Leadership Quotes
The Power of Leadership - Teamwork!
Friday, December 17, 2010
Wednesday, August 11, 2010
On - The - Job Leadership Tips
Expanding Your Leadership Care in the 21 Century
Sometimes for busy business leaders the best way to strengthen leadership ability is to intentionally exercise simple, on-the-job self-improvement strategies. Provided below are dozens of self-directed exercises that you can do as you move through your regular work day. For best results, keep the following in mind:
Do each suggestion with a clear purpose in mind.
Approach these exercises with a spirit of experimentation. Not all will work equally well and some may have to be adapted to meet your unique needs and situation;
Take time to reflect on how well each exercise went. Consider questions like the following… What changes did you see? How did you feel about each exercise? How did your reports react? Etc.
The developmental exercises are grouped into nine different categories:
A leader builds meaningful relationships
A leader motivates
A leader is strategic
A leader is a coach
A leader is values driven
A leader builds trust
A leader conducts productive meetings
A leader clarifies issues
A leader promotes a clear vision
Building Meaningful Work Relationships
Write a thank you note or “job well done” memo everyday for a week. Be certain your notes are sincere and specific. Make note of how recipients react.
Offer at least one sincere compliment a day.
Practice common courtesies: apologies, hallway greetings, thank you cards, get well messages, sympathy notes, etc.
Increase visibility by maintaining a visibility log. Use this log to keep track of the percentage of your workday that you are out of your office and talking to team members.
Make a point to ask team members more about themselves, not only about work related interests but also about their outside interests.
Make a list of ten questions about work performance that interest you. Then make a point to ask all ten over the course of a two-week period. The point is to engage your team members in personal and meaningful conversation.
Identify the team members who you have the most trouble with or who you know the least. Make a point to engage in a friendly one-on-one conversation with each of them.
Make a list of the traits that you believe interfere with your management relationships. Work to “correct” each one as you interact with others.
Identify team members with whom you have your strongest relationships. Make a list of traits that the relationships have in common. Work to nurture these traits with others.
Go a full day listening without interrupting once.
-----------------------------------------------------------
Paper Clip Accountability
Place five paper clips in one pocket. Each time you compliment or meaningfully connect with a team member, transfer one paper clip to another pocket. At the end of the day all the paper clips should have moved.
-----------------------------------------------------------
Motivate Others
Write an “open letter” in which you extol the achievements of your team. Be certain to use specifics.
Establish peer coaching partnerships to help inexperienced or stressed team members.
Arrange open forums in which volunteers exchange ideas and encouragement in order to support and motivate one another.
Design and administer a team “morale” survey.
Initiate a simple rewards program that offers prizes or recognition—even if you just draw names out of a hat. Explain that the process symbolizes how you appreciate their hard work. Note that the prizes can be humorous or donated by team members. It is the symbolism that counts.
Go a full work week without using attacking or discouraging language when dealing with your team members.
Strategize for Improvement
Work with a small group to create a “stop doing list.” These are procedures, actions, or policies that are outdated, cumbersome, redundant, or annoying.
Set a few minutes aside each day to reflect on how things are going professionally. You may want to ask a few team members to reflect with you.
Make a point to recognize team members who successfully implemented positive change.
Make a list of procedures, functions, and/or policies. With a committee of key players, grade each from A to F. Then talk about improvements.
Make a point to talk to numerous team members one-on-one and ask them the following two questions: What is quality?” and “How do we achieve quality?” Take notes.
Review your current process of delegating. Then develop a list of guidelines for the delegation of tasks. Ask yourself how you can do it more effectively.
-----------------------------------------------------------
Coach Others
Give selected individuals short but pertinent readings on professional strategies. Ask them later what they thought of the reading.
Meet with individuals and identify personal goals. Ask them how you can help them achieve their goals.
Form “new hire” focus groups to discuss “workplace excellence.”
Form Learning Circles.
Conduct open meetings—no agenda, just open talk.
Don’t forget the easiest strategy of all—ask team members … “How are things going?”
Help Drive Positive Work Values
Engage team members in casual conversations around the question…”What is a values driven team?”
Discuss ethical standards with your team members.
Develop a matrix that shows the relationship between your values and your management behavior.
Research managerial ethics. Report your findings to the team.
Identify and clarify team norms or rules of professional interaction.
Link professional behavior to workplace values.
Write down the workplace values that define your approach to leadership. Share them with your team members.
---------------------------------------------------------
Building Trust
Work with a small group and identify “trust busters.” Discuss ways to avoid or eliminate trust busters.
Identify three team members who you trust the least and list those things that you distrust about them. Are there some common threads in all three? What is it that drives you to react to them cautiously? Over the next few weeks try at least one strategy to build a positive connection with each of the identified team members.
Find a short article on trust and give a copy to each of your team members. Ask them to discuss it with you over lunch or before or after work.
Establish a feedback group in which you discuss the level of trust on your team. Identify positive things that you can do to build trust.
If you made a leadership mistake, admit it and discuss it with your team. Note how the team reacts.
Define authentic behavior for yourself. Set some standards for authentic behavior and hold yourself accountable to them.
Make a short audio tape in which you affirm your commitment to building stronger levels of trust. Listen to this tape periodically for motivation and affirmation.
Survey your leadership peers to discover what they do to build trust with their teams.
-------------------------------------------------------------
Conducting Better Meetings
Develop a list of things that you can say to let meeting latecomers know that tardiness is unacceptable.
Complete the following metaphor: “My style as a meeting facilitator is like _______________________________________.”
At your next meeting tell the participants that you are working on one or two meeting facilitation skills. After the meeting ask the group how you did with each. Ask for suggestions.
Identify three to five adjectives that define your style as a meeting facilitator. Then ask selected team members to identify your strengths and weaknesses as a meeting facilitator. Any Patterns? Similarities? Surprises?
At your next meeting stop mid way and ask the participants how the meeting is going. Ask for suggestions to improve your meeting facilitation.
Establish an assessment group and identify ways to keep meetings focused and on track.
Make a list of ways to replace meetings with other forms of communication.
-----------------------------------------------------------
Clarify Issues
Create a committee clearing house to identify, define, and prioritize team issues.
Carry a small notebook to jot down information, opinions, and ideas that you hear from team.
