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
Showing posts with label Leadership. Show all posts
Showing posts with label Leadership. Show all posts
Tuesday, October 30, 2007
Tuesday, October 23, 2007
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
6 QUALITIES EVERY GREAT LEADER NEEDS
American Airlines Executive Chairman Ed Brennan knows about corporate leaders. He's had a seat on a dozen corporate boards -- he's sitting on four right now. Addressing attendees at the Society for Information Management's SIMposium 2004 last week, Brennan said leadership is one of those things you know when you see it. It's a subtle quality a friend of his described thusly: "I don't know if I can define leadership, but I know when I've been led."
Brennan said he believes that great technology leadership is imperative for businesses. "As an example, on the fateful day of 9/11, American Airlines had many important decisions to make," he said. "On average, at any time during the day, we have 900 to 1,000 planes airborne. The decision was made to ground the fleet, and all planes landed within one hour.
"IT was critical to making and implementing this decision; it would have been impossible without it," he stressed.
So what makes a great corporate leader? According to Brennan, six qualities separate the leaders from the followers:
Integrity: This is a deal breaker if you don't have it completely. When it comes to governance, Brennan said, he "never did anything or asked anyone to do anything he couldn't go home and explain to his kids."
A deep understanding of the business: "You can't fake it. People will know." While you don't need to know every detail, you do have to have a good grasp of the business.
Consistency: While keeping things fresh is important, leaders cannot change direction frequently. They will lose people's confidence.
Willingness to admit a mistake: Everyone makes mistakes. If you're not making any, you're not doing your job right. But Brennan emphasized the importance of admitting your missteps -- otherwise people will not respect you.
The ability to listen: Good leaders must be willing to handle opinions contrary to their own and absorb as much as they can.
Decisiveness: While you should listen to others' opinions, the final decision is yours to make. Brennan said when CEOs fail, very often it's because they are not decisive. Average tenure for a CEO has fallen from more than a decade to three years because people lose confidence in leaders whose indecision results in failure.
So where does the CIO fit into Brennan's framework? The perception of senior management is that IT over-promises and underachieves, he said. Just remember that a good leader will know that results don't happen overnight, and being patient is important, too.
Leats start LEADING
Brennan said he believes that great technology leadership is imperative for businesses. "As an example, on the fateful day of 9/11, American Airlines had many important decisions to make," he said. "On average, at any time during the day, we have 900 to 1,000 planes airborne. The decision was made to ground the fleet, and all planes landed within one hour.
"IT was critical to making and implementing this decision; it would have been impossible without it," he stressed.
So what makes a great corporate leader? According to Brennan, six qualities separate the leaders from the followers:
Integrity: This is a deal breaker if you don't have it completely. When it comes to governance, Brennan said, he "never did anything or asked anyone to do anything he couldn't go home and explain to his kids."
A deep understanding of the business: "You can't fake it. People will know." While you don't need to know every detail, you do have to have a good grasp of the business.
Consistency: While keeping things fresh is important, leaders cannot change direction frequently. They will lose people's confidence.
Willingness to admit a mistake: Everyone makes mistakes. If you're not making any, you're not doing your job right. But Brennan emphasized the importance of admitting your missteps -- otherwise people will not respect you.
The ability to listen: Good leaders must be willing to handle opinions contrary to their own and absorb as much as they can.
Decisiveness: While you should listen to others' opinions, the final decision is yours to make. Brennan said when CEOs fail, very often it's because they are not decisive. Average tenure for a CEO has fallen from more than a decade to three years because people lose confidence in leaders whose indecision results in failure.
So where does the CIO fit into Brennan's framework? The perception of senior management is that IT over-promises and underachieves, he said. Just remember that a good leader will know that results don't happen overnight, and being patient is important, too.
Leats start LEADING
Friday, October 19, 2007
Leadership vs Management
What is the difference between management and leadership? It is a question that has been asked more than once and also answered in different ways. The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do.
Many people, by the way, are both. They have management jobs, but they realize that you cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too.
Managers have subordinates
By definition, managers have subordinates - unless their title is honorary and given as a mark of seniority, in which case the title is a misnomer and their power over others is other than formal authority.
