When you are at work, do you get frustrated because things don't seem to be happening the way they’re supposed to be? You see people milling around but nothing gets accomplished. And in the daily hustle and bustle, do you feel that your goals remain just that – goals. Then maybe its time for you to stand up and do something about it.
Most people are content just to stand around listening for orders. And it isn't unusual to adopt a follow-the-leader mentality. But maybe, somewhere inside of you, you feel the desire to make things happen – to be the head, not the tail. Then maybe leadership just suits you fine.
Some people believe that great leaders are made, not born. Yes, it may be true that some people are born with natural talents. However, without practice, without drive, without enthusiasm, and without experience, there can be no true development in leadership.
You must also remember that good leaders are continually working and studying to improve their natural skills. This takes a commitment to constantly improve in whatever endeavor a person chooses.
First of all, let's define leadership. To be a leader, one must be able to influence others to accomplish a goal, or an objective. He contributes to the organization and cohesion of a group.
Contrary to what most people believe, leadership is not about power. It is not about harassing people or driving them using fear. It is about encouraging others towards the goal of the organization. It is putting everyone on the same page and helping them see the big picture of the organization. You must be a leader not a boss.
First of all, you have to get people to follow you. How is this accomplished?
People follow others when they see a clear sense of purpose. People will only follow you if they see that you know where you are going. Remember that bumper sticker? The one that says, don't follow me, I'm lost too? The same holds true for leadership. If you yourself do not know where you're headed to, chances are people will not follow you at all.
You yourself must know the vision of the organization. Having a clear sense of hierarchy, knowing who the bosses are, who to talk to, the organization's goals and objectives, and how the organization works is the only way to show others you know what you are doing.
Being a leader is not about what you make others do. It's about who you are, what you know, and what you do. You are a reflection of what you're subordinates must be.
Studies have shown that one other bases of good leadership is the trust and confidence your subordinates have of you. If they trust you they will go through hell and high water for you and for the organization.
Trust and confidence is built on good relationships, trustworthiness, and high ethics.
The way you deal with your people, and the relationships you build will lay the foundation for the strength of your group. The stronger your relationship, the stronger their trust and confidence is in your capabilities.
Once you have their trust and confidence, you may now proceed to communicate the goals and objectives you are to undertake.
Communication is a very important key to good leadership. Without this you can not be a good leader. The knowledge and technical expertise you have must be clearly imparted to other people.
Also, you can not be a good leader and unless you have good judgment. You must be able to assess situations, weigh the pros and cons of any decision, and actively seek out a solution.
It is this judgment that your subordinates will come to rely upon. Therefore, good decision-making is vital to the success of your organization.
Leaders are not do-it-all heroes. You should not claim to know everything, and you should not rely upon your skills alone.
You should recognize and take advantage of the skills and talents your subordinates have. Only when you come to this realization will you be able to work as one cohesive unit.
Remember being a leader takes a good deal of work and time. It is not learned overnight. Remember, also, that it is not about just you. It is about you and the people around you.
So, do you have the drive and the desire to serve required of leaders? Do you have the desire to work cooperatively with other people? Then start now. Take your stand and be leader today.
Lets start LEADING
Tuesday, October 30, 2007
Friday, October 26, 2007
Leaders come in different flavors
Much has been written about leadership: rules, pointers, styles, and biographies of inspiring leaders
throughout world history. But there are certain leadership ideas that we ourselves fail to recognize
and realize in the course of reading books. Here is a short list of things you thought you knew about
leadership.
Leaders come in different flavors.
There are different types of leaders and you will probably encounter more than one type in your
lifetime. Formal leaders are those we elect into positions or offices such as the senators,
congressmen, and presidents of the local clubs. Informal leaders or those we look up to by virtue of
their wisdom and experience such as in the case of the elders of a tribe, or our grandparents; or by
virtue of their expertise and contribution on a given field such as Albert Einstein in the field of
Theoretical Physics and Leonardo da Vinci in the field of the Arts. Both formal and informal leaders
practice a combination of leadership styles.