Identify a personal mentor or coach who you can meet with regularly to talk openly about leadership issues.
Establish a feedback group to get insights into your leadership style and behavior.
As you gather opinions and viewpoints on an issue, make sure you get a diversity of ideas from diverse people.
Stop on occasion and identify those things that you feel are working well and those things that are causing stress.
List the major issues that you have confronted over the last two years. Is there a pattern? Is there a type of issue that keeps emerging?
Keep a log of the time it takes you to handle an issue. Determine if you are handling issues in a timely and efficient manner.
---------------------------------------------------------
Vision
Hold informal “round tables” to discuss the future of your team.
Keep a professional journal in which you focus on four aspects of visionary thinking: needs, wants, desires, and dreams.
Write out the “best case” scenario for what you want your team to become. Give it to your team and ask for responses and additions.
Published By: http://www.workshopexercises.com/
Sometimes for busy business leaders the best way to strengthen leadership ability is to intentionally exercise simple, on-the-job self-improvement strategies. Provided below are dozens of self-directed exercises that you can do as you move through your regular work day. For best results, keep the following in mind:
Do each suggestion with a clear purpose in mind.
Approach these exercises with a spirit of experimentation. Not all will work equally well and some may have to be adapted to meet your unique needs and situation;
Take time to reflect on how well each exercise went. Consider questions like the following… What changes did you see? How did you feel about each exercise? How did your reports react? Etc.
The developmental exercises are grouped into nine different categories:
A leader builds meaningful relationships
A leader motivates
A leader is strategic
A leader is a coach
A leader is values driven
A leader builds trust
A leader conducts productive meetings
A leader clarifies issues
A leader promotes a clear vision
Building Meaningful Work Relationships
Write a thank you note or “job well done” memo everyday for a week. Be certain your notes are sincere and specific. Make note of how recipients react.
Offer at least one sincere compliment a day.
Practice common courtesies: apologies, hallway greetings, thank you cards, get well messages, sympathy notes, etc.
Increase visibility by maintaining a visibility log. Use this log to keep track of the percentage of your workday that you are out of your office and talking to team members.
Make a point to ask team members more about themselves, not only about work related interests but also about their outside interests.
Make a list of ten questions about work performance that interest you. Then make a point to ask all ten over the course of a two-week period. The point is to engage your team members in personal and meaningful conversation.
Identify the team members who you have the most trouble with or who you know the least. Make a point to engage in a friendly one-on-one conversation with each of them.
Make a list of the traits that you believe interfere with your management relationships. Work to “correct” each one as you interact with others.
Identify team members with whom you have your strongest relationships. Make a list of traits that the relationships have in common. Work to nurture these traits with others.
Go a full day listening without interrupting once.
-----------------------------------------------------------
Paper Clip Accountability
Place five paper clips in one pocket. Each time you compliment or meaningfully connect with a team member, transfer one paper clip to another pocket. At the end of the day all the paper clips should have moved.
-----------------------------------------------------------
Motivate Others
Write an “open letter” in which you extol the achievements of your team. Be certain to use specifics.
Establish peer coaching partnerships to help inexperienced or stressed team members.
Arrange open forums in which volunteers exchange ideas and encouragement in order to support and motivate one another.
Design and administer a team “morale” survey.
Initiate a simple rewards program that offers prizes or recognition—even if you just draw names out of a hat. Explain that the process symbolizes how you appreciate their hard work. Note that the prizes can be humorous or donated by team members. It is the symbolism that counts.
Go a full work week without using attacking or discouraging language when dealing with your team members.
Strategize for Improvement
Work with a small group to create a “stop doing list.” These are procedures, actions, or policies that are outdated, cumbersome, redundant, or annoying.
Set a few minutes aside each day to reflect on how things are going professionally. You may want to ask a few team members to reflect with you.
Make a point to recognize team members who successfully implemented positive change.
Make a list of procedures, functions, and/or policies. With a committee of key players, grade each from A to F. Then talk about improvements.
Make a point to talk to numerous team members one-on-one and ask them the following two questions: What is quality?” and “How do we achieve quality?” Take notes.
Review your current process of delegating. Then develop a list of guidelines for the delegation of tasks. Ask yourself how you can do it more effectively.
-----------------------------------------------------------
Coach Others
Give selected individuals short but pertinent readings on professional strategies. Ask them later what they thought of the reading.
Meet with individuals and identify personal goals. Ask them how you can help them achieve their goals.
Form “new hire” focus groups to discuss “workplace excellence.”
Form Learning Circles.
Conduct open meetings—no agenda, just open talk.
Don’t forget the easiest strategy of all—ask team members … “How are things going?”
Help Drive Positive Work Values
Engage team members in casual conversations around the question…”What is a values driven team?”
Discuss ethical standards with your team members.
Develop a matrix that shows the relationship between your values and your management behavior.
Research managerial ethics. Report your findings to the team.
Identify and clarify team norms or rules of professional interaction.
Link professional behavior to workplace values.
Write down the workplace values that define your approach to leadership. Share them with your team members.
---------------------------------------------------------
Building Trust
Work with a small group and identify “trust busters.” Discuss ways to avoid or eliminate trust busters.
Identify three team members who you trust the least and list those things that you distrust about them. Are there some common threads in all three? What is it that drives you to react to them cautiously? Over the next few weeks try at least one strategy to build a positive connection with each of the identified team members.
Find a short article on trust and give a copy to each of your team members. Ask them to discuss it with you over lunch or before or after work.
Establish a feedback group in which you discuss the level of trust on your team. Identify positive things that you can do to build trust.
If you made a leadership mistake, admit it and discuss it with your team. Note how the team reacts.
Define authentic behavior for yourself. Set some standards for authentic behavior and hold yourself accountable to them.
Make a short audio tape in which you affirm your commitment to building stronger levels of trust. Listen to this tape periodically for motivation and affirmation.
Survey your leadership peers to discover what they do to build trust with their teams.
-------------------------------------------------------------
Conducting Better Meetings
Develop a list of things that you can say to let meeting latecomers know that tardiness is unacceptable.
Complete the following metaphor: “My style as a meeting facilitator is like _______________________________________.”