Authoritarian, transactional style
Managers have a position of authority vested in them by the company, and their subordinates work for them and largely do as they are told. Management style is transactional, in that the manager tells the subordinate what to do, and the subordinate does this not because they are a blind robot, but because they have been promised a reward (at minimum their salary) for doing so.
Work focus
Managers are paid to get things done (they are subordinates too), often within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates.
Seek comfort
An interesting research finding about managers is that they tend to come from stable home backgrounds and led relatively normal and comfortable lives. This leads them to be relatively risk-averse and they will seek to avoid conflict where possible. In terms of people, they generally like to run a 'happy ship'.
Leaders have followers
Leaders do not have subordinates - at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers. But when they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and following is always a voluntary activity.
Charismatic, transformational style
Telling people what to do does not inspire them to follow you. You have to appeal to them, showing how following them will lead to their hearts' desire. They must want to follow you enough to stop what they are doing and perhaps walk into danger and situations that they would not normally consider risking.
Leaders with a stronger charisma find it easier to attract people to their cause. As a part of their persuasion they typically promise transformational benefits, such that their followers will not just receive extrinsic rewards but will somehow become better people.
People focus
Although many leaders have a charismatic style to some extent, this does not require a loud personality. They are always good with people, and quiet styles that give credit to others (and takes blame on themselves) are very effective at creating the loyalty that great leaders engender.
Although leaders are good with people, this does not mean they are friendly with them. In order to keep the mystique of leadership, they often retain a degree of separation and aloofness.
This does not mean that leaders do not pay attention to tasks - in fact they are often very achievement-focused. What they do realize, however, is the importance of enthusing others to work towards their vision.
Seek risk
In the same study that showed managers as risk-averse, leaders appeared as risk-seeking, although they are not blind thrill-seekers. When pursuing their vision, they consider it natural to encounter problems and hurdles that must be overcome along the way. They are thus comfortable with risk and will see routes that others avoid as potential opportunities for advantage and will happily break rules in order to get things done.
A surprising number of these leaders had some form of handicap in their lives which they had to overcome. Some had traumatic childhoods, some had problems such as dyslexia, others were shorter than average. This perhaps taught them the independence of mind that is needed to go out on a limb and not worry about what others are thinking about you.
In summary
This table summarizes the above (and more) and gives a sense of the differences between being a leader and being a manager. This is, of course, an illustrative characterization, and there is a whole spectrum between either ends of these scales along which each role can range. And many people lead and manage at the same time, and so may display a combination of behaviors.
Many people, by the way, are both. They have management jobs, but they realize that you cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too.
Managers have subordinates
By definition, managers have subordinates - unless their title is honorary and given as a mark of seniority, in which case the title is a misnomer and their power over others is other than formal authority.
Authoritarian, transactional style
Managers have a position of authority vested in them by the company, and their subordinates work for them and largely do as they are told. Management style is transactional, in that the manager tells the subordinate what to do, and the subordinate does this not because they are a blind robot, but because they have been promised a reward (at minimum their salary) for doing so.
Work focus
Managers are paid to get things done (they are subordinates too), often within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates.
Seek comfort
An interesting research finding about managers is that they tend to come from stable home backgrounds and led relatively normal and comfortable lives. This leads them to be relatively risk-averse and they will seek to avoid conflict where possible. In terms of people, they generally like to run a 'happy ship'.
Leaders have followers
Leaders do not have subordinates - at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers. But when they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and following is always a voluntary activity.
Charismatic, transformational style
Telling people what to do does not inspire them to follow you. You have to appeal to them, showing how following them will lead to their hearts' desire. They must want to follow you enough to stop what they are doing and perhaps walk into danger and situations that they would not normally consider risking.
Leaders with a stronger charisma find it easier to attract people to their cause. As a part of their persuasion they typically promise transformational benefits, such that their followers will not just receive extrinsic rewards but will somehow become better people.
People focus
Although many leaders have a charismatic style to some extent, this does not require a loud personality. They are always good with people, and quiet styles that give credit to others (and takes blame on themselves) are very effective at creating the loyalty that great leaders engender.
Although leaders are good with people, this does not mean they are friendly with them. In order to keep the mystique of leadership, they often retain a degree of separation and aloofness.
