Great leadership is the key to success. Great communication is the key to great leadership. Think about any great leader in modern time: Gandhi, Martin Luther King, Jr, and John F. Kennedy spring to mind instantly. They were powerful leaders because they could inspire folk to follow them. It was their abilities to articulate their vision that made them successful in achieving their goals.
In your organization you need to be the leader who caninspire the team to extreme heights. To make them follow you, be absolutely certain they are listening to your values and your vision, and then establish the right environment for them to prosper and grow.
Values
When I say values, everyone nods their heads as if of course, Daniel, that's plain. when I check up on this piece, I find the last time they spoke about their values - professional and private - with their team, was frequently in the interview before their folks were even hired.
You must clearly know your personal values and your organisation values to lead effectively. For example, do the answers to these issues arise quickly to mind?
Personally:
1. What do you stand for?
2. What is most crucial to you?
3. What do you want your life to demonstrate?
4. What's your personal mission in life?
Professionally:
1. What do you stand for?
2. What are you happy to do to get new business?
3. What are you not content to do?
4. Do you have a professional mission statement?
Quality leaders don't change their values over a period or to gain short-term success. Consistent core organizational worth systems form the robust underpinning for long term success.
A simple definition is that your values are the guidelines by which you play the game. A well defined price system makes all calls simpler and encourages your team to go where you lead.
Vision
It is simple to say you have a vision for your business. It's your lifeblood. You know it inside out. Writing it down is the next step. Sharing it widely with your team is important too. Even more seriously, your vision for the business must supply a unifying picture so that everyone on the team - regardless of job function - can see precisely where you are going and the significance of their role in getting there. Therefore , the more clear the postulate and the more clear (i.e, short and straightforward) the message is, the likelier you, and your team, can achieve the goal. Your vision needs to answer 3 questions. And it must answer those 3 questions for everyone on the team.
1. What do we do?
2. How can we do it
3. For whom do we do it?
As Jim Collins demonstrated in his book, From Good to Great, this is not a 30 minute, one meeting exercise. This requires 100% collusion. It cannot be a top-down decision. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the center of the first and incredibly able man before his brain can do its best." When you begin to understand what is at the center of your team members, you can serve them and allow them to reach their actual potential. Value their uniqueness. Your team members are your internal buyers. You need to treat them at least as well as your external purchasers. This is the highest level of customer service.
Shape the right workplace environment and you'll have steadfast team members to steer. That implies, you've got to create a working environment that respects everybody, appreciates them and rewards their effort, and inspires an openness to modify. Make it a secure environment, one which encourages trying original ideas. When you loose personal creativeness, each team member has a percentage in the result. It?s an environment that promotes growth at each level. Combine all 3 elements and you've a formula for galvanizing eminence and leading to breakthrough success. Do it now!
In your organization you need to be the leader who caninspire the team to extreme heights. To make them follow you, be absolutely certain they are listening to your values and your vision, and then establish the right environment for them to prosper and grow.
Values
When I say values, everyone nods their heads as if of course, Daniel, that's plain. when I check up on this piece, I find the last time they spoke about their values - professional and private - with their team, was frequently in the interview before their folks were even hired.
You must clearly know your personal values and your organisation values to lead effectively. For example, do the answers to these issues arise quickly to mind?
Personally:
1. What do you stand for?
2. What is most crucial to you?
3. What do you want your life to demonstrate?
4. What's your personal mission in life?
Professionally:
1. What do you stand for?
2. What are you happy to do to get new business?
3. What are you not content to do?
4. Do you have a professional mission statement?
Quality leaders don't change their values over a period or to gain short-term success. Consistent core organizational worth systems form the robust underpinning for long term success.
A simple definition is that your values are the guidelines by which you play the game. A well defined price system makes all calls simpler and encourages your team to go where you lead.
Vision
It is simple to say you have a vision for your business. It's your lifeblood. You know it inside out. Writing it down is the next step. Sharing it widely with your team is important too. Even more seriously, your vision for the business must supply a unifying picture so that everyone on the team - regardless of job function - can see precisely where you are going and the significance of their role in getting there. Therefore , the more clear the postulate and the more clear (i.e, short and straightforward) the message is, the likelier you, and your team, can achieve the goal. Your vision needs to answer 3 questions. And it must answer those 3 questions for everyone on the team.
1. What do we do?
2. How can we do it
3. For whom do we do it?
As Jim Collins demonstrated in his book, From Good to Great, this is not a 30 minute, one meeting exercise. This requires 100% collusion. It cannot be a top-down decision. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the center of the first and incredibly able man before his brain can do its best." When you begin to understand what is at the center of your team members, you can serve them and allow them to reach their actual potential. Value their uniqueness. Your team members are your internal buyers. You need to treat them at least as well as your external purchasers. This is the highest level of customer service.
Shape the right workplace environment and you'll have steadfast team members to steer. That implies, you've got to create a working environment that respects everybody, appreciates them and rewards their effort, and inspires an openness to modify. Make it a secure environment, one which encourages trying original ideas. When you loose personal creativeness, each team member has a percentage in the result. It?s an environment that promotes growth at each level. Combine all 3 elements and you've a formula for galvanizing eminence and leading to breakthrough success. Do it now!
About the Author:
CatalystMLM is a 'no pitch, just value ' community for multi-level promoters. The resource library aimed at direct sales training and is crammed with valuable coaching and interviews from top revenue earners like John Trahan of Syntek Global, Ray Higdon, Todd Falcone, Kate Northrup, and more
No comments:
Post a Comment