At your next meeting tell the participants that you are working on one or two meeting facilitation skills. After the meeting ask the group how you did with each. Ask for suggestions.
Identify three to five adjectives that define your style as a meeting facilitator. Then ask selected team members to identify your strengths and weaknesses as a meeting facilitator. Any Patterns? Similarities? Surprises?
At your next meeting stop mid way and ask the participants how the meeting is going. Ask for suggestions to improve your meeting facilitation.
Establish an assessment group and identify ways to keep meetings focused and on track.
Make a list of ways to replace meetings with other forms of communication.
-----------------------------------------------------------
Clarify Issues
Create a committee clearing house to identify, define, and prioritize team issues.
Carry a small notebook to jot down information, opinions, and ideas that you hear from team.
Identify a personal mentor or coach who you can meet with regularly to talk openly about leadership issues.
Establish a feedback group to get insights into your leadership style and behavior.
As you gather opinions and viewpoints on an issue, make sure you get a diversity of ideas from diverse people.
Stop on occasion and identify those things that you feel are working well and those things that are causing stress.
List the major issues that you have confronted over the last two years. Is there a pattern? Is there a type of issue that keeps emerging?
Keep a log of the time it takes you to handle an issue. Determine if you are handling issues in a timely and efficient manner.
---------------------------------------------------------
Vision
Hold informal “round tables” to discuss the future of your team.
Keep a professional journal in which you focus on four aspects of visionary thinking: needs, wants, desires, and dreams.
Write out the “best case” scenario for what you want your team to become. Give it to your team and ask for responses and additions.
Published By: http://www.workshopexercises.com/
Tuesday, August 10, 2010
Leadership Persuasion Principle Types for Business - Be Aware!
Much of persuasion and other forms of changing minds is based on a relatively small number of principles. If you can understand the principles, then you can invent your own techniques. It thus makes sense to spend time to understand these principles (persuaded yet?).
* Alignment: When everything lines up, there are no contradictions to cause disagreement.
* Amplification: Make the important bits bigger and other bits smaller.
* Appeal: If asked nicely, we will follow the rules we have made for ourselves.
* Arousal: When I am aroused I am full engaged and hence more likely to pay attention.
* Association: Our thoughts are connected. Think one thing and the next is automatic.
* Assumption: Acting as if something is true often makes it true in ones mind.
* Attention: Make sure they are listening before you try to sell them something.
* Authority: Use your authority wisely and others will obey.
* Bonding: I will usually do what my friends ask of me, without negotiation. Because friends should always have my best interest at heart, and if they don't. Their not friends.
* Closure: Close the door of thinking and the deal is done.
* Completion: We need to complete that which is started.
* Confidence: If I am confident, then you can be confident.
* Confusion: A drowning person will clutch at a straw. So will a confused one.
* Consistency: We like to maintain consistency between what we think, say and do.
* Contrast: We notice and decide by difference between two things, not absolute measures.
* Daring: If you dare me to do something, I daren't not do it. But speak to my mind, and then I will do it if it's within reason, morality, and integrity.
* Deception: Convincing by trickery. Damaging, dangerous, and deadly.
* Dependence: If you are dependent on me, I can use this as a lever to persuade you in some or most cases.
* Distraction: If I distract your attention, I can then slip around your guard. Be careful at all times of these types.
* Evidence: I cannot deny what I see with my own eyes.
* Exchange: if I do something for you, then you are obliged to do something for me within the realm of a contract or verbal agreement.
* Experience: I cannot deny what I experience for myself.
* Fragmentation: Break up the problem into agreeable parts.
* Framing: Meaning depends on context. So control the context.
* Harmony: Go with the flow to build trust and create subtle shifts.
* Hurt and Rescue: Make them uncomfortable then throw them a rope. This is not a good method at all.
* Interest: If I am interested then I will pay attention.
* Investment: If I have invested in something, I do not want to waste that investment.
* Involvement: Action leads to commitment.
* Logic: What makes reasonable sense in most cases must be true.
* Objectivity: Standing back decreases emotion and increases logic.
* Obligation: Creating a duty that must be discharged.
* Ownership: I am committed to that which I own.
* Passion: Enthusiasm is catching.
* Perception: Perception is a persons current reality until changed. So manage it.
* Persistence: In all things, persistence pays.
* Pull: Create attraction that pulls people in.
* Push: I give you no option but to obey.
* Repetition: If something happens often enough, I will eventually be persuaded.
* Scarcity: I want now what I may not be able to get in the future.
* Similarity: We trust people who are like us or who are similar to people we like.
* Social Proof: When uncertain we take cues from other people.
* Specificity: People fill in the gaps in vague statements.
* Substitution: Put them into the story.
* Surprise: When what happens is not what I expect, I must rethink my understanding.
* Tension: I will act to reduce the tension gaps I feel.
* Threat: If my deep needs are threatened, I will act to protect them.
* Trust: If I trust you, I will accept your truth and expose my vulnerabilities.
* Uncertainty: When I am not sure, I will seek to become more certain.
* Understanding: If I understand you, then I can interact more accurately with you.
* Unthinking: Go by the subconscious route.
Published By: http://www.changingminds.org/
Edited By: Pastor, Bryant McNeal
Thursday, August 5, 2010
Discovering Leadership Traits
In psychology, a trait is a stable characteristic--potentially lasting throughout one's entire life. Coming up with an exact list set of leadership traits is difficult due to:
1. Culture - What works in the West does not work in the East, a trait that works in France will be less successful in America.
2. Context - What trait is appropriate depends on the context one finds oneself.
3. Paradox - Leadership is paradoxical. It defies logic due to unconscious factors and emotions.
4. Means and Ends - Leadership is both a means when it focuses on process and behaviors and an end when leaders focuses on goals and outcomes.
Having said that an exact list in impossible to come up with, does not mean that leadership traits are not important in leadership development. It simply means that different experts will come up with different lists, so a certain amount of confusion will need to be tolerated.
It's reasonable to assume that certain personality traits are associated with leadership, while others are not. Take out time to research articles which talk about traits associated with leadership success and failure.
> Leadership Traits Associated With Failure:
Many times we focus on leadership traits associated with success, but it is interesting to understand failures of leadership as well. This article mentions 6 "warning signs." or traits associated with leadership failures. This includes:
* A Shift in Focus. It discusses when leaders forget the big picture and shift focus on the little things. Like making money or fixating on fame as the reason why they are doing what they are doing.