This does not mean that leaders do not pay attention to tasks - in fact they are often very achievement-focused. What they do realize, however, is the importance of enthusing others to work towards their vision.
Seek risk
In the same study that showed managers as risk-averse, leaders appeared as risk-seeking, although they are not blind thrill-seekers. When pursuing their vision, they consider it natural to encounter problems and hurdles that must be overcome along the way. They are thus comfortable with risk and will see routes that others avoid as potential opportunities for advantage and will happily break rules in order to get things done.
A surprising number of these leaders had some form of handicap in their lives which they had to overcome. Some had traumatic childhoods, some had problems such as dyslexia, others were shorter than average. This perhaps taught them the independence of mind that is needed to go out on a limb and not worry about what others are thinking about you.
In summary
This table summarizes the above (and more) and gives a sense of the differences between being a leader and being a manager. This is, of course, an illustrative characterization, and there is a whole spectrum between either ends of these scales along which each role can range. And many people lead and manage at the same time, and so may display a combination of behaviors.
Wednesday, October 17, 2007
In Search of the Uncommon Leader
Leadership is a very hot topic today. It always has been and probably always will be. There is for good reason. There are not a lot of Uncommon Leaders around! The question is - why not? And what can we do to develop more Uncommon Leaders?
Let’s start by defining what an Uncommon Leader looks like.
Uncommon Leaders fill a void by bringing direction and vision. They pull people together to use their resources (financial, mental, spiritual, physical, etc) to achieve an outcome that benefits everyone. They have tremendous charisma that influences people to want to achieve their best. They create momentum and motivation. They show others how to become better and achieve more. They help people hold themselves accountable. They support creativity and original thinking. They inspire action and greatness. They make things happen. They breed excitement and enthusiasm.
Now before you go out thinking that these super-human beings are all heads of corporations, political legends or NFL coaches, let’s clarify something right now. Everyone and I do mean everyone at some point in their life take on a leadership role. Any parent takes on a leadership role. Anyone who supervises employees has a leadership role. Anyone that works in a job that has some type of customer service has a leadership role.
As you look back at our definition of what is an Uncommon Leader could it not apply to a parent? They are leading a family. It’s not quite the same as leading the fifth infantry division, but it is still leadership. And frankly anyone that has any type of leadership role would love to hear themselves described as we described our Uncommon Leader above.
All Uncommon Leaders of great note in any area of life first became Uncommon Leaders in ways that were not so public and as they got better they became better known until ultimately they became Uncommon Leaders of note. The really good news is that everyone can develop better leadership skills than they have today. But only with concerted effort and clear objectives can better skills are acquired.
So let’s take one very important trait of Uncommon Leaders and analyze it. The trait is that of “clarity of vision”. A Leader could have all of the other traits of the Uncommon Leader, but without clarity of vision he could never become an Uncommon Leader. The reason is very simple. Without a Clear vision, there is no rallying point. There is no way too get people fired up. There is no way create excitement.
Let’s take an example. Let’s say you are planning a sales conference for your top salespeople. However, you are not clear in your vision. You try and sell the idea to your salespeople by saying that the top salespeople, perhaps with their spouses, will go on a trip for a few days at a nice place.
Compare that to a having the same conference with a clear vision. You might say the top 10 salespeople will be flown down first class to Cancun with their spouses for a 7 day vacation getaway at the Ritz Carlton. While there, they will be wined and dined by the Chairman of the Board, the CEO, and the President of the Company.
Now lest you say that the trip sounds more exciting because it is Cancun, even Kansas City sound better that the unclear vision.
The top 10 salespeople will get an all expense paid vacation to Kansas City with their spouse for 7 days staying at the Courtyard by Marriot. While there they will dine with the Chairman of the Board, The CEO and the President of the Company.
Now I will grant you that The Kansas City story was not near as exciting as the Cancun story. However it was infinitely more impressive than the “someplace nice” story.
Do you work harder and better if you know clearly what your benefit will be at the end of your work? Imagine coming into your present employer for a job and when you brought up compensation he said we’ll see how it goes and decide then. Would you take the Job? Probably not, you want clarity.
