Leadership Information and Resources | Leadership Training | Leadership Development

How To Become An Ideal Leader

Sat, 17 May 2008 15:28:11 -0400

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.

Searching Through The Maze Of Home Based Business Opportunities

Sat, 17 May 2008 11:06:20 -0400

There appears to be an innate desire in most of us to quit the day job, stop the daily grind of travelling long hours to work, sitting in boring office or factory or store watching the clock ticking and above all, telling the boss to keep his job, you do not want it anymore. "Fire Your Boss", is typical of many of the bold headlines of internet gurus offering you the golden opportunity to quit your job and start on autopilot collecting your fortune overnight. The advertisments boldly state, No experience required, No computer skills needed No need for HTML skills No investment required, Full training given, One or two hours a day. And so the dream is woven into an attractive tapestry offering a picture of lazy days in the sun, big house in the background, porche or similar upmarket sports car in the driveway and all available at just a click of a button. Tempting, it is and millons respond. It is a form of lotto, trusting and hoping that this one opportunity is the real thing. Much of the bold letters, often in red type, state this is the holy grail. This one is genuine. Often warning readers to beware of scams, these advertisments present you with a share of a dream that is going to come to nothing but will cost you along the way. How does one determine which are true and which are pipe-dreams? Having responded to the temptation, you then enter stage one of the dream-scheme and feel you are on to something good. Then, almost next page, a further prompt suggesting that you are now on the first step of the ladder that is going to present even more gold than that originally offered. Just a little more investment is required but this wonderfully new offer is just available to you NOW, should you leave this page the offer will not be available to you again and of course, you will be at a very substantial loss...so grab this unique opportunity NOW. So, you feel the first investment is enough and you reject the offer. No, NO, you are not free yet, a further pop-up willl appear suggesting that suddenly the cost has dropped substantially as an enticement for you to take this further opportunity. So, you feel, "In for a penny, in for a pound," and you purchase the extra bit that is going to secure your way to acquiring your fortune. You are now in the frame. Next, you are offered the best advertising system in the whole world. You will be advised, that while you have now an excellent product, you need to let people know you have it or it is worthless to you and you need to drive traffic to your site. Another special offer awaits you that promises to ensure that by the time you have the form completed, customers are going to be knocking at your door...oops, website and you are not going to be able to cope with the "Swarm". Then, the gurus come on scene. Special audio broadcasts from this range of top-earning multimillionaires who have all made their fortunes through their particular method and it is, of course, available to you, since you have shown such a keen interest in working and marketing a home business. This you must hear. Of course, you will then be offered a CD or training video or "ReSell rights" so you too, can go on and be as successful as the "guru", but a further investment is needed. It is wonderful stuff. Some of it good, but most, unfortunately, as Shakespeare said in other circumstances, "Full of sound and fury and signifying nothing". So many, trusting, innocent (although many are mature males and females,) continually opt in and buy in to these schemes and when they find it is not working and endeavour to contact the seller of the product or the website, they find, far too often, no response whatsoever. "Caveat Emptor" is an expression used in contract law and it is no harm offering it to all of those who are searching for a genuine opportunity. It simply means, "Buyer Beware" and you can save yourself a lot of grief and a lot of money if you heed that warning. Do not be put off in your efforts to search for an find your business niche. They are out there and there is a lot of opportunity available to you and wouldbe netentrepreneurs. But there are no free dinners. All of them require commitment, dedication and work and you will not achieve success without putting a great degree of your time and effort into it. It is what success and the satisfaction of achievement is all about. There is no reason why you cannot have your own business and make good money in the process. There is plenty of evidence that many have done so and continue to do so but do not be misled by those who make their money on taking advantage of others and offer nothing of substance in return. Michael D. Ringrose is interested in identifying Home Based Business Opportunities. He is also interested in and expienced in Internet Marketing and in encouraging individuals to reach their potential in whatever walk of life they experience and hopefully enjoy. He is a keen writer on leadership in all its dimensions and links the responsibility of leadership with that of reaching out and enabling others to find their potential and use the gifts the Good Lord gave them. Further information on each of the areas can be found at http://www.eLeadershipGuide.com and http://www.GlobalWealthPlans.com Article Source: http://EzineArticles.com/?expert=Michael_Ringrose