* Poor Communication. Great leaders understand that followers don't read minds. Great leadership is about communicate ideas.
* Risk Aversion. This trait talks about the fear of failure and how past successes can be a treasure.
* Ethics Slip. There has to be a close relationship between what a leader does and what he/she is.
* Poor Self-Management. It's very important that the leader takes care of him/herself to be able to achieve goals. (Physical, psychological, emotional and spiritual needs)
*Lost Love. Leaders have to remember the vision that brought them there. Stay on track—stay the course.
> Five Enemies of Effective Leadership:
This area talks about how employees don't want to be managed, but need to be lead. It covers five "enemies" to successful leadership that include:
* Selfishness. here we focus on what we want and don't consider what other people want and need.
* Power Struggles. as leaders, we have to learn to serve, not demand.
* Poor Communication. If we don't communicate well, our message will be misunderstood, misinterpreted and misplaced. We often use wrong words, tone of voice, or our body sends a different message than our mouth.
* Behavior: we need to know ourselves and what are the things that get us out of control, we need to learn when we have to delegate.
* Jealousy. we need to learn that more does not always lead to happiness.
> Six Air Force Leadership Traits:
The Civil Air Patrol is a organization brach of the U.S. Air Force. The organization lists 6 traits important to success in a military context. They are:
* Selflessness
* Decisiveness
* Energy
* Commitment
* Loyalty
* Integrity
> Leadership Traits According to the SBA:
Leadership traits are a subset of personality traits. According to Raymond Cattell, a pioneer in the field of personality assessments, good leaders have these personality characteristics.
* Emotional stability
* Enthusiasm
* Conscientiousness
* Tough-mindedness
* Self-assurance
* Compulsiveness
* Dominance
Please Discover More By Reading The Publisher!
Published By: http://www.legacee.com/
1. Culture - What works in the West does not work in the East, a trait that works in France will be less successful in America.
2. Context - What trait is appropriate depends on the context one finds oneself.
3. Paradox - Leadership is paradoxical. It defies logic due to unconscious factors and emotions.
4. Means and Ends - Leadership is both a means when it focuses on process and behaviors and an end when leaders focuses on goals and outcomes.
Having said that an exact list in impossible to come up with, does not mean that leadership traits are not important in leadership development. It simply means that different experts will come up with different lists, so a certain amount of confusion will need to be tolerated.
It's reasonable to assume that certain personality traits are associated with leadership, while others are not. Take out time to research articles which talk about traits associated with leadership success and failure.
> Leadership Traits Associated With Failure:
Many times we focus on leadership traits associated with success, but it is interesting to understand failures of leadership as well. This article mentions 6 "warning signs." or traits associated with leadership failures. This includes:
* A Shift in Focus. It discusses when leaders forget the big picture and shift focus on the little things. Like making money or fixating on fame as the reason why they are doing what they are doing.
* Poor Communication. Great leaders understand that followers don't read minds. Great leadership is about communicate ideas.
* Risk Aversion. This trait talks about the fear of failure and how past successes can be a treasure.
* Ethics Slip. There has to be a close relationship between what a leader does and what he/she is.
* Poor Self-Management. It's very important that the leader takes care of him/herself to be able to achieve goals. (Physical, psychological, emotional and spiritual needs)
*Lost Love. Leaders have to remember the vision that brought them there. Stay on track—stay the course.
> Five Enemies of Effective Leadership:
This area talks about how employees don't want to be managed, but need to be lead. It covers five "enemies" to successful leadership that include:
* Selfishness. here we focus on what we want and don't consider what other people want and need.
* Power Struggles. as leaders, we have to learn to serve, not demand.
* Poor Communication. If we don't communicate well, our message will be misunderstood, misinterpreted and misplaced. We often use wrong words, tone of voice, or our body sends a different message than our mouth.
* Behavior: we need to know ourselves and what are the things that get us out of control, we need to learn when we have to delegate.
* Jealousy. we need to learn that more does not always lead to happiness.
> Six Air Force Leadership Traits:
The Civil Air Patrol is a organization brach of the U.S. Air Force. The organization lists 6 traits important to success in a military context. They are:
* Selflessness
* Decisiveness
* Energy
* Commitment
* Loyalty
* Integrity
> Leadership Traits According to the SBA:
Leadership traits are a subset of personality traits. According to Raymond Cattell, a pioneer in the field of personality assessments, good leaders have these personality characteristics.
* Emotional stability
* Enthusiasm
* Conscientiousness
* Tough-mindedness
* Self-assurance
* Compulsiveness
* Dominance
Please Discover More By Reading The Publisher!
Published By: http://www.legacee.com/
Wednesday, July 28, 2010
The Top 10 Leadership Qualities
By David Hakala
Leadership can be defined as one's ability to get others to willingly follow. Every organization needs leaders at every level. Leaders can be found and nurtured if you look for the following character traits.
A leader with vision has a clear, vivid picture of where to go, as well as a firm grasp on what success looks like and how to achieve it. But it’s not enough to have a vision; leaders must also share it and act upon it. Jack Welch, former chairman and CEO of General Electric Co., said, "Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion."
A leader must be able to communicate his or her vision in terms that cause followers to buy into it. He or she must communicate clearly and passionately, as passion is contagious.
A good leader must have the discipline to work toward his or her vision single-mindedly, as well as to direct his or her actions and those of the team toward the goal. Action is the mark of a leader. A leader does not suffer “analysis paralysis” but is always doing something in pursuit of the vision, inspiring others to do the same.
Integrity is the integration of outward actions and inner values. A person of integrity is the same on the outside and on the inside. Such an individual can be trusted because he or she never veers from inner values, even when it might be expeditious to do so. A leader must have the trust of followers and therefore must display integrity.
Honest dealings, predictable reactions, well-controlled emotions, and an absence of tantrums and harsh outbursts are all signs of integrity. A leader who is centered in integrity will be more approachable by followers.
Dedication means spending whatever time or energy is necessary to accomplish the task at hand. A leader inspires dedication by example, doing whatever it takes to complete the next step toward the vision. By setting an excellent example, leaders can show followers that there are no nine-to-five jobs on the team, only opportunities to achieve something great.
