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.
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