Uncommon Leaders are great about getting really clear visions. They dream in Technicolor. When they share the vision you see it, you feel it, you taste it, and you smell it. They make it alive. They can only do that once it is truly clear in their mind. The better that clarity, the more uncommon of a leader you can become.
The big problem today is we seldom spend the time, thought and effort necessary to get the clarity and focus that would create momentum. Instead we get a fuzzy idea of about what we would like to do.
If you want to be an Uncommon Leader fuzzy is not OK. Get clarity, clarity about your values, your strengths and weaknesses. Get a clear picture of your vision for your life, your business and your family. Share that vision with those that are close to you. You will become excited and so will they. Once you have it crystal clear you have acquired the first trait of The Uncommon Leader. Congratulations!
Cheers to Success
Let’s start by defining what an Uncommon Leader looks like.
Uncommon Leaders fill a void by bringing direction and vision. They pull people together to use their resources (financial, mental, spiritual, physical, etc) to achieve an outcome that benefits everyone. They have tremendous charisma that influences people to want to achieve their best. They create momentum and motivation. They show others how to become better and achieve more. They help people hold themselves accountable. They support creativity and original thinking. They inspire action and greatness. They make things happen. They breed excitement and enthusiasm.
Now before you go out thinking that these super-human beings are all heads of corporations, political legends or NFL coaches, let’s clarify something right now. Everyone and I do mean everyone at some point in their life take on a leadership role. Any parent takes on a leadership role. Anyone who supervises employees has a leadership role. Anyone that works in a job that has some type of customer service has a leadership role.
As you look back at our definition of what is an Uncommon Leader could it not apply to a parent? They are leading a family. It’s not quite the same as leading the fifth infantry division, but it is still leadership. And frankly anyone that has any type of leadership role would love to hear themselves described as we described our Uncommon Leader above.
All Uncommon Leaders of great note in any area of life first became Uncommon Leaders in ways that were not so public and as they got better they became better known until ultimately they became Uncommon Leaders of note. The really good news is that everyone can develop better leadership skills than they have today. But only with concerted effort and clear objectives can better skills are acquired.
So let’s take one very important trait of Uncommon Leaders and analyze it. The trait is that of “clarity of vision”. A Leader could have all of the other traits of the Uncommon Leader, but without clarity of vision he could never become an Uncommon Leader. The reason is very simple. Without a Clear vision, there is no rallying point. There is no way too get people fired up. There is no way create excitement.
Let’s take an example. Let’s say you are planning a sales conference for your top salespeople. However, you are not clear in your vision. You try and sell the idea to your salespeople by saying that the top salespeople, perhaps with their spouses, will go on a trip for a few days at a nice place.
Compare that to a having the same conference with a clear vision. You might say the top 10 salespeople will be flown down first class to Cancun with their spouses for a 7 day vacation getaway at the Ritz Carlton. While there, they will be wined and dined by the Chairman of the Board, the CEO, and the President of the Company.
Now lest you say that the trip sounds more exciting because it is Cancun, even Kansas City sound better that the unclear vision.
The top 10 salespeople will get an all expense paid vacation to Kansas City with their spouse for 7 days staying at the Courtyard by Marriot. While there they will dine with the Chairman of the Board, The CEO and the President of the Company.
Now I will grant you that The Kansas City story was not near as exciting as the Cancun story. However it was infinitely more impressive than the “someplace nice” story.
Do you work harder and better if you know clearly what your benefit will be at the end of your work? Imagine coming into your present employer for a job and when you brought up compensation he said we’ll see how it goes and decide then. Would you take the Job? Probably not, you want clarity.
Uncommon Leaders are great about getting really clear visions. They dream in Technicolor. When they share the vision you see it, you feel it, you taste it, and you smell it. They make it alive. They can only do that once it is truly clear in their mind. The better that clarity, the more uncommon of a leader you can become.
The big problem today is we seldom spend the time, thought and effort necessary to get the clarity and focus that would create momentum. Instead we get a fuzzy idea of about what we would like to do.
If you want to be an Uncommon Leader fuzzy is not OK. Get clarity, clarity about your values, your strengths and weaknesses. Get a clear picture of your vision for your life, your business and your family. Share that vision with those that are close to you. You will become excited and so will they. Once you have it crystal clear you have acquired the first trait of The Uncommon Leader. Congratulations!