Magnanimity means giving credit where it is due. A magnanimous leader ensures that credit for successes is spread as widely as possible throughout the company. Conversely, a good leader takes personal responsibility for failures. This sort of reverse magnanimity helps other people feel good about themselves and draws the team closer together. To spread the fame and take the blame is a hallmark of effective leadership.
Leaders with humility recognize that they are no better or worse than other members of the team. A humble leader is not self-effacing but rather tries to elevate everyone. Leaders with humility also understand that their status does not make them a god. Mahatma Gandhi is a role model for Indian leaders, and he pursued a “follower-centric” leadership role.
Openness means being able to listen to new ideas, even if they do not conform to the usual way of thinking. Good leaders are able to suspend judgment while listening to others’ ideas, as well as accept new ways of doing things that someone else thought of. Openness builds mutual respect and trust between leaders and followers, and it also keeps the team well supplied with new ideas that can further its vision.
Creativity is the ability to think differently, to get outside of the box that constrains solutions. Creativity gives leaders the ability to see things that others have not seen and thus lead followers in new directions. The most important question that a leader can ask is, “What if … ?” Possibly the worst thing a leader can say is, “I know this is a dumb question ... ”
Fairness means dealing with others consistently and justly. A leader must check all the facts and hear everyone out before passing judgment. He or she must avoid leaping to conclusions based on incomplete evidence. When people feel they that are being treated fairly, they reward a leader with loyalty and dedication.
Assertiveness is not the same as aggressiveness. Rather, it is the ability to clearly state what one expects so that there will be no misunderstandings. A leader must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what followers expect from their leader.
Many leaders have difficulty striking the right amount of assertiveness, according to a study in the February 2007 issue of the Journal of Personality and Social Psychology, published by the APA (American Psychological Association). It seems that being underassertive or overassertive may be the most common weakness among aspiring leaders.
A sense of humor is vital to relieve tension and boredom, as well as to defuse hostility. Effective leaders know how to use humor to energize followers. Humor is a form of power that provides some control over the work environment. And simply put, humor fosters good camaraderie.
Intrinsic traits such as intelligence, good looks, height and so on are not necessary to become a leader. Anyone can cultivate the proper leadership traits.
Leadership can be defined as one's ability to get others to willingly follow. Every organization needs leaders at every level. Leaders can be found and nurtured if you look for the following character traits.
A leader with vision has a clear, vivid picture of where to go, as well as a firm grasp on what success looks like and how to achieve it. But it’s not enough to have a vision; leaders must also share it and act upon it. Jack Welch, former chairman and CEO of General Electric Co., said, "Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion."
A leader must be able to communicate his or her vision in terms that cause followers to buy into it. He or she must communicate clearly and passionately, as passion is contagious.
A good leader must have the discipline to work toward his or her vision single-mindedly, as well as to direct his or her actions and those of the team toward the goal. Action is the mark of a leader. A leader does not suffer “analysis paralysis” but is always doing something in pursuit of the vision, inspiring others to do the same.
Integrity is the integration of outward actions and inner values. A person of integrity is the same on the outside and on the inside. Such an individual can be trusted because he or she never veers from inner values, even when it might be expeditious to do so. A leader must have the trust of followers and therefore must display integrity.
Honest dealings, predictable reactions, well-controlled emotions, and an absence of tantrums and harsh outbursts are all signs of integrity. A leader who is centered in integrity will be more approachable by followers.
Dedication means spending whatever time or energy is necessary to accomplish the task at hand. A leader inspires dedication by example, doing whatever it takes to complete the next step toward the vision. By setting an excellent example, leaders can show followers that there are no nine-to-five jobs on the team, only opportunities to achieve something great.
Magnanimity means giving credit where it is due. A magnanimous leader ensures that credit for successes is spread as widely as possible throughout the company. Conversely, a good leader takes personal responsibility for failures. This sort of reverse magnanimity helps other people feel good about themselves and draws the team closer together. To spread the fame and take the blame is a hallmark of effective leadership.
Leaders with humility recognize that they are no better or worse than other members of the team. A humble leader is not self-effacing but rather tries to elevate everyone. Leaders with humility also understand that their status does not make them a god. Mahatma Gandhi is a role model for Indian leaders, and he pursued a “follower-centric” leadership role.
Openness means being able to listen to new ideas, even if they do not conform to the usual way of thinking. Good leaders are able to suspend judgment while listening to others’ ideas, as well as accept new ways of doing things that someone else thought of. Openness builds mutual respect and trust between leaders and followers, and it also keeps the team well supplied with new ideas that can further its vision.
Creativity is the ability to think differently, to get outside of the box that constrains solutions. Creativity gives leaders the ability to see things that others have not seen and thus lead followers in new directions. The most important question that a leader can ask is, “What if … ?” Possibly the worst thing a leader can say is, “I know this is a dumb question ... ”
Fairness means dealing with others consistently and justly. A leader must check all the facts and hear everyone out before passing judgment. He or she must avoid leaping to conclusions based on incomplete evidence. When people feel they that are being treated fairly, they reward a leader with loyalty and dedication.
Assertiveness is not the same as aggressiveness. Rather, it is the ability to clearly state what one expects so that there will be no misunderstandings. A leader must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what followers expect from their leader.
Many leaders have difficulty striking the right amount of assertiveness, according to a study in the February 2007 issue of the Journal of Personality and Social Psychology, published by the APA (American Psychological Association). It seems that being underassertive or overassertive may be the most common weakness among aspiring leaders.
A sense of humor is vital to relieve tension and boredom, as well as to defuse hostility. Effective leaders know how to use humor to energize followers. Humor is a form of power that provides some control over the work environment. And simply put, humor fosters good camaraderie.
Intrinsic traits such as intelligence, good looks, height and so on are not necessary to become a leader. Anyone can cultivate the proper leadership traits.
Tuesday, February 23, 2010
The 6 Principles of Powerful Leadership Etiquette
1. Punctuality: You should never have people waiting on you, and you should never wait for anybody. Time is of the essence! Wasted time is a wasted investment opportunity. Delays affect the work, thus affect the vision overall. When you have a late person in the group, this is a sign of unreliability. The principle to do everything "on time" applies to every function of life. Business professionals studying the organization and distribution of working time recommend adding a extra 25 minutes to the time period that is required to perform the assigned task.
