Be the puzzle complete! How to solve the puzzle of Leadership

"There is no such thing as a perfect leader, either in the past or present, in China or elsewhere. If there is one, it's just fiction, like a pig inverting spring onion in the nose in an attempt to look like an elephant."
Liu Shao-chi

It may be true that there is no such thing as the perfect leader - leaders are human after all. However, this does not mean that people who hold positions of leadership must continually seek to improve their leadership skills.

Some managers just an example for others to follow. Can have a badge on their office door or global delivery their 'Head of Service,' 'area manager' or 'Unit Supervisor', but do these 'Lanyard' show all the qualities necessary to inspire others to follow? And 'unlikely that people are promoted to positions of responsibility without any leadership, but may lack one or more essential.

In order to measure leadership skills managers' we need to identify what are the essential qualities of an effective leader. In my opinion, six in number:

 a leader is a visionary
 A leader sets an example
 A leader understands what motivates each team member
 A Leader builds supportive relationships
 A leader empowers others to achieve their potential
 A leader understands the power of communication

These are the six components that each leader must work hard to constant and consistent application and above all showing him or her. Think like a puzzle - Jigsaw Leadership ®

Unless all six pieces are in place, the leaders will not reach its potential, or those who seek to follow their leader. Nobody wants to drive a high-performance team can do so if they are 'a short piece of a puzzle'! Consider each piece in a little 'more detail.

VISION. Leadership involves taking people on the go, but if people are not to be a journey into the unknown. destinations can work for Captain Kirk of the starship Enterprise, but not for the leaders of today with their feet firmly in place terra-firma! A person who holds a leadership position without a clear vision or an ability to communicate effectively, will be heading into darkness (probably only!).

Creating a vision must, by its very nature, be one of the most important roles of a leader - how to set a positive issue for the future. Vision of a leader - he or she personally is associated with - should appeal to people on an emotional level, as a practical. Should be meaningful, relevant and inspiring: to encourage people to buy into it willingly. When leaders express their vision in a way that touches their followers, inviting strong commitment: a common goal that focuses people on a shared, mutually beneficial goal.

"A leader shapes and shares a vision which gives point to the work of others"
Charles Handy

EXAMPLE. One of the most important and effective leaders are able to see the quality is consistently and visibly to connect values that are about with their daily activities. Indeed, coherence and visibility are the keys. People respect and follow leaders whose actions reflect their words, have no respect for leaders who say one thing and do another. "Do as I say, not as I do" is simply not good enough.

Managers must, therefore, hard look in the mirror and consider what they see. They should ask themselves: "I have to bring so that I would gladly follow me?" I always have to demonstrate leadership skills that I recognize leaders that I, myself, respect? "You can be sure of one thing: you can not be continuously assess your performance as a leader, but your followers will be! Will be watching your every move and taking a lead from you.

"The leaders behave as if everyone is watching, even when nobody is watching"
Brian Tracy

Justification. Having a vision is one thing to sell in a way that others realize it is quite another. The role of leaders is to focus the energies of followers on shared goals and to encourage them to achieve these objectives. But everyone is different and responds to different stimuli. Truly great leaders understand their followers: they understand their needs, their dreams, their fears, their emotions - what 'makes them so'. It is an understanding of the different needs of different people is key to effective leadership.

One of the greatest motivators is to believe that it is contributing to the success of your team and, therefore, for the success of the overall vision. People need to believe that they are playing their part and successful leaders to ensure that they receive the recognition their efforts deserve. In my experience working with junior managers across the country, the belief that they are not valued for their efforts is one of the most common demotivators.

"Leadership is the art of getting someone else to do something you want done because he wants to do"
Dwight D. Eisenhower

REPORT. And 'axiomatic that a leader has followers - a team of people working together towards a common goal. To be effective, a working group within an organization requires not only supportive relationships between leaders and followers, but among their followers. A culture of trust must exist between all members at all levels, with the leader providing the shining example for all to follow.