Leadership and Self Belief

Wed, 30 Apr 2008 04:12:23 -0400

What are the factors that enable and facilitate the realization of one's potential. Why are some individuals so successful or others not so? How does one become successful? What is success? Some interesting questions but we need not get too philosophical and burried, perhaps, in an attempt to address questions that arise in all individuals over time, no matter what position they might occupy. Here, we are not necessarily discussing "success" in its' totality. One might achieve the pinacle of "success" in their own terms without having any material wealth or evidence of ostentatious living. There is a host of examples in contemporary life and throughout history of spiritual leaders who have exercised and continue to exercise global influence on the lives of generatlons of people of all classes and creeds but had no material wealth. Now, in many walks of life, material wealth and only that, is used as a yard-stick of success. Success is determined by how many dollars, how much property, what kind of automobile, yacht, mansion, form your list of assets. This article is not offering any value judgement on the innate differences inherent in such classifications, rather, it will attempt to identify what are some of the key driving factors that enable an individual achieve "success" in whatever terms it is defined. We are each creatures of influence. Parental influence over our lives is critical in positive and negative ways. Expectations of parents of their sons or daughters, will influence the direction of their childrens lives, in some instances, long after the parent(s) have passed away. There remains a residual drive to meet the expectatlons of father or mother or both. If those expectations were positive, encouraging, supportive and realistic, the chances are that the child will go a long way towards realizing them and being confident in their own inner-selves of their capacity to succeed. If, on the other hand, and it is by no means uncommon, that the expectations are negative, unsupportive, failure-orientated, expressed in terms of being critical of effort and outcome, suggestive of failure, "No point, you will never get that," "You will always be in trouble", "Johnny is an average student", then those expectations will be reflective of outcome. Child will not have a store of inbuilt positive attitudes in relation to it own potential and will, on average, be average at best. Other key infuencers are those we admire and respect and again, the social environment can be a determinant of outcome. If one lives in a socially deprived area, in regular and perhaps constant contact and communicatiion with, for example, criminal minds, there is sufficient evidence to support the suggestion that they will be influenced their behavious by the actiions of such people, unless it is counter-influenced by stronger values imbued by parents or others, such as teacher, sports coach,. etc., Belief in one's self and in one's capacity to succeed in critical to success. Nurturing that self-belief and taking actions that will re-enforce it, such as reading, attending work-shops and seminars, studying the lives and actions of accomplished leaders and individuals who have been singularly successful, assist in building understanding and supporting self-confidence. "Knowledge is Power" is an old expression, but its' value is in appreciating that the more accomplished, expert individuals are in mastering their role, their work, their sport, the more they can influence others and the more others will be prepared to be influenced by the and follow their direction.

