell them." Was inadvertently afflict them. They were simply responding to an order then enter into a kind of suspended animation (masked by busy work) until the next order arrived.

In Part 2, I describe how to get out of this trap.

2005 © The Filson Leadership Group, Inc. All rights reserved.

The three factors of leadership motivation

Most leaders can not motivate people because they misunderstand what motivation is really everything. Here are three motivators that can help leaders motivate people on a consistent basis.
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Leaders do nothing more important than get results. But you can not achieve alone. You need others to help you do it. And the best way to get others to get results is not by ordering them but motivating them. Yet many leaders fail to motivate people to achieve results because those leaders misconstrue the concept and applications of motivation.

To understand motivation and apply every day, try to understand its three critical factors. Knowing these factors and put them into action to greatly improve the ability to lead for results.

1. Motivation is physical action. "Motivation" has common roots with "motor", "momentum", "movement", "mobile", etc. - all words that indicate movement, physical action. An essential feature of motivation is physical action. The motivation is not what people think or feel but what they do physically. When motivating people to get results, challenge to take actions that will realize those results.

Leaders of advice that should motivate individuals and teams to achieve results, not to deliver presentations but "leadership talks." Presentations communicate information .. But when you want to motivate people, it must do more than simply communicate information. You need to believe in you and act to follow. A key outcome of every leadership talk must be physical action, physical action that leads to results.

For example, I worked with the director of a new marketing department of large companies that wanted the department to achieve substantial increases in the results. However, employees were a demoralized team that had been clocking tons of overtime under her predecessor and were angry that their efforts were not recognized by management.

He could have tried to order them to get the results increased. Many leaders do. But order leadership founders in today's highly competitive and rapidly changing markets. Companies are much more competitive When Their workers instead of being ordered to get from point A to point B want to get from point A to point B. So I suggested a first step for employees to increase performance by motivating employees to want to increase the results. They want "when they started to believe in his leadership. And the first step in enlisting that belief was for her to write a series of leadership interviews for employees.

One of his first interviews that she was scheduled for department employees in the company auditorium.

He said: "I want them to know that I appreciate the work they are doing and I think I can get the results I'm asking of them. I want you to feel good about themselves."

"Believing is not enough," he said. "Feeling good is not enough. The motivation is to take place. Physical action must take place. Do not give the speech until you know what precise action you are going to succeed."

He had the idea of having the CEO come into the room after the talk, shake hands with every employee, and say how often praised their hard work - physical action. She did not stop there. After the CEO left, she challenged each employee to write on a piece of paper three specific things that needed her to help you get increases in results and then hand those pieces of paper to her personally - physical action.

Mind you, that leadership talk was not magic dust sprinkled immediately to employees who motivate them. (To turn the department around so that he began a considerable increase in the achievement of results, had to give leadership talks several weeks and months to come.) But it was a start. Above all, was just beginning.

2. Motivated and guided by emotions. Emotion and motion come from the same Latin root meaning "movement". When you want to move people to action, engage their emotions. An act of motivation is an act of emotion. In any attempt to strategic management, you must ensure that people have a strong emotional commitment to realizing it.

When I explained this to the chief marketing officer of a global services company, said, "Now I know why we are not growing! We senior leaders developed our marketing strategy in a bunker! He showed me" His strategy document. "It is about 40 pages single-spaced. The points made were logical, coherent and complete. It makes no sense perfect. That was the problem. He made perfect sense the most important intellectual leaders. But he had experiential sense to middle management who had to carry it forward. They had about as much in-put into the strategy as the window washers at corporate headquarters. So they sabotaged in many innovative ways. Only when the paintings were motivated - were emotionally committed to In implementing the strategy - did that strategy have a real chance of success.

3. Justification is not what we do to others. IT'S what others are doing to themselves. The English language does not accurately depict the psychological truth of motivation. The truth is that we can not motivate anyone to do anything. People who want to motivate can only motivate themselves. The motivation and reasons are always the same person. We as leaders communicate, motivate. So our "motivating" others to get results really entails our creating an environment in which reasons for these results.