2. Privacy: As a leader, you need to keep your personal business to yourself and only share what is necessary to the vision with others. Leaders must only share personal business with leaders of integrity and responsibility if needed. In any institution, corporation, or particular business transaction; there are private/confidential details that should be kept as carefully as the ones of a personal nature. There is also no need to share with others regarding anyone's personal business relative to a colleague, supervisor or subordinate about his or her performance or personal life, unless it is with another integritous leader who is trustworthy having the persons best interest at heart; and only when the matter at hand is a threat to the person in question, persons working on the team and/or the vision overall.
3. Courtesy: Friendliness and Affability! In any situation it is necessary to behave politely, kindly and benevolent with members, customers, clients, and co-workers. This however, does not require being friends, but rather friendly with everyone whom you communicate with in a work setting. The leader, team and (everyone) included should have a mind of Christ when working with others regardless of their behavior overall.
4. Attention: It is always righteous to think of others and not always yourself. Attention to the people surrounding you should be extended as you show attention to your colleagues, superiors and subordinates. Respect the opinions of others; try to understand why they have formed a particular point of view. Always listen to criticism and advice from colleagues, superiors and subordinates. When someone questions the quality of your work, show that you value the views and experiences of theirs and others. Confidence should not prevent you from being modest.
5. Appearance: Always dress for success! The main objective is to fit effectively in your environment at work, operating in the spirit of excellence in that setting. You should look your best at all times, which is to dress with taste, choosing matching colors. Carefully choosing accessories is important as well. What you wear says everything about you before a person shakes your hand and before any conversation begins. If you struggle in this area, find a professional dressing consultant and learn to dress to impress.
6. Literacy: You must speak and write with excellence at all times. Internal documents or letters to outside agencies should be composed with excellence; paying attention to the proper language used, and all proper names transferred without errors. Do not use abusive nor unnecessary words. Death and life is in the power of the tongue. Don't make off the wall statements, dirty jokes nor share endless ideas that have no substance. Speak with boldness and clarity. First impression, is truly a lasting one.
2. Privacy: As a leader, you need to keep your personal business to yourself and only share what is necessary to the vision with others. Leaders must only share personal business with leaders of integrity and responsibility if needed. In any institution, corporation, or particular business transaction; there are private/confidential details that should be kept as carefully as the ones of a personal nature. There is also no need to share with others regarding anyone's personal business relative to a colleague, supervisor or subordinate about his or her performance or personal life, unless it is with another integritous leader who is trustworthy having the persons best interest at heart; and only when the matter at hand is a threat to the person in question, persons working on the team and/or the vision overall.
3. Courtesy: Friendliness and Affability! In any situation it is necessary to behave politely, kindly and benevolent with members, customers, clients, and co-workers. This however, does not require being friends, but rather friendly with everyone whom you communicate with in a work setting. The leader, team and (everyone) included should have a mind of Christ when working with others regardless of their behavior overall.
4. Attention: It is always righteous to think of others and not always yourself. Attention to the people surrounding you should be extended as you show attention to your colleagues, superiors and subordinates. Respect the opinions of others; try to understand why they have formed a particular point of view. Always listen to criticism and advice from colleagues, superiors and subordinates. When someone questions the quality of your work, show that you value the views and experiences of theirs and others. Confidence should not prevent you from being modest.
5. Appearance: Always dress for success! The main objective is to fit effectively in your environment at work, operating in the spirit of excellence in that setting. You should look your best at all times, which is to dress with taste, choosing matching colors. Carefully choosing accessories is important as well. What you wear says everything about you before a person shakes your hand and before any conversation begins. If you struggle in this area, find a professional dressing consultant and learn to dress to impress.
6. Literacy: You must speak and write with excellence at all times. Internal documents or letters to outside agencies should be composed with excellence; paying attention to the proper language used, and all proper names transferred without errors. Do not use abusive nor unnecessary words. Death and life is in the power of the tongue. Don't make off the wall statements, dirty jokes nor share endless ideas that have no substance. Speak with boldness and clarity. First impression, is truly a lasting one.
Friday, February 19, 2010
Quotes from Powerful Leaders
Top 10 List of Favorite Inspirational Quote
Quote #1 Whether you think you can or whether you think you can't, you're right.
Henry Ford
Quote #2 You see things; and you say 'Why?' But I dream things that never were; and I say 'Why not?'
George Bernard Shaw
Quote #3 Within each of us lies the power of our consent to health and sickness, to riches and poverty, to freedom and to slavery. It is we who control these, and not another.
Richard Bach
Quote #4 Never look down on anybody unless you're helping him up.
Jesse Jackson
Quote #5 To be yourself in a world that is constantly trying to make you something else is the greatest accomplishment.
Ralph Waldo Emerson
Quote #6 A bird doesn't sing because it has an answer, it sings because it has a song.
Maya Angelou
Quote #7 There is no use trying, said Alice; one can't believe impossible things. I dare say you haven't had much practice, said the Queen. When I was your age, I always did it for half an hour a day. Why, sometimes I've believed as many as six impossible things before breakfast.
Lewis Carroll
Quote #8 The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.
George Bernard Shaw
Quote #9 The journey is the reward.
Chinese Proverb
Quote #10 People are like stained-glass windows. They sparkle and shine when the sun is out, but when the darkness sets in, their true beauty is revealed only if there is a light from within.
Elizabeth Kubler Ross
Quote #1 Whether you think you can or whether you think you can't, you're right.
Henry Ford
Quote #2 You see things; and you say 'Why?' But I dream things that never were; and I say 'Why not?'
George Bernard Shaw
Quote #3 Within each of us lies the power of our consent to health and sickness, to riches and poverty, to freedom and to slavery. It is we who control these, and not another.
Richard Bach
Quote #4 Never look down on anybody unless you're helping him up.
Jesse Jackson
Quote #5 To be yourself in a world that is constantly trying to make you something else is the greatest accomplishment.
Ralph Waldo Emerson
Quote #6 A bird doesn't sing because it has an answer, it sings because it has a song.
