The Leadership Talk: The most powerful of all leadership (Part 1)

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Abstract: The author asserts that presentations and speeches are the means of communication less effective leadership. There is a much more effective: The Leadership Talk. In this three-part series, describes the fundamentals of the Leadership Talk and how it will contribute to the development and delivery.

Turbo charge your career with leadership more powerful tool of all: The Leadership Talk (Part One)
By Brent Filson

Leaders talk about 15-20 times per day. You speak at meetings, speaking through their desks, talking on the phone, talking e-mails, talking at lunch, beside the coffee machine, and lifts, etc.

It is the interaction of these meetings to speak, multiplied daily, month and month, year after year, we become a successful leader or not.

If these meetings are defined by leadership talks instead of presentations / interventions, the effectiveness of your leadership will be dramatically increased, not only in your work, but in your career.

Here's why: There is a ladder of verbal persuasion. The lowest rungs (less effective) which are presentations and speeches. First, they communicate information.

But the top step, the most effective way to communicate as a leader, it is through the Leadership Talk.

The Leadership Talk not only communicates information. It does something much more. And 'you down a deep, human emotional connection with people - so important in motivating them to achieve results.

Once you understand the Leadership Talk, you will find that it is essential to your leadership. You'll never go back to presentations / speeches again.

I'm going to show what is and some tips on using it. But first, let's understand this important point: if the leaders do not match, it is often because they act in the wrong place. Here are two assumptions that guide leadership golden Leadership Talk.

A premise. Leadership is something unique, get results, but you can define and measure them. If you're not getting results, you are not a leader, or will not be a leader for long. Leadership is not a measure of performance, results are a measure of leadership.

This seems simple enough, but many executives or ignore or misunderstand this premise. They may not know that getting results is their raison d'etre. Or they can be focused on the wrong results. Or they can go after the right results in the wrong way.

If the leaders do not act on the assumption above, if they go wrong in countless ways.

Premise two: The best leaders get more results, they become faster and achieve more, faster "continually.

Although this may seem an obvious point, but many managers lose a point as well. Leadership, the greatest sin is the greatest treason, to get the right results for the wrong reasons.

For example, many leaders think they can reduce their cost-way to achieving a robust body. Do not get me wrong: costs should be an ongoing effort in any organization, but to rely on it as primary results-generator can lead to an organization being driven into the ground. Get "more, faster, continually" means going beyond an exclusive focus on cost reduction and results touching the heart of what the organization is all.

And the heart of any organization is the purpose and people: the combination of its core purpose and actions of people who experience this. These people must be enlisted as a leading cause. Case leaders do more than accomplish their jobs really take the leadership of those jobs and in doing so bring a special motivation, vision and initiative for the job.

Leadership is not position, and performance. Are you a broom, for example, you best not do their job by simply sweeping plan but taking leadership of it: in other words, he approaches the job with the distinctive initiative, care and commitment that leadership involves .

These two main conditions beg the question, how leaders get more results, faster results on an ongoing basis?

The answer is simple: through the Leadership Talk.

The Leadership Talk is a powerful generator of results, perhaps the most powerful generator of results you'll ever use. It works through your interaction with people so that they become motivated to be your cause leader (s) to achieve results faster, continually.

Discussions of leadership can be a formal way to communicate, but their main informal. Unlike speech, are usually interactive. Can be delivered anywhere, at a conference table during lunch in a cooler of water through a desk. (One of the best Leadership Talks I attended was given by a supervisor at a plant of the members of his team at the company picnic while they sat on the back of a truck, sipping beers.) And in many cases, a Leadership Talk effectively as possible be given when the roles are reversed when the public speaks to the speaker.

Finally, although the methods I developed for the Leadership Talk is new, its roots go back into the mists of history. Throughout history, when people needed to make great efforts, something had to happen, was a leader to unite together and speak from the heart. That the leader had to take a leadership talk.

Over the next two parts, I describe the essential elements of leadership talk, so you can start developing and delivering them immediately.

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