For example, a commercial division leader almost faced a mutiny on his staff when in a planning session, he put next year's goals, a number much higher than the previous year, in the head. Staff, but everyone had to be scrapped from the ceiling after going ballistic. "We broke the tail to get these numbers last year. Now it is to get a much higher number? No way!"

He said. "We can hit those numbers. I just have to get people motivated!"

I gave him my "motivator-and-motivated-are-the-same person!" pitch. I suggested to create an environment where they could justify. So they had to assess what activities got results and what not. They found that they spent more than 60 percent of their time on the job that had nothing to do with getting results. Then they had to develop a plan to eliminate unnecessary work. Put in charge of their destiny, they got motivated! They developed a great plan and started to get great results.

In the long run, your professional success does not depend on what school you went to and what degrees you have. Instead, success depends on your ability to motivate individuals and teams to get results. Motivation is like a high voltage cable lying at your feet. Use it the wrong way, and get a severe shock. But the reasons apply right through the understanding and use of three factors, connect the cable, as it were, and it will serve you well in many powerful ways throughout your career.

2004 © The Filson Leadership Group, Inc. All rights reserved.

Play a bigger role in life!

Have you ever thought you are not playing the role you should play in your life?
Do not you think that you were born to play a leading role, a role much bigger in real drama of your life? So what is holding you back? Your own short sightedness!

In order to play a bigger role in life you need to see a bigger picture of yourself. Once you have that picture before you, will be much easier for you to paint that picture into reality.

Every morning I look in the mirror and say "I have to play a greater role in life." These simple words make my day a wonderful day, every day, because my determination that I must play a greater role in life, keep my mind supreme working condition, ready to play a more important role, bigger, and much larger in life. No surprise, my every day is better than yesterday.

Every night before going to bed, I see that tomorrow will be better than today. It happens! Yes, it happens!

While the muscles of the body needs some exercise daily, the brain also needs some exercise daily dose of inspiration. It is therefore important to keep yourself motivated all the time.

You must clearly define, preferably in writing, every detail of your big dreams and ambitions. Try to bring out a great YOU out of your person so that they can achieve these great goals. Never think of living the life of a normal person! It 'a shame! It's not your way of life. I recall that you were born to play a leading role, a role much more drama in your life.

Your confidence in yourself to achieve your goals with strong determination to set new record of excellence, are your greatest assets. You are not far from playing a (very) larger role in life!

Dump Intervention Leadership Talks!

The CEO of a worldwide business asked me to help you develop a speech that was meant to give to several hundred of its top executives. He said: "I feel like I'm going to Daniel in the lions' den."

In fact, it was the business equivalent of a lion's den that was coming. Hired by a rival company, was a stranger to the company, a company hobbled by declining market share and bad morale caused by the arbitrary actions of the previous CEO, an isolated dictator.

"This is the first time that most of them you see and hear me," he said. "I will give a presentation on the state of the business."

"Hold On," I said. "Do not make a presentation. Hold a leadership speech instead."

There is a difference, I explained, between a presentation / speech and a Leadership Conference. A presentation / speech communicates information, but a discourse of leadership not only communicates information but makes a deep, emotional, human connection with the public.

Most leading presentations and speeches most of the time they should give Leadership Talks.

"You are facing a major leadership position," I said. "The old saying, 'You never get a second chance to make a first impression' applies here in spades. You have a great Leadership Talk opportunity. But to have people believe in you and follow you must be emotionally committed to you and what you say. So to understand what their emotional needs are. "

I went in and spoke to a number of his managers and found that they felt intimidated by the demands of an increasingly sophisticated. I found that were not afraid to be supported in the decisions made in the field. I knew they were angry at having to meet what they considered unnecessary reporting requirements. I learned that he did not trust top management.

Intimidation, fear, anger, mistrust .. . describes the state of the emotions of his audience and, indeed, the state of the business.

The CEO gave a speech that spoke of leadership and meet the needs of those emotions, a discourse based on the unique concept that was someone they could trust.

Speaking of leadership marked the beginning of a turning point for the company.