·Lewin’s three basic leadership styles – authoritative, participative, and delegative
·Likert’s four leadership styles – exploitive authoritative, benevolent authoritative, consultative,
and participative
·Goleman’s six emotional leadership styles - visionary, coaching, affiliative, democratic,
pacesetting, and commanding.
Lets start LEADING
throughout world history. But there are certain leadership ideas that we ourselves fail to recognize
and realize in the course of reading books. Here is a short list of things you thought you knew about
leadership.
Leaders come in different flavors.
There are different types of leaders and you will probably encounter more than one type in your
lifetime. Formal leaders are those we elect into positions or offices such as the senators,
congressmen, and presidents of the local clubs. Informal leaders or those we look up to by virtue of
their wisdom and experience such as in the case of the elders of a tribe, or our grandparents; or by
virtue of their expertise and contribution on a given field such as Albert Einstein in the field of
Theoretical Physics and Leonardo da Vinci in the field of the Arts. Both formal and informal leaders
practice a combination of leadership styles.
·Lewin’s three basic leadership styles – authoritative, participative, and delegative
·Likert’s four leadership styles – exploitive authoritative, benevolent authoritative, consultative,
and participative
·Goleman’s six emotional leadership styles - visionary, coaching, affiliative, democratic,
pacesetting, and commanding.
Lets start LEADING
Wednesday, October 24, 2007
6 Reasons Why Leaders Fail
1. They lose sight of what's important
Leaders are usually distinguished by their ability to "think big". But when their focus shifts, hey suddenly start thinking small. They micro manage, they get caught up in details better left to others, and they become consumed with the trivial and unimportant. The good work of leadership is usually a result of who the leader is. What the leader does flows naturally from inner vision and character. It is possible for the leader to become too action oriented and, in the process, lose touch with the more important development of self.
2. They fail to communicate effectively
A lack of focus and its resulting disorientation typically lead to poor communication. They begin to believe that truly committed followers automatically sense their goals and know what they want without being told. Misunderstanding is seen by such managers as a lack of effort on the listener's part rather than their own communication negligence.
3. They become driven by fear of failure.
When driven by the fear of failure, leaders are unable to take reasonable risks. They want to do only the tried and proven. Attempts at innovation that typically characterised their initial success, diminish and eventually disappear.
4. They lose their credibility
The highest principle of leadership is integrity. A leader's credibility is the result of two aspects, what they do and who they are, a discrepancy between these two aspects creates an integrity problem. When integrity ceases to be a leader's top priority, when achieving results becomes more important than the means to their achievements, that is the moment when a leader steps onto the slippery slope to failure.
5. They have poor self management
While leadership is invigorating, it is also tiring. Leaders who fail to take care of their physical, mental, social, spiritual, family and emotional needs are headed for disaster. It is absolutely vital that leaders continue to grow and develop in all areas of their life.
6. They lose sight of their vision
The hard work of leadership should be fulfilling and even fun. But when leaders lose sight of the vision that compelled them to accept the responsibility of leadership, they can find themselves working for causes that mean little to them. They must stick to what they love, what motivated them in the first place, to maintain leadership fulfilment.
Lets start LEADING
Leaders are usually distinguished by their ability to "think big". But when their focus shifts, hey suddenly start thinking small. They micro manage, they get caught up in details better left to others, and they become consumed with the trivial and unimportant. The good work of leadership is usually a result of who the leader is. What the leader does flows naturally from inner vision and character. It is possible for the leader to become too action oriented and, in the process, lose touch with the more important development of self.
2. They fail to communicate effectively
A lack of focus and its resulting disorientation typically lead to poor communication. They begin to believe that truly committed followers automatically sense their goals and know what they want without being told. Misunderstanding is seen by such managers as a lack of effort on the listener's part rather than their own communication negligence.
3. They become driven by fear of failure.
When driven by the fear of failure, leaders are unable to take reasonable risks. They want to do only the tried and proven. Attempts at innovation that typically characterised their initial success, diminish and eventually disappear.