Cheers to Success
7 Reasons Why Great Leaders Are Not Part Of Their Team
There has been so much emphasis, in recent years, on being a team player that many managers who work their way up through the ranks in an organization simply can't cut it as leaders. Why? Because no-one has taught them that once you are the leader you are no longer part of the team.
Let's look at seven reasons why great leaders are not members of their team.
(1) Vision
Jesus wasn't one of the apostles he was the reason that the apostles existed as apostles.
The leader has to create the vision that brings the team into existence and binds them together with a common sense of purpose. He or she is not part of that team they are above the team. The team exists to help the leader achieve the leader's vision.
Look into your history books to see who have had the greatest influences on the direction that the human race has gone and you will find it lists great individuals. You won't find any leaderless committees amongst the movers and shakers of our civilization
(2) Final Decision
Great leaders don't run their organizations on a majority rules system. Could you imagine Donald Trump running a referendum amongst his 20,000 employees to ask which way he should go on his major business decisions? If you think he does then "you're fired"!
Great leaders seek the counsel of their inner team but then they make the decision and the team abides by it.
(3) Familiarity breeds Contempt
It is important that the leader keeps some distance between himself or herself and the other members of the team. They can remain friendly but they should no longer be drinking buddies.
This is where so many internally appointed managers have problems. Before they were appointed as manager they were part of the team socially as well as at work. After they are promoted they try to continue as just one of the social set away from the office. It doesn't work.
Leaders socialize with other leaders not with the team. If you don't have what it takes to do that then you are not ready for the job.
(4) Hard Decisions
From time to time the leader will be required to make hard decisions that are not always popular with the team. One example of this is replacing a team member that is not up to scratch.
If the team is a good one then they have been trained to stick together and work as a unit. One potential problem with this is that they may not be objective in seeing the shortfall of one of their buddies. This sort of decision is best made from outside the team.
(5) Inspiration
The leader has to be able to inspire the team. In order to do this well the leader has to be perceived by the team members as being above the team. The good leader sets a higher level of example than any team member and they too have to see their role as being above the team.
(6) Disclosure
The good leader cannot always let the team know everything that is going on. The job of the team is to do their particular function to the best of their ability.
This is usually achieved by having them focus exclusively on that function and the desired outcome that was set by their leader. Giving the team too much information above and beyond that is likely to be an unwanted distraction to that focus.
The leader, on the other hand, may need to be aware of how their team's purpose fits into a larger picture. In order to keep these distractions away from the team the leader has to firmly believe that he or she is not part of that team and has no duty of disclosure to the team. The leader's duty is to the higher purpose.
(7) Morale
Part of the leader's role is to ensure that there is good team morale. The leader has to always convey strength and positive attitude to the team, regardless of what they may know of the difficulties that exist. Again this is best achieved if the leader knows in their heart that they are above the team and part of a greater purpose.
Leadership can be a very rewarding thing but it is also more isolated than the role of team member. For this reason it is very beneficial for a leader to be a part of a mastermind group but that is a discussion for another time.
Cheers to success
Let's look at seven reasons why great leaders are not members of their team.
(1) Vision
Jesus wasn't one of the apostles he was the reason that the apostles existed as apostles.
The leader has to create the vision that brings the team into existence and binds them together with a common sense of purpose. He or she is not part of that team they are above the team. The team exists to help the leader achieve the leader's vision.
Look into your history books to see who have had the greatest influences on the direction that the human race has gone and you will find it lists great individuals. You won't find any leaderless committees amongst the movers and shakers of our civilization
(2) Final Decision
Great leaders don't run their organizations on a majority rules system. Could you imagine Donald Trump running a referendum amongst his 20,000 employees to ask which way he should go on his major business decisions? If you think he does then "you're fired"!
Great leaders seek the counsel of their inner team but then they make the decision and the team abides by it.
(3) Familiarity breeds Contempt
It is important that the leader keeps some distance between himself or herself and the other members of the team. They can remain friendly but they should no longer be drinking buddies.
This is where so many internally appointed managers have problems. Before they were appointed as manager they were part of the team socially as well as at work. After they are promoted they try to continue as just one of the social set away from the office. It doesn't work.