The lesson: Analyze and speak to the emotion of a situation, and you can become a dramatically more effective leader.

This analysis happen this way:
* Know the difference between a presentation / speech and Leadership Talk then view every speaking situation you encounter or as a presentation / speech situation or a Leadership Talk situation.

* Know that you rarely give presentation / speeches and that the speech should be your primary leadership communication tool leadership.

* Analyze the emotions of the audience, asking what they feel, when you speak, what they fear, what angers them, what inspires them.

* Structure your talk around emotional-talking points. For example, list three things that angers your audience. Do those things the main lines of the speech.

* Talk to them about their emotions. Tell them, for example, that you realize you are angry and what they are angry. Tell them you realize what they feel.

He speaks well and has proved effective in motivating ways. Moreover, they reveal themselves.

These revelations can create strong links between speakers and audience.

Understand the situation by talking in terms of emotional content, and you realize that the situation in new ways. Understand in a new way and talk in new ways. And when he speaks again, the public works in new ways.

2004 © The Filson Leadership Group, Inc. All rights reserved.

A Whack Up 'Long Side The Head of Human Resources: the imperative of Leadership

human resources, despite complex activities of the function, should have a fundamentally simple mission, but a mission that is neglected by many HR professionals. I request that the overriding mission of Leadership - helping the organization recruit, retain and develop good leaders. Here's an action plan in three phases for the HR function and hanging in the thick of the game.
~~~~~

When we perceive the simple center in the seemingly complex, we can change our world in powerful new ways.

Albert Einstein perceived the simple E = MC2 in the complexities of physical reality and changed the history of the 20th century.

Big Daddy Lipscomb, the Baltimore Colts £ 300 all-pro tackle in 1960 the center mere perception of what was perceived as the complex game of football. "I just Wade in players," he said, "until I get to that ball. I keep him!" - It has changed the way the game was played.

Similarly, human resources, despite its complex activities, should have a fundamentally simple mission, but a mission that is neglected by many HR professionals. I request that the overriding mission of Leadership - helping the organization recruit, retain and develop good leaders.

Clearly, without good leaders, few organizations can thrive in the long run. What characterizes a good leader? A good leader always gets results - in an ethical manner and motivational. Why interact with all business functions and usually provide education and training for these functions, human resource professionals should be focused primarily on recruitment, retention and development of leaders who get results. Any other fire is unknown.

However, working with leaders of human resources in a variety of companies for the past two decades, I find that many of them are stumbling. Involved in the downsizing of the storms, the compliance requirements, acquisitions, mergers and reorganizations, are engaged in activities that have little to do with their central mission. Ignoring, or at least give short shrift to the imperative leadership, are too often seen, especially by the leaders scheduled to play sideline efforts.

Many HR leaders have nobody to blame for this situation but themselves. Neglecting the imperative, they themselves have chosen to be participants sideline.

Here's an action plan in three phases for the HR function and hanging in the thick of the game.

Recognize. Link. Execute.

Before processing each step, let me define leadership as it should be. For your leadership misunderstanding will prevent the application of the imperative.

The word "leadership" comes from the Old Norse word-root meaning "to make go." Indeed, leadership is to make things go - making people go, there are organizations to go. But the misunderstanding comes when leaders fail to understand who does what in fact go. Leaders often believe that they themselves must make things go, that if people have to get from point A to point B, say, that must order them to go. But now the order leadership founders rapidly evolving, highly competitive markets.

In this environment, a new kind of leadership must be cultivated - leadership that is not to the other to get from point A to point B - but which aims to motivate their leadership in want to go from A to B.

That "still others to lead others" is what drives today should be about. And that is what we instill in our clients. We challenge them to lead, lead to the results of this principle in mind, and accept nothing from them, but that leadership.

Furthermore, leadership today must be universal. To compete successfully in areas that are highly competitive, rapidly changing markets, organizations must be composed of employees who are all leaders in some way. We all have problems of leadership thrust upon us many times a day. When we are trying to convince someone to act, we are a leader - even if the person we are trying to persuade is our boss. Persuasion is leadership. Moreover, the most effective way to succeed in any undertaking is to take a leadership position in this effort.

The requirement applies to all employees. Any activity that you are challenged to achieve, make a compelling lens through which you view these activities. You have your customers recognize your work on behalf of their leadership will pay big dividends toward advancing their careers.