Despite the fundamental changes in recent years forced organizations (budgets shrinking and delegated for example) some services are still led by 'badge holders', who are busy interfering in the work of their subordinates are not willing to share information, and insist on the enforcement of any decision. Yet if the challenge modern leader is to make optimal use of fewer resources (and is!) This will happen only if people are encouraged to participate in an open and positive, based on relations of mutual reinforcement. 'Mushroom Management' should be replaced by a culture in which everyone is ready to give and receive confidence.

"All your strength is in your union. All your threat of disunion"
Henry Longfellow
The Song of Hiawatha

Empowerment. Enlightened leaders understand that people want more natural to improve themselves and, given the appropriate support and encouragement, will grasp the opportunity to acquire new skills and knowledge. They also realize that the key to getting the best out of people to give them responsibility for their actions, rather than creating an environment of control and mistrust.

These leaders are willing to delegate aspects of their role to their subordinates when the situation allows and, moreover, are willing to put in a position to make decisions themselves, within parameters, without recourse to higher authorities.

Empowerment is based on the belief that, given the opportunity, people are preordained to think for themselves and generate ideas to benefit their workplace, their organization and, therefore, by extension - their own. Following production orders robotic robots, to enable us to produce inventive and inspired ideas and a pride in individual and team.

"Treat people as if they were what they should be, and help them become what they are capable of being"
Goethe

COMMUNICATION. While all those who hold the badge of leadership, without exception, to preach the importance of effective communication, not all practice what we preach. But, again, is the leader who should lead the way by his example.

productive communities are built on an understanding between all parties. A leader who is ready to go out and 'walk the talk' will be a much better position to enhance both the vision and feel how it is received, someone who is desk-bound. There are few more powerful motivating actions a leader can take to make the effort to talk with workers at the forefront and to ask "how are things going?" And that means!

We live in the 'communication age'. Yet, with powers unimaginable hours are dangers at hand. Communication is not just the 'thing' - just as important is the 'how'. Wise leaders balance the effectiveness of the impact of technology with human touch. I am well aware that they can not shake his hand, pat his back, smiling or by e-mail!

"A leader is someone who knows what he wants to achieve and how to communicate"
Margaret Thatcher

The message? The message is that true leaders need to be experts in a wide range of essential skills that can be represented by The Leadership Jigsaw. Those holding leadership positions should be measured against this model of excellence to ensure that they are not 'a short piece of a puzzle'.

The Leadership Jigsaw is a model of leadership best practices created by Alan Cutler, a leading writer, motivational speaker and mentor. For more details on how Alan can develop the leadership skills of managers see www.leadershiptalks.com, or contact him alan@leadershiptalks.com. Full details of the puzzle leadership are contained in his book, 'A small piece of a puzzle', obtainable from www.leadershiptalks.com

Six important managerial skills for successful leadership

A mark of a good leader must be able to provide consistent motivation for his team to encourage them to excellence and quality in their performance. A good leader is always looking for ways to improve production and standards. Here are six management skills you can develop as a leader in working to create a team of effective quality.

1. Observation
This is an important aspect that is often overlooked because of time required of a leader and timetable. Observation and regular visits to the workplace are a priority and must be scheduled in the calendar. Observing employees at work, procedures, interaction and workflow is critical to implementing adjustments to improve results. To have credibility, a leader must be seen and be known to be in step with what is happening in the workplace.

2. Monitor Employee Performance
employee performance should be monitored in a mutually accepted. Policies and procedures must be clear. Conferencing should be on a regular basis and not only when there is a problem. Evaluations and assessments are not simply all formalities or view a document required to be done and filed. Individual and group conferencing should not only be carried out to monitor performance, but with the expectation of continuing professional development and support. There should be an encouragement to go often and clear criteria on the objectives for both team and individual.

3. Implementation of professional development programs
A good leader evaluates weaknesses and provides training and development strategies to strengthen the weaker skills in the team.

4. Demonstration of knowledge and work skills
Good leadership comes from a place of knowledge and strong experience in production and process leading to results. If a leader does not possess all the skills and personal knowledge, and regular consultations with experts in the departments involved should be held. This is important to maintain an accurate and global information.