How To Become An Effective Leader

Sat, 01 Mar 2008 15:53:24 -0500

How to Become an Effective LeaderBy [http://ezinearticles.com/?expert=Jamie_Marks]Jamie Marks Recent evidence has shown that there is a Personality Profile for someone who can be called a natural born leader. In this personality profile there are a set of innate characteristics that can be studied and learned by those who feel they are inadequate in a leader ship position. A natural born leader can effectively convey confidence, assertiveness, boldness, responsibility, and leadership. Time and time again great leaders will test high for these psychological traits; the results are the same for both contemporary and historically famous leaders.If you breakdown what each of these traits demands of a leader then you can come closer to fully understanding what it takes to be successful at that position. A good leader must be sociable, which means being good natured, extroverted, and outgoing. These characteristics are common among people who enjoy interacting and participating with others, and are a huge part of being a great leader. More importantly studies have shown that people with high sociability are generally happier, this helps immensely as people are more likely to follow someone in higher spirits.The next trait that is a must for a leader is self-confidence. This means being self-assured, certain, secure, brave, fulfilled, poised, and self-reliant. Those with high confidence deal successfully with challenges and are not easily dispirited. They can handle surprising events well, make judgments with assertion, and are quick to articulate thoughts and opinions. Another must have trait for a great leader is assertiveness. This means being persuasive, influential, headstrong, opinionated, possibly argumentative and hostile. It may not seem like that great of a trait but when it comes to decision making a leader cannot falter and needs to lead without hesitation, or risk losing the confidence of their subordinates. This does not mean being stubborn when you are wrong, but more importantly not letting anything get in your way when you are right and know something needs to be done.Boldness is a sign of a great leader for several reasons. They can function normally even in unfamiliar environments, and are quick to accept challenges and are willing to take risks to accomplish their objectives. When tough decisions need to be made it is the leaders that are bold who prevail. The last trait of effective leaders that must be mastered is actually called Leadership. It is defined as dominant, influential, controlling, dynamic, commanding, forceful, directing, and authoritative. Very strong desire to control, influence and direct others. Assume the role of leader naturally and enjoy the responsibility and challenge of being in charge. Have an active leadership style, and are quick to take control of situations. By studying and consciously making an effort to practice these traits in various environments anyone can improve their leadership skills and grow as an effective leader. Mastering these traits leads to success at work, home, and ultimately in your well being. Jamie Marks is a senior editor and weekly contributor at a popular [http://www.reviewopedia.com]Online Business Opportunity review website Read more about personal improvement solutions and home business resources in related reviews [http://www.reviewopedia.com/rebate-processor.htm]Rebate Processor, and [http://www.reviewopedia.com/rebate-processing.htm]Rebate Processing Article Source: http://EzineArticles.com/?expert=Jamie_Marks http://EzineArticles.com/?How-to-Become-an-Effective-Leader&id=1012694

Leadership And Its Importance In The Business World And Your Success

Sat, 01 Mar 2008 13:55:25 -0500

Leadership And It's Importance In The Business World And Your Success Leadership In our competitive world today, leadership skills are crucial to any successful business. What is leadership? Leadership is commonly used to refer to activities such as conducting, guiding, or directing people; initiating activity. However, leadership is also used to refer to someone who is a leader. How can leadership be applied in so many ways and what constitutes a leader in all of these situations? The answer is contained in the realization that perhaps the most fundamental characteristic of leadership, and therefore of leaders, is personal leadership. What is personal leadership? It is the ability to lead others and yourself in the direction you want your life to take. The ability to define what you want out of life and how you are going to get there is the first step in developing leadership. It is only the beginning because personal leadership means “leading”, “directing”, and “taking action”. It means living each day to the fullest. It means developing goals that you want so badly that you live each day with enthusiastic ardor for your goals, yourself, and all who are close to you. Knowing what you want out of life; knowing what success is to you; knowing what your goals are; knowing that you are going to achieve those goals regardless of what other people think, say, or do, is the essence of personal leadership. Personal leadership also means “accountability”. It means that you have decided to use the talents that are unique to you and will develop them further to reach your goals. It means that you realize that you have the potential to develop further. It means that you have determined the course of your destiny—you are the master of your life. The good news is that you do not have to develop this skill alone. There are professionals out there that will guide you through this process so you can be as successful as you have dreamed. A business coach will give you the accountability needed and the motivation needed to succeed. You can literally have anything you want in your life so why not start today? Article Source: http://EzineArticles.com/?expert=Maggie_Yue http://EzineArticles.com/?Leadership-And-Its-Importance-In-The-Business-World-And-Your-Success&id=558096

