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.
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