Maya Angelou
Quote #7 There is no use trying, said Alice; one can't believe impossible things. I dare say you haven't had much practice, said the Queen. When I was your age, I always did it for half an hour a day. Why, sometimes I've believed as many as six impossible things before breakfast.
Lewis Carroll
Quote #8 The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.
George Bernard Shaw
Quote #9 The journey is the reward.
Chinese Proverb
Quote #10 People are like stained-glass windows. They sparkle and shine when the sun is out, but when the darkness sets in, their true beauty is revealed only if there is a light from within.
Elizabeth Kubler Ross
Vision Casting & Catching
Vision Casting & Effective Communication for Membership Catching
Vision: is a forecast of what is to come, sharing a strategy, potential timeline & execution of details and plans with a team, organization or church for a ultimate purpose.
Habakkuk 2:2-3“And the LORD answered me, and said, Write the vision, and make it plain upon tables, that he may run that readeth it. For the vision is yet for an appointed time, but at the end it shall speak, and not lie: though it tarry, wait for it; because it will surely come, it will not tarry.”Vision Casting: is the ability to share plans regarding the ministry to a group of people both immediate and/or long-term providing a strategy, potential timeline & execution of the vision goal using diagrams, charts, publications, meetings, workshops, and all tools necessary to engage the team to own the vision.
Vision / Effective Communication: it is important that the vision is communicated in your Sunday Program, Church brochure, flyer's, business cards, T-Shirts, Annual Church Theme, with your core leaders, and in the messages.
A. The Senior Pastor: is thee God given vessel responsible for releasing the vision to and for the church.
B. The Senior Pastor: must spend time with God consistently to receive the vision to release the vision step by step.
C. The Senior Pastor: must release the vision to the core leadership first and both Pastor and core leadership to the congregation as a whole.
D. The Core Leadership: must flow in total harmony with the language and speech of the Senior Pastor and must echo with him the vision of the house.
E. A Vision must include: the Senior Pastor, core leadership, church congregation and the community. A vision must go beyond Sunday Morning services and Bible Studies but rather it must include: Community Outreach, Evangelism, Community Resource Help, Children & Youth Advancement opportunities as well as family and marriage enrichment resources.
F. The Power of Excellence: The excellence of how the Senior Pastor carries him or herself both spiritually and naturally will reflect the vision growing on every level. Excellence will call for: protocols, structures, standards, and polices to be in place and enforced by the Senior Pastor and his core leadership for the increase of the vision.
G. Partnerships: it is very important that a church form new partnerships with outside organizations to enhance the vision of the church. In addition, it’s also important for partnerships to be established within your church.
H. Plugged In: it’s very important that people are plugged into the vision the moment they complete New Members Foundations Class. Everybody is not a leader but everyone can take on a specific function or duty in the church. Be sure to provide the congregation with a form where you can learn of their gifts and talents to further and vision of the church.
I. Stewardship: Every leader and member of the church should be a financial supporter of the ministry according to – Malachi 3:8 (tithe & Offering). The Membership must also be good stewards (mangers) of there time and talent toward the ministry. In addition, it’s very important regarding church business to research and implement all legal and economic resources available to non-profit organizations to achieve your vision.
J. Vision Killers: People who come into your ministry and do not support and Senior Pastor and vision of the church should be asked to step down from leadership and/or any other responsibility. The Vision is too important to have negative people - hold up progress regarding the vision.
Nehemiah 2:18
“Then I told them of the hand of my God which was good upon me; as also the king's words that he had spoken unto me. And they said, Let us rise up and build. So they strengthened their hands for this good work.”
Vision Catching: is the ability to listen to the vision and run with it (receive it and work it) according to the set plan and design shared by the Senior Pastor from the Holy Spirit.
Things to Remember:
A. Evidence of Vision Catching: occurs when you hear the people echoing the voice of the Senior Pastor and doing the work of the vision according to the set plan and design imparted.
B. Stay In Your Lane: it is very important that as we listen to the vision and build the work we must also “stay in our ordained area of duty” and not take on an area not appointed nor anointed by the leadership of the Senior Pastor and by the Holy Spirit to do.
C. Ego Trips: Just because you are functioning in an area of leadership or duty does not mean you can’t be replaced. “It’s not about you, it’s about JESUS”. You must be a humble and meek vessel at all times while working in ministry. Catching the vision has no room for selfish, self-centered people.
D. End Zone: In football this is the place where we “Score”. It’s very important that every team member of your church “Score” in the area of “showing love to those that visit and/or join the church” as well as “assisting new members in getting plugged in” – to the vision of the house. We must reach the “End zone” regarding the overall success of the ministry.
E. Nehemiah & the People: they worked together under heavy circumstances but yet and still accomplished the vision set before them. Teamwork is the only way to reach the final destination of vision!
The 13 Principles of Powerful Leadership
1. Leadership Vision
* The ability of the leader to carry out and fulfill an enormous vision beyond their imagination designed to change the very existence of life.
2. Leadership Communication
* The ability of the leader to effectively communicate the vision to the team or people group with clarity and accuracy to achieve the common goal.
3. Leadership Strategy & Execution
* The ability of the leader to have a set plan and a set time frame moving by faith to bring the vision from point A to point Z. We start things in life but we just don't finish them.
4. Leadership Confidence
* The ability of the leader to operate with full assurance in themselves and in the vision knowing beyond a shadow of a doubt that this vision is completed even before it gets started in ones view.
5. Leadership Dedication & Excellence
* The ability of the leader to be consistent at all times, loyal to the people and the vision, operating in spirit of excellence having the mindset of perfection, keeping the hope and joy of your team alive, and moving with great expectation through any adversity.
6. Leadership Teamwork
* The ability of the leader to notice or discern gifts and talents within their company, team or people group, having the ability to allow each team-leader and the people connect to that team - to work with full assurance in their ability while at the same time serving as a check and balance system to assure quality, productivity and excellence. Before you can have a team-leader you must have a servant-leader and this is one who follows the lead of the overseeing leader, manager or Senior Pastor.
7. Leadership Accountability
* The ability of the leader to first be accountable as well as the people group regarding the overall task of the vision - as well as the duties of each person involved operating in excellence on every level.