4. They lose their credibility
The highest principle of leadership is integrity. A leader's credibility is the result of two aspects, what they do and who they are, a discrepancy between these two aspects creates an integrity problem. When integrity ceases to be a leader's top priority, when achieving results becomes more important than the means to their achievements, that is the moment when a leader steps onto the slippery slope to failure.
5. They have poor self management
While leadership is invigorating, it is also tiring. Leaders who fail to take care of their physical, mental, social, spiritual, family and emotional needs are headed for disaster. It is absolutely vital that leaders continue to grow and develop in all areas of their life.
6. They lose sight of their vision
The hard work of leadership should be fulfilling and even fun. But when leaders lose sight of the vision that compelled them to accept the responsibility of leadership, they can find themselves working for causes that mean little to them. They must stick to what they love, what motivated them in the first place, to maintain leadership fulfilment.
Lets start LEADING
How to be an inspirational Leader
(1) Inspirational leaders set the pace. One of the great examples of this is depicted in the movie We Were Soldiers, directed by Ronald Wallace and starring Mel Gibson as Lt. Col. Hal Moore. Prior to leaving for service in Vietnam, Moore delivers a moving speech to his troops. He says,
I can’t promise you that I will bring you all home alive, but this I swear: I will be the first one to set foot on the field, and I will be the last to step off. And I will leave no one behind. Dead, or alive, we all come home together.
Moore then literally fulfills this promise. He is the first one to step into battle and the last one to leave. This is real leadership.
True leaders don’t ask their people to do anything they are unwilling to do. They lead by example. They model the behavior they want others to manifest.
(2) Inspirational leaders believe in the future. They are able to paint a vivid picture of a different and better reality. They make it concrete, so people can see it, touch it, smell it, and taste it. They give people hope that things can be better, and they have a plan for making it so.
Regardless of what you think of his politics, Ronald Reagan was a master at this. He offered hope. In the late 1970s, as a result of high inflation and high interest rates, Americans were discouraged. Many were cynical. Some were saying that things couldn’t get better—this was simply the new reality and Americans needed to get used to it.
Reagan painted a different picture. He didn’t accept the status quo. He offered hope for “Morning in America,” a time of new beginnings. People bought into his vision, because they liked where he was going.
(3) Inspirational leaders connect people to the larger story. People want to know that their lives have meaning. They want to know that they are more than a cog in a machine. They want to know that their work matters.
True leaders connect them to a larger story—something big and significant. Something epic. John Eldredge, author of Wild at Heart and numerous other bestsellers, is a genius at this.
The ultimate story is, of course, God’s story. And, finding our place in His story is incredibly motivating. As leaders, our job is to help people understand that what they do, not only matters in this life, but in the life to come. It will “echo into eternity.”
(4) Inspirational leaders help people believe in themselves. We all get bumped and bruised as we go through life. Circumstances constantly conspire to undermine our esteem. It’s easy to lose heart—to begin doubting our ability to handle the challenges we face.
That’s why it is so refreshing to meet someone who believes in us and is willing to verbalize it. It gives us confidence that maybe we do have what it takes.
Great leaders—like great parents—help people believe in themselves. They look for opportunities to catch people doing something right. They focus on their people’s strengths, not their weaknesses. And, they have a knack for offering encouragement at strategic moments—when the team needs it.
Not everyone is in a position of leadership. But, as Robert the Bruce pointed out to his father, leadership is influence. And that is something all of us have.
Lets start LEADING
I can’t promise you that I will bring you all home alive, but this I swear: I will be the first one to set foot on the field, and I will be the last to step off. And I will leave no one behind. Dead, or alive, we all come home together.
Moore then literally fulfills this promise. He is the first one to step into battle and the last one to leave. This is real leadership.
True leaders don’t ask their people to do anything they are unwilling to do. They lead by example. They model the behavior they want others to manifest.
(2) Inspirational leaders believe in the future. They are able to paint a vivid picture of a different and better reality. They make it concrete, so people can see it, touch it, smell it, and taste it. They give people hope that things can be better, and they have a plan for making it so.