Leadership Studies Online

Sat, 01 Mar 2008 12:40:59 -0500

Leadership Studies OnlineBy [http://ezinearticles.com/?expert=Michael_Bustamante]Michael Bustamante Online Leadership Studies Schools offer courses that give students the freedom to attend class anytime from wherever they choose. Programs in Online Leadership Studies prepare students who aspire to upper level administrative and management positions. Students in Online Leadership Studies are exposed to leadership issues and theories designed to develop the vision and problem-solving skills of future leaders. Leadership Studies students are prepared to effectively lead organizations in a global environment. Online Leadership Studies examine issues of leadership that include project management, total quality management, and team building; cultural diversity, concepts of human behavior, and varying standards of discipline; negotiations and problem solving; applications of leadership and roles of responsibility; and theories, effective techniques, and evaluation of social issues that affect the workplace. Leadership Studies courses may also examine evolution of leadership processes regarding concepts of leadership and methods for adjusting performance to improve effectiveness through analysis and decision making. Leadership Studies may focus on specific issues of development of understanding and interpretation of various theories and models of leadership and on examining styles of leadership. Professionals with specializations and degrees in Leadership Studies are found in business, industry, the military, and public agencies; and in political organizations, social groups, schools, and churches. Leadership skills are used for effective management and the applications of contemporary management and leadership techniques. Most Online Leadership Studies Schools provide graduate level MBA and Ph.D. programs through specialized courses in Leadership Studies. However, there are some Online Leadership Studies programs at the undergraduate level. Find an Online Leadership Studies Schools by searching the options at www.schoolsgalore.com. Copyright 2006 - All Rights ReservedMichael Bustamante, in association with Media Positive Communications, Inc. for SchoolsGalore.com M. Bustamante is a staff writer for Media Positive Communications, Inc. in association with [http://www.schoolsgalore.com/]SchoolsGalore.com. Find [http://www.schoolsgalore.com/categories/4/leadership_studies_online_schools.html]Leadership Studies Online at SchoolsGalore.com; meeting your needs as your educational resource to locate schools Article Source: http://EzineArticles.com/?expert=Michael_Bustamante http://EzineArticles.com/?Leadership-Studies-Online&id=215706

Do You Wish to Lead the World or Just the American People?

Wed, 20 Feb 2008 16:02:26 -0500

When we think about Leaders, we generally tend to think about those who grace or occupy the world stage. Historically, Lincoln, Washington, Ghandi, Martin Luther King, Churchill, Stalin, Nelson Mandela come to mind but there are many. Some political, some religious, some social, some in the world of sports and in the world of literature, music and art. There are those who present themselves to the public to be chosen to lead. At present, we have, perhaps the world's best example of that process being acted out on the American Stage. America is presented with choice of future President. Will it be Hillary Clnton, JohnMcCain, Barak Obhama or Mike Huckabee who will be the benificiary of their preferences. It is an enormously onerous duty and responsibility they bear in making this choice because, of course, it effects not only the United States but it will also impact significantly on the rest of the world. The "rest of the world", does not have a vote in the process. One might ask, if the person selected for the position of President of the United States, will be cast in the role of Leader of the Free World, then perhaps consideration ought to be given, at some future date, to allow those countries outside of the United States, who will, or maybe, affected by the result of the election, some way of exercising or expressing their preferences in the choice of President. Of course, one can anticipate the contrary arguement. Why should countries or persons outside the jurisdiction of the United States or any other sovereign state, have the right to exerise a vote in internal elections? In perhaps all other countries, the Prime Ministers or Presidents do not normally purport to have a right to dictate how other countries behave. Such has been the position with the U S, and I hastely add, often at the behest of countries in Europe and elsewhere. Many countries have, in time of war or econimic crisis, requested or imposed on the US to come to the rescue. Whatever the reasons, we are faced with a defacto recognition of its perceived status. In those circumstances, what are the characteristics now being sought in the candidates? What are the attributes that shape and inform those candidates? Leaving aside the fact that each and all of them will play to the particular audiences they meet in their thousands as they plead for support, what are the real values that drive and sustain them as persons? Where and how do they display their courage and how is it measured? How is their commitment to honesty portrayed? Outside of claiming to the omniscient in all things political, how do they demonstrate their capacity to be truly understanding of the human condition and offer wise counsel in dealing with complex situations. Leaving aside the wonderful rhetoric and lyricism of the speechwriters, where is the demonstration and evidence of capacity to deal only with truth?