Recognize: Recognize that the recruitment, retention and development of a good band leader with earnings growth (or with nonprofit organizations: mission) in terms of being an organizational necessity. So most of your activities must be somehow linked to the imperative.

For example, HR directors who want to develop courses to improve the ability to talk about leading their companies' often error in the design phase. Not recognizing the imperative leadership, describing how wrong "fashion show." Instead, if they were guided by the imperative, it would be courses on "leadership talks." There is a big difference between presentations and discussions of leadership. Presentations communicate information. Presentation courses are a dime a dozen. But talks leadership to motivate people to believe in you and follow you. Leaders must speak many times a day - for individuals or groups in a variety of settings. When you run courses to help you learn practical ways to deliver effective talks, to know them better talk that can lead better, you are benefiting Their job performance and their career.

Today, in most organizations, the presentation is the conventional method of communication. But when you talk about the leadership of key establishment method to "talk" courses and monitoring and evaluation widely and deeply within the organization, you will help make your business more effectively and efficiently.

Link: Even if the recognition is the first step to take to the sidelines, do not get in the game. To reach the center of things, you must connect your activities with the results. It is not the result - their results.

Clearly, your customers are challenged to get results: closing sales', efficient operations, advances in productivity, etc. Some results are crucial. But other results are absolutely indispensable. Your task is to help clients achieve their results, in particular the results needed. You have to be their partners 'outcomes'. You must also help them obtain a significant increase in these results. The results achieved with your help should be more than the results we have achieved without your help.

For example, when the goals of developing enterprise-wide leadership for talks, we should aim to have participants win a speaking "beauty contests", but instead of talking to motivate others to get increases in results measured. When you change the focus of the courses appearance to speak to the reality of the results, change participants 'views' and commitment to the courses and also their vision and commitment to you in providing these courses. So have the participants define their indispensable results and link the principles and processes that they learned in order to obtain measured increases in these results.

Execute: it is not enough to recognize. Not enough to create the link. You must run. "Run" is a exsequi Latin root meaning "to follow constantly and vigorously until the end or even 'the tomb'." Let's catch, if not the letter, at least the spirit of this root vibrant ensuring that your business on behalf of clients are well "executed", which are carried out with determination and continuity in their daily work throughout his career. If these activities are helping them to achieve results, are really their "partner results."

For example, on courses about leadership, HR professionals can take an "initiative approach. At the conclusion of the course, each participant selects an initiative to establish re-employment. The purpose of each initiative is to achieve a considerable increase in their results using the essential principles and processes they have learned.

Initiatives and their results must be concrete and measurable, such as increased productivity, increased sales, efficiency of operations and reduced cycle times.

Participants should be challenged to achieve increases results above and beyond what you would get without having attended the course. They should be challenged to get increases within an agreed time, such as quarterly reports.

Indeed, if the participants do not achieve an increase in the outcome that results in at least ten times what the cost of the course, they should get their money back.

Does not stop there. Achieve an increase in results is not the end of the course, should be the beginning - the beginning of a new phase results, the stage of intensification. Participants obtain more results, which have created more opportunities to achieve even more. The leadership talk course should have methods to propose a step delivery 'up.

One of these methods can be a quarterly leadership round-table talk. Participants who graduate from the course meet once a quarter to discuss the results obtained and provide best practices to achieve more. Human resources should organize, supervise and facilitate the roundtables. In this way, the results are always the leaders are expected to increase quarter after quarter.

When HR professionals promote these courses about leadership, courses that are related to increases necessary to achieve results and that come with "performance guarantee", those professionals are truly seen as partners results in their organizations.

I used the discourse of leadership as an example of how you can dramatically improve your contributions to society by applying the Leadership Imperative. Do not just apply the requirement of these courses only. Used to complain that he faces.

When you recognize how this challenge can be met through the imperative, when connecting the challenge to obtain increases in performance measured, and when you run for the results, you can transform your function.