Regardless of what you think of his politics, Ronald Reagan was a master at this. He offered hope. In the late 1970s, as a result of high inflation and high interest rates, Americans were discouraged. Many were cynical. Some were saying that things couldn’t get better—this was simply the new reality and Americans needed to get used to it.
Reagan painted a different picture. He didn’t accept the status quo. He offered hope for “Morning in America,” a time of new beginnings. People bought into his vision, because they liked where he was going.
(3) Inspirational leaders connect people to the larger story. People want to know that their lives have meaning. They want to know that they are more than a cog in a machine. They want to know that their work matters.
True leaders connect them to a larger story—something big and significant. Something epic. John Eldredge, author of Wild at Heart and numerous other bestsellers, is a genius at this.
The ultimate story is, of course, God’s story. And, finding our place in His story is incredibly motivating. As leaders, our job is to help people understand that what they do, not only matters in this life, but in the life to come. It will “echo into eternity.”
(4) Inspirational leaders help people believe in themselves. We all get bumped and bruised as we go through life. Circumstances constantly conspire to undermine our esteem. It’s easy to lose heart—to begin doubting our ability to handle the challenges we face.
That’s why it is so refreshing to meet someone who believes in us and is willing to verbalize it. It gives us confidence that maybe we do have what it takes.
Great leaders—like great parents—help people believe in themselves. They look for opportunities to catch people doing something right. They focus on their people’s strengths, not their weaknesses. And, they have a knack for offering encouragement at strategic moments—when the team needs it.
Not everyone is in a position of leadership. But, as Robert the Bruce pointed out to his father, leadership is influence. And that is something all of us have.
Lets start LEADING
Tuesday, October 23, 2007
The Image of Leadership - John Schoolland
A leader's a man who commands much respect,
But due to the natures of all,
He's only as good as the image he casts
In the mirror that hangs on the wall.
He usually sees what he wants, and no more,
He's afraid to look deep in his soul.
He doesn't consider himself as at fault,
But wants others to help reach his goal.
When failures arise he blames it on all
Who failed to help or take part,
"They never did what they were told, " he would say,
"they haven't the skill or the art."
What kind of a leader are you going to be - the kind who thinks he is the best?
Or will you be one of the very few greats
Who attributes success to the rest.
Don't fail to look at the help you received
From parents and friends all your life.
They comforted you, praised you, and gave you the push
To help you through trouble and strife.
Another whose help you should never forget,
Who gave you your life and His love,
The One to whom all of our assets are known
Is the One whom we pray to above.
Be humble in all of your leadership traits.
Thank those who have made you so tall.
Be human to others, consider them too,
Then smile through the glass on the wall
Lets start LEADING
But due to the natures of all,
He's only as good as the image he casts
In the mirror that hangs on the wall.
He usually sees what he wants, and no more,
He's afraid to look deep in his soul.
He doesn't consider himself as at fault,
But wants others to help reach his goal.
When failures arise he blames it on all
Who failed to help or take part,
"They never did what they were told, " he would say,
"they haven't the skill or the art."
What kind of a leader are you going to be - the kind who thinks he is the best?
Or will you be one of the very few greats
Who attributes success to the rest.
Don't fail to look at the help you received
From parents and friends all your life.
They comforted you, praised you, and gave you the push
To help you through trouble and strife.
Another whose help you should never forget,
Who gave you your life and His love,
The One to whom all of our assets are known
Is the One whom we pray to above.
Be humble in all of your leadership traits.
Thank those who have made you so tall.
Be human to others, consider them too,
Then smile through the glass on the wall
Lets start LEADING
3 Attributes of a leader
Attributes establish what leaders are, and every leader needs at least three of them:
Standard Bearers
establish the ethical framework within an organization. This demands a commitment to live and defend the climate and culture that you want to permeate your organization. What you set as an example will soon become the rule as unlike knowledge, ethical behavior is learned more by observing that by listening. And in fast moving situations, examples become certainty. Being a standard bearer creates trust and openness in your employees, who in turn, fulfill your visions.