Leaders socialize with other leaders not with the team. If you don't have what it takes to do that then you are not ready for the job.
(4) Hard Decisions
From time to time the leader will be required to make hard decisions that are not always popular with the team. One example of this is replacing a team member that is not up to scratch.
If the team is a good one then they have been trained to stick together and work as a unit. One potential problem with this is that they may not be objective in seeing the shortfall of one of their buddies. This sort of decision is best made from outside the team.
(5) Inspiration
The leader has to be able to inspire the team. In order to do this well the leader has to be perceived by the team members as being above the team. The good leader sets a higher level of example than any team member and they too have to see their role as being above the team.
(6) Disclosure
The good leader cannot always let the team know everything that is going on. The job of the team is to do their particular function to the best of their ability.
This is usually achieved by having them focus exclusively on that function and the desired outcome that was set by their leader. Giving the team too much information above and beyond that is likely to be an unwanted distraction to that focus.
The leader, on the other hand, may need to be aware of how their team's purpose fits into a larger picture. In order to keep these distractions away from the team the leader has to firmly believe that he or she is not part of that team and has no duty of disclosure to the team. The leader's duty is to the higher purpose.
(7) Morale
Part of the leader's role is to ensure that there is good team morale. The leader has to always convey strength and positive attitude to the team, regardless of what they may know of the difficulties that exist. Again this is best achieved if the leader knows in their heart that they are above the team and part of a greater purpose.
Leadership can be a very rewarding thing but it is also more isolated than the role of team member. For this reason it is very beneficial for a leader to be a part of a mastermind group but that is a discussion for another time.
Cheers to success
6 ways to be a Great LEADER
Being a leader is not always pleasing. Some even think of it as a burden. Some end up being a failure in completing this challenging task.
But, what if you are in a situation where you have to lead a certain group, yet you don’t know how to do it?
Then, you need to learn first.
Below are some characters a leader must have:
(1) Confident
You need to be a very confident person. No fear, no doubt. By being confident, you can draw out the trust and best efforts of the team to complete the task well. You can also be a good inspiration for the team members.
(2) Communicative
You must be able to communicate your goals and enthusiasm. That way, your team member would understand more about the mission and their responsibilities. If possible, explain in details to avoid unnecessary mistakes while your team is performing the task.
(3) Anticipative
A good leader is someone who can anticipate all possibilities. Yes, you must be able to anticipate both opportunities and problems related to your missions. Prepare plan A, B, or C to avoid getting stuck
(4) Enthusiastic
How the team would end up being if you are a dispassionate person? You should be the one who motivate the whole team. That is why it is necessary to be enthusiastic
(5) Analytic
Being a leader you must be able to manage the team. You need to know how to put the right person on the right position. You also need to know how to guide the team in completing the tasks the best way possible.
(6) Self-Controlled
No panic. A leader cannot be panicked over any circumstances. Think of any crises as part of the ride. You need to know how to control yourself and of course the rest of the team members.
Cheers to success
But, what if you are in a situation where you have to lead a certain group, yet you don’t know how to do it?
Then, you need to learn first.
Below are some characters a leader must have:
(1) Confident
You need to be a very confident person. No fear, no doubt. By being confident, you can draw out the trust and best efforts of the team to complete the task well. You can also be a good inspiration for the team members.
(2) Communicative
You must be able to communicate your goals and enthusiasm. That way, your team member would understand more about the mission and their responsibilities. If possible, explain in details to avoid unnecessary mistakes while your team is performing the task.
(3) Anticipative
A good leader is someone who can anticipate all possibilities. Yes, you must be able to anticipate both opportunities and problems related to your missions. Prepare plan A, B, or C to avoid getting stuck
(4) Enthusiastic
How the team would end up being if you are a dispassionate person? You should be the one who motivate the whole team. That is why it is necessary to be enthusiastic
(5) Analytic
Being a leader you must be able to manage the team. You need to know how to put the right person on the right position. You also need to know how to guide the team in completing the tasks the best way possible.
(6) Self-Controlled
No panic. A leader cannot be panicked over any circumstances. Think of any crises as part of the ride. You need to know how to control yourself and of course the rest of the team members.
Cheers to success
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