8. Leadership Flexibility
* The ability of the leader to have flexibility regarding the vision, the people and the road to get there with regard to the final destination of the vision.
9. Leadership Trials and Tribulations
* The ability of the leader to embrace trials and endure tribulations as a good, moral and sound leader - directing, leading, and guiding the vision and the people to the final destination.
10. Leadership Sphere of Influence
* The ability of the leader to have influence with both God and people in general. Powerful Influence: is created by good moral integrity, sound teaching, sold focus, clear vision, powerful education and wisdom, great communication, excellent presentation, and consistent development. When Powerful Influence is lost it may take light years to regain.
11. Leadership Self-Hindrances
* The ability of the leader to know their strengths and their weaknesses while operating in the spirit of excellence. You are more your problem than people are! The tragedy of life is not what we suffer but what we miss. We must move beyond our self-suffering nature and think above and beyond circumstances and issues. You are what you make yourself to be.
12. Leadership Business & Finance
* The ability of the leader to know business as well as finance to operate the vision with excellence. If you don't know - ask somebody who knows so you can be excellent in that area to further the vision.
13. Leadership Purpose & Destiny
* The ability of the leader to know their purpose in the earth and their destiny. Everyone living on the earth must make it their obligation to know this before they reach 30 years old at least, by that time you should have some since of forwardness with a desired destination regarding purpose and destiny.
* The ability of the leader to carry out and fulfill an enormous vision beyond their imagination designed to change the very existence of life.
2. Leadership Communication
* The ability of the leader to effectively communicate the vision to the team or people group with clarity and accuracy to achieve the common goal.
3. Leadership Strategy & Execution
* The ability of the leader to have a set plan and a set time frame moving by faith to bring the vision from point A to point Z. We start things in life but we just don't finish them.
4. Leadership Confidence
* The ability of the leader to operate with full assurance in themselves and in the vision knowing beyond a shadow of a doubt that this vision is completed even before it gets started in ones view.
5. Leadership Dedication & Excellence
* The ability of the leader to be consistent at all times, loyal to the people and the vision, operating in spirit of excellence having the mindset of perfection, keeping the hope and joy of your team alive, and moving with great expectation through any adversity.
6. Leadership Teamwork
* The ability of the leader to notice or discern gifts and talents within their company, team or people group, having the ability to allow each team-leader and the people connect to that team - to work with full assurance in their ability while at the same time serving as a check and balance system to assure quality, productivity and excellence. Before you can have a team-leader you must have a servant-leader and this is one who follows the lead of the overseeing leader, manager or Senior Pastor.
7. Leadership Accountability
* The ability of the leader to first be accountable as well as the people group regarding the overall task of the vision - as well as the duties of each person involved operating in excellence on every level.
8. Leadership Flexibility
* The ability of the leader to have flexibility regarding the vision, the people and the road to get there with regard to the final destination of the vision.
9. Leadership Trials and Tribulations
* The ability of the leader to embrace trials and endure tribulations as a good, moral and sound leader - directing, leading, and guiding the vision and the people to the final destination.
10. Leadership Sphere of Influence
* The ability of the leader to have influence with both God and people in general. Powerful Influence: is created by good moral integrity, sound teaching, sold focus, clear vision, powerful education and wisdom, great communication, excellent presentation, and consistent development. When Powerful Influence is lost it may take light years to regain.
11. Leadership Self-Hindrances
* The ability of the leader to know their strengths and their weaknesses while operating in the spirit of excellence. You are more your problem than people are! The tragedy of life is not what we suffer but what we miss. We must move beyond our self-suffering nature and think above and beyond circumstances and issues. You are what you make yourself to be.
12. Leadership Business & Finance
* The ability of the leader to know business as well as finance to operate the vision with excellence. If you don't know - ask somebody who knows so you can be excellent in that area to further the vision.
13. Leadership Purpose & Destiny
* The ability of the leader to know their purpose in the earth and their destiny. Everyone living on the earth must make it their obligation to know this before they reach 30 years old at least, by that time you should have some since of forwardness with a desired destination regarding purpose and destiny.
Thursday, February 18, 2010
The Pastor
Powerful Leadership in the church is vital today like never before. Powerful Leadership can only be manifested when a person or persons have yielded completely to the following: Having integrity and a wisdom seeking relationship with God, growing in the Word of God, commitment to ministry and counsel from other powerful leaders in ministry, a good business and economic mindset and ability, and a passion toward helping and mentoring people through the Word of God.
So one must be clearly stable, not double minded, sober, valiant, focused, whole in every area of life, influential, possessing a awesome level of self-control, prayer intercessor, both a student and teacher of the Word of God, humble, meek, loving, kind, and law-abiding. This is truly the anatomy of a powerful leader.
The Power of Leadership is focused on the ability to lead by example. A powerful leader is not an usher (one who points in the direction of the destination) but rather the guide - to the place where the leader has already been naturally speaking and/or by vision from God and directions given through the revelation of the Holy Spirit.
In my lifetime, I have seen awesome leaders who are mentors yet and still in my life. I believe a person should seek out more than one mentor because each mentor carries with them a specific gift or anointing to add to ones life. The Power of Leadership seeks to push people who are ready for the next level to go and prayerfully and accurately find someone who is on the level they are trying to reach. To be a powerful leader sometimes you have to step outside the box of your circle into an atmosphere of greatness beyond the traditional scope of vision.
In addition, you must be willing to receive constructive criticism from other powerful leaders and even at times followers depending on who they are, what they are saying and what they have achieved. This can only happen when one - lets go of their ego and surrender to the fact that there is always more to learn in all areas of study and profession. Ego-control is what I call it; the ability to take ones ego and construct it for success while making sure the brake pads are always at full functionality.
A Pastor must be confident in their pastoring the church while at the same time being self-confident in their inward resolutions regarding the vocation of their calling and their personal life/goals, bold, able to exercise restraint, must be able to delegate, not controlling and possessive of God's people, not a manipulator of God's Word to control the people of God, on ones knees praying daily, not mixed up in the negative affairs of this world, involved in the progressiveness of the church and the community, touchable, approachable, sociable, and lovable. This is the kind of powerful leadership we need in the 21 century.
Subscribe to:
Posts (Atom)