What Kind of Person Are YOU

Sun, 27 Jan 2008 15:43:46 -0500

What kind of person are you might seem to be a rather intrusive question. Perhaps. It is, nevertheless, a most important quetion for one to ask if in the process of identifying leadership potential, leadership skills, characteristics or attributes. It is also a necessary question when identifying appropriate training and development of leaders or potential leaders. It is critically important for the person who presents as leader or potential leader to ask of oneself and particularly important that the leadere or potential leader is in a position to answer it. Assessment.com - Home of MAPP Assessment helps provide the tools and the analysis to guide you on your journey. A FREE Assessment is offered to our readers and we are confident you will find the answers to some of those questions. What are your personal strengths? What do other people like and dislike about you? It takes only 10 minutes to finish the complete test and discover how your unique personality shapes your life.Visit: http://www.assessment.com/TestsIntro/Personality.asp?AccNum=06-6471-000.00" We would be very pleased to receive your feedback. Michael www.eLeadershipGuide.com

5 Momentum Killers To Avoid As a Lerader

Sun, 20 Jan 2008 14:05:00 -0500

5 Momentum Killers To Avoid As A LeaderBy [http://ezinearticles.com/?expert=Tim_Milburn]Tim Milburn What is the leader's best friend? Momentum. John Maxwell calls momentum the "great exaggerator." It makes you appear better than you really are or worse than you really are. You know when you have it and you wish you had it when you don't. It is so important to try and keep your momentum when you have it. As a leader, there will be times when you naturally have increased momentum. For instance, the start of a new project or promotion is a time of momentum because everyone has a lot of energy and excitement for what lies ahead. But the momentum you have can be easily lost. It's much more difficult to try and get momentum than it is to maintain and manage the momentum you've got. Leaders must be mindful of those things that can work against the momentum you and your team have worked so hard to build. I want to describe 5 of the most lethal momentum killers that can stop any organization or team in it's tracks. 1. Wait Until The Last Minute. If you wait until the last minute to make a decision or to implement your plan (or even start planning) you take away your options. Options are the things that allow you to be excellent and creative. If you continually procrastinate you'll usually do what you need to in order to get by. Getting things done on time or even before they're due allows you to get creative and to hone your work. Momentum is continually ignited by action. Waiting until the last minute means that you've simply wasted time. 2. The Success Stop. One of the biggest killers of momentum is your own success. You would think that wouldn't be true, but it is. Let's say you work hard toward planning a successful event and that event is every bit as successful as you hoped. Most people have a tendency to slow down and want to rest on that success. They keep pointing back to what a great event it was. But they fail to move forward to the NEXT event. If you experience success, then you have some momentum built up. This is the time when you need to move forward quickly and maintain that momentum with another success. 3. Absence / Silence / Indifference I put all three of these things together because they all define a lack of leadership when it comes to maintaining momentum. I came up with a little rhyme to help you remember what each of these mean: Absence is when you just aren't there. Silence is when you just won't share. Indifference is when you just don't care. Keeping momentum requires that you be PRESENT as a leader. You must show up and keep your people focused and headed in the right direction. The minute you disengage, you begin to whittle away at your momentum. People want to follow leaders who are present, articulate, and passionate. 4. Mediocrity. This one is similar to, if not the result of, #1. When we begin to do less than excellent work our momentum begins to slide. People aren't excited or inspired by average. Teams that merely do enough to get by are headed for disaster. At the end of each season, it's the sports teams that exemplify their very best that make it into the playoffs. I would add this as well - I believe it's harder to build momentum in the midst of mediocrity than it is if you were doing nothing at all. That's why you'll often see teams and organizations completely kill off something and start fresh rather than try to salvage something that continues to be mediocre. 5. Crisis in Character. When a leader experiences a moral failure, it fractures the entire organization. Character is the foundation of leadership. While you don't necessarily have to be a leader to have good character, you most definitely need good character to be an effective leader. How many times have you seen an organization growing and thriving only to hit the skids because the leader had a character meltdown? The minute you begin to try and separate your own personal character from your influence and abilities as a leader - you're in trouble. Remember that if you want to be the best leader you can, the first person you need to lead is yourself. Don't allow momentum to slip through your fingers. If you begin to identify any of these momentum killers in your organization or on your team - figure out how to stop them. Otherwise, they'll stop you. Tim Milburn develops student leaders through his organization, Studentlinc. Please visit Studentlinc at [http://www.studentlinc.net]http://www.studentlinc.net. You can subscribe to the Studentlinc blog by following this feed: [http://feeds.feedburner.com/studentlinc]http://feeds.feedburner.com/studentlinc. Article Source: http://EzineArticles.com/?expert=Tim_Milburn http://EzineArticles.com/?5-Momentum-Killers-To-Avoid-As-A-Leader&id=929971