You must not be as distinct as Einstein or as impressive as Big Daddy Lipscomb, but will be in your individual way to perceive the simple, powerful center of things. You will be in the middle of the most important game of your company is playing - to help change the world and the world for your customers.

Leadership Development and jump out Airships

A German silent melodrama depicts an airship bombing London during World War illuminated by searchlights and strafed by fighters, the crippled airship loses altitude, the captain frantically jettisons tools needed to lighten the weight. Eventually the weight allowed only human. So the captain orders the crew members at sea. A grisly scene unfolds as aviators, one by one, without a parachute, step up to the hatch, salute the captain and first officer, then jumps to his death. Lightened the airship returned safely to Germany.

That scene is not a relic. Is happening in society often these days, clearly not a fact, but a metaphor. Companies, shot in crossfire of increasingly competitive markets must lighten their loads flotation for earnings growth '. The captains are jettisoning all employees, but indispensable. Commonly, one of the first tasks is to sort out the function of education - in particular the formation of leadership or leadership development.

Many business leaders view training as unnecessary, as the crew of the airship melodrama.

But leadership is not dispensable for business success. It 'absolutely essential. Good leaders are much more important for long-term success of companies with good products. All organizations that fail to obtain, maintain and develop good leaders eventually founder. This is not a secret. Most executives know this.

Here's the secret: the fact that leadership development is considered redundant is not making the captain. Crew is doing. The blame lies with those responsible for leadership development. They simply have not defined leadership development so essential for the results. Yes, they have called this development the results of training, but not the results that count, the business results.

And when people do not focus on the results of training education business results, have always faced is that when the surplus in a row to jump.

What is leadership, but the results - not results of training, business results. If leaders are not getting the business results are not prominent. The results can be defined in many ways, productivity, operational efficiency, sales growth, cost reduction, etc., but the development of leadership has no real value unless it is helping leaders to achieve these results.

Here are two easy ways to position your role to increase significantly the value for the company.

1. Define the results.

Forget the training results. Forget about training objectives. Tools are indispensable. Thrown overboard. What are the results of business leaders is being developed? If you are dealing with people in production, thus having to focus on development programs to improve operational efficiencies. If you have sales staff in these programs, get more focus on their sales results within a certain time after they complete the program. Who signed for your programs, challenge to use the tools you give them to achieve short and long term.

For example, at the beginning of your program, ask participants: "What you have to get results and what are the challenges that you found them?"

Then bring them the tools to help them achieve this. What you learn is useless unless it is linked to what is most valuable for their work and careers. It 's worse than useless, is a block scandal as such requires learning who spend their time away from pursuing its objectives of real work.

2. Measure these results.

There is no value in the business without measurements. Trainers who ignore this truth are put at the forefront of the open door when the company begins to decline. These trainers generally show their value, demonstrating the cost effectiveness of their programs.

Cost-effectiveness, nonsense! I do not know of any organization in which "cost-effective" ultimately does not mean "cheap." Cost-effectiveness is the worst way of development programs on the leadership position. programs cost-effective programs are less valuable of all. Once you start defining how our programs are cheap, show us that we do not understand or leadership development - and so diminish our value to society.

Do economic leadership programs. Make them expensive! - Expensive to society if these programs are not established. We can only show their true importance, showing the hard, measured, participants focused performances in business after taking the programs.

After the session, participants write a "value received" the letter in which the detail is hard to measure results will be achieved when using the tools of leadership.

Follow up to 35 days to ensure that these results or obtain.

If participants in a course of leadership does not get an ROI that is at least 5-10 times higher than the investments made in that way, give them their money back. And why not? If you can not have large increases in their hard, measured results, it is the fault of the course. Not helped them develop as leaders. Without results, the leadership has no meaning.

Leadership development is too important to be demeaned by having to achieve training objectives. Enhances its importance to him realize business goals. Thus, changing the scenery of our airship metaphorical. Instead of ordering off the crew, the captain says, "We can not afford to miss this crew member. Stay here! First mate, jump!"