5. Good Decision Making
Good leadership is characterized by the ability to make good decisions. A leader considers all the different factors before making a decision. Clear firm decisions, combined with the availability and flexibility to adapt decisions, if necessary, create confidence in the leadership.

6. Ability to conduct and evaluate research
The ongoing review, and research is vital to keep at the forefront of world affairs. While managing the present to ensure the ongoing excellence of product and performance, a good leader is able to look towards the future. Management and evaluation of research is an important way of planning and be ready for future.

Excellent leadership is always in favor, rather than reactive. By developing these six managerial skills builds a solid foundation for success.

In Praise Of Praise

If you manage others, one of the most valuable tools you have in your backpack is praise. Together with his counterpart, criticism, these two instruments can make a huge difference to how people feel. And how do you feel you can make an even bigger difference to how they operate. Here are 5 ways to use praise and criticism in an effective and productive.

1. Praise in public, in private Criticise. While public praise can make people feel 10 feet high, public criticism of 10 inches will make them feel small. Furthermore, recipients of public condemnation to simmer a pot of vengeance to be delivered at a time only when you need it. Instead, always follow the advice of Catherine the Great of Russia: "I praise in public, I criticize privately."

2. Reverse your relationship-critical praise. When we do not think we tend to do more to criticize others who praise. This is because we take for granted that people working for us should do - without any comment from us - and we believe that it is only When people do not run we should say something. As a result, criticism is what we do most. Jack Canfield has discovered that the teacher school day provides 460 negative comments compared to only 60 positive ones. When Jack invert the relationship in a school, just getting teachers to praise children when they did something useful, the results were surprising. Moral and behavioral approached. It remained standing. And everyone was happy.

3. Add to Sunshine shower. If you must criticize someone because there is little to praise, to soften the edges with encouragement. Goethe, the late 18th century philosopher, said that after criticism encouraging others have a more powerful effect on people not only criticizes them alone. He compared the effect of sun after a shower. George Adams, American newspaper magnate, said he encourages others who have an effect on them that you can not begin to understand. It has the power to change lives. As the Oxford don William Ward said: "Flatter me, and I do not believe you. Criticise me and I do not like. Ignore me and I forgive you. Encourage me and I will never forget you."

4. Praise and serious. Appreciation alone can do wonders. However, striking barren land if the person on the receiving side does not believe or is insincere. One of the most effective ways to provide praise is not just to tell someone what we liked what he did, but to tell the effect that had on us.

In business as a game, "Albert Carr tells the story of a speech by a chief executive. The man was not an accomplished orator and he knew it. However, shortly after he had sat, was approached by one of his department managers. "Mr. Rossen, who was an extraordinary speech. A great performance. Churchill could do better!" The chief replied amiably: "Thank you, Larry. Glad you liked."

A few days later, another manager came to head during lunch and said: "Mr Rossen, I thought about what you said the other night. It's made me think Could we make some changes in our department. Would Sorry if I sent you my thoughts? "" Not at all, Bill, "said the chief. "I'm glad you thought the speech."

It is not difficult to see what the most important compliment.

5. Power-praise. Richard Branson, Virgin chairman of a multinational empire, says he has an easy way to motivate his team: "I choose the best people I can and then I praise, praise and praise them." No doubt people are motivated by praise. After all, is one of the needs identified by Abraham Maslow in his hierarchy of needs. We are motivated by the need for recognition by those who matter to us. Partly because of this, praise can create dependency. People look, but do a good job and become de-motivated when it is not imminent. This is also why the combination of praise and criticism works so well together. Make it a habit never to praise without encouragement to do better, or encouragement to do better without praise. That's why the positive-negative-positive sandwich works so well.

One last point. When given true, sincere, and of course the praise, it raises your status in the eyes of others. Giving praise is so rare that we realize people who do it for us.

There is nothing complicated about giving praise. And 'one of the simplest and most powerful interpersonal skills around. Just see what others do, the time to talk to them, and with a little 'of child psychology, simply tell us something that will make your day.