InspireTo Lead And Lead To Inspire

Sun, 20 Jan 2008 12:46:11 -0500

Inspire To Lead And Lead To InspireBy [http://ezinearticles.com/?expert=Melissa_Vokoun]Melissa Vokoun Inspiration comes at both ends of the leadership equation. Leaders are called to guide and lead from many different directions but there is always an element of emotion and inspiration. The call to act as a motivator, guide, teacher, and mentor is usually the first step in a process whereby an individual begins a journey to lead. Many leaders describe this as an inner need to share their vision and influence it's emergence into the world. While it may be a product or an idea or a service, this vision is deeply held and difficult to contain. The decision to lead is a natural progression once the individual finds the confidence and commitment to step up and accept responsibility for the direction of others. Feeling the inspiration that tells someone, "I can be a leader, I can motivate and direct others to fulfill my vision," is a step that most people do not take lightly. There is a degree of security and safety in being a follower, even in being a very involved follower. But leaders are inspired to take risks and put themselves on the line everyday. Our great social and political leaders have all had to make tremendous sacrifices in order to lead and many people question why they are so motivated to lead when the costs can be so great. The answer is simple-the inspiration to lead was irresistible. When you feel your message so strongly that the costs and consequences pale in comparison, you are destined to lead. The business owner invests both emotional and material interests to bring their message to light. They too are moved by an irresistible impulse to lead. At every staff meeting, every sales consultation, at every conference a leader is called upon to influence those around them. Being the boss isn't always an enviable position and the stress associated with being the boss is not for the faint of heart. But a true leader finds conflict challenging, dissent motivating, and loyalty truly precious. And the reward they seek is seeing their message become reality through decision and action. This is where the second part of the equation comes into the formula-leading to inspire. Being a follower may have a negative connotation but followers are not mindless sheep. They have strong opinions and viewpoints and are very discerning. They can tell an authentic leader from a figurehead a mile away. The mark of the truly authentic leader is the feeling and excitement that they inspire in their followers. The ability to inspire others, to bring them to join in their journey, and help them realize their potential is the hallmark of authentic leadership. Genuine leadership has a tangible quality where excitement can be felt and the risk- taking leader motivates others to share in their risks. Indeed, inspiration has a reciprocal quality. A leader is inspired to lead, a follower is inspired by a leader, and the inspiration becomes mutual. An employee can become a contributor and partner when the quality of a leader's message comes through in a persuasive and moving manner. Haven't we all had moments when we are listening and the moment of understanding and enthusiasm overtakes us and we become a partner in the message? It is a moment of excitement and comprehension that has the unique ability to turn followers into partners and then into a "co-leader." When leadership becomes collaborative the leadership/inspiration equation is complete. The message becomes self-renewing and the energy it produces fuels its mission. Those inspired to lead have inspired others and the magic of emotive reasoning becomes reality. It is indeed the foundation of any group process and what can translate in success for any organization. Melissa Vokoun is a successful Business Advisor and Trainer. From 1983 to 2005 she was COO and VP of Sales and Marketing for a national telecom equipment distributor. Her passion for business, working with clients in solving critical issues in the strategic, tactical and operational areas of growth continues. She is now President and Founder of NuVo Partners and Successful Business Advisors. To learn more about the services available, please visit the website at: [http://www.nuvopartners.com]http://www.nuvo-partners.com or call 847-392-6886. Article Source: http://EzineArticles.com/?expert=Melissa_Vokoun http://EzineArticles.com/?Inspire-To-Lead-And-Lead-To-Inspire&id=934643