Developers
help others learn through teaching, training, and coaching. This creates an exciting place to work and learn. Never miss an opportunity to teach or learn something new yourself. Coaching suggests someone who cares enough to get involved by encouraging and developing others who are less experienced. Employees who work for developers know that they can take risks, learn by making mistakes, and winning in the end.
Integrators
orchestrate the many activities that take place throughout an organization by providing a view of the future and the ability to obtain it. Success can only be achieved when there is a unity of effort. Integrators have a sixth sense about where problems will occur and make their presence felt during critical times. They know that their employees do their best when they are left to work within a vision-based framework.
Lets start LEADING
Standard Bearers
establish the ethical framework within an organization. This demands a commitment to live and defend the climate and culture that you want to permeate your organization. What you set as an example will soon become the rule as unlike knowledge, ethical behavior is learned more by observing that by listening. And in fast moving situations, examples become certainty. Being a standard bearer creates trust and openness in your employees, who in turn, fulfill your visions.
Developers
help others learn through teaching, training, and coaching. This creates an exciting place to work and learn. Never miss an opportunity to teach or learn something new yourself. Coaching suggests someone who cares enough to get involved by encouraging and developing others who are less experienced. Employees who work for developers know that they can take risks, learn by making mistakes, and winning in the end.
Integrators
orchestrate the many activities that take place throughout an organization by providing a view of the future and the ability to obtain it. Success can only be achieved when there is a unity of effort. Integrators have a sixth sense about where problems will occur and make their presence felt during critical times. They know that their employees do their best when they are left to work within a vision-based framework.
Lets start LEADING
How to be an effective leader
To be an effective leader, your followers must have trust in you and they need to be sold on your vision. Korn-Ferry International, an executive search company, performed a survey on what organizations want from their leaders. The respondents said they wanted people who were both ethical and who convey a strong vision of the future. In any organization, a leader's actions set the pace. This behavior wins trust, loyalty, and ensures the organization's continued vitality. One of the ways to build trust is to display a good sense of character composed of beliefs, values, skills, and traits
Beliefs are what we hold dear to us and are rooted deeply within us. They could be assumptions or convictions that you hold true regarding people, concepts, or things. They could be the beliefs about life, death, religion, what is good, what is bad, what is human nature, etc.
Values are attitudes about the worth of people, concepts, or things. For example, you might value a good car, home, friendship, personal comfort, or relatives. Values are important as they influence a person's behavior to weigh the importance of alternatives. For example, you might value friends more than privacy, while others might be the opposite.
Skills are the knowledge and abilities that a person gains throughout life. The ability to learn a new skill varies with each individual. Some skills come almost naturally, while others come only by complete devotion to study and practice.
Traits are distinguishing qualities or characteristics of a person, while character is the sum total of these traits. There are hundreds of personality traits, far too many to be discussed here. Instead, we will focus on a few that are crucial for a leader. The more of these you display as a leader, the more your followers will believe and trust in you.
Lets start LEADING
Beliefs are what we hold dear to us and are rooted deeply within us. They could be assumptions or convictions that you hold true regarding people, concepts, or things. They could be the beliefs about life, death, religion, what is good, what is bad, what is human nature, etc.
Values are attitudes about the worth of people, concepts, or things. For example, you might value a good car, home, friendship, personal comfort, or relatives. Values are important as they influence a person's behavior to weigh the importance of alternatives. For example, you might value friends more than privacy, while others might be the opposite.
Skills are the knowledge and abilities that a person gains throughout life. The ability to learn a new skill varies with each individual. Some skills come almost naturally, while others come only by complete devotion to study and practice.
Traits are distinguishing qualities or characteristics of a person, while character is the sum total of these traits. There are hundreds of personality traits, far too many to be discussed here. Instead, we will focus on a few that are crucial for a leader. The more of these you display as a leader, the more your followers will believe and trust in you.
Lets start LEADING
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