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.
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