What Is Leadership

Sun, 20 Jan 2008 12:25:28 -0500

What is Leadership?By [http://ezinearticles.com/?expert=Kevin_Stirtz]Kevin Stirtz Leadership is what every organization needs and so few have in adequate supply. Part of leadership is what the first President Bush called “the vision thing”. It’s the ability to see what does not exist and then gather, mold and shape the resources needed to make it happen. Part of leadership is passion for the purpose and the mission of the organization. But it needs to be passion with direction and focus. It needs to have strength of character; courage, integrity and fairness or it cannot sustain itself. Leadership needs to have drive and initiative. It needs to have faith that what you are doing is the right thing. It needs to inspire that same faith in others because leadership understands that you can’t do anything worthwhile alone. Leadership is what plows the road of doubt, fear and uncertainty. Leadership paves the way for others to help create something that did not previously exist. Leadership has broad shoulders but a gentle heart. Leadership changes our world. It’s not about power but it empowers anyone it touches. Leadership makes things clear and simple and forthright. Leadership makes all good things possible. To be a leader is to see the future. A leader sees what is not yet there but what is possible. In the end, leadership is about faith and people and purpose. It’s about having the vision to know what to do, the faith that it’s the right thing to do and the courage to enlist others in the pursuit of your vision. ---------------------------- More customers! More revenue! More profits! That's what Kevin Stirtz helps companies create. Kevin is a business growth expert who helps people improve their companies. He has developed a unique program called "Build a Better Business" that does just that. It helps you build a better business, on your terms and according to your goals. Get a free copy of Kevin's latest book, "Marketing for Smart People" by going to his website at: http://www.StirtzGroup.com You can call Kevin directly at 952-212-4681. Article Source: http://EzineArticles.com/?expert=Kevin_Stirtz http://EzineArticles.com/?What-is-Leadership?&id=65242

Leadership - Finding the Leader in You

Sat, 15 Dec 2007 14:19:36 -0500

Identifying the Leader in You Leaders have many attributes, many qualities, many styles and many faces. They can be presented in a formal way, easily enough identified, as for example, military leadership. Distinctive uniforms separate the soldier from the masses and within that category, badges, stripes, stars, braids, ribbons, ranks and titles, all assist in placing the individual at his or her appropriate place within the organisation. In civilian life, other symbols are utilized to signal the importance and status of individual leaders within our societies and there are a multiplicity of agencies, PR professionals, State Agencies, Event Managers, etc., whose function in life, it appears, is to enable others to identify and build images of themselves and then use mechanisms to portray those images to appropriate audiences. These strategies are used in order to add weight and importance to the presence of the individual leaders and also as influencers in communicating messages from leaders to their supporters and followers and also, to attract more support in advancing whatever is the campaign or mission. We all succumb to these strategies and subliminally absorb them, from television programmes, newspapers, magazines, promotion events and rarely allow ourselves the time to analyse or even question the substance of the message propagated by such “leaders”. When it is time to elect a government, we do the same. When candidates present themselves, seeking our vote to elect them into high office, we readily accept the categorisation of policy. In the US we have Republican or Democrat; in Europe, divisions tend to be more diversified, with candidates coming from Labour Movements, Liberal or Conservative, Socialist, Communist, Democratic of Fascist camps of one kind or another. In other countries, of course, choice is not offered and is not an option. Winston Churchill is credited as saying; democracy is a dreadful process until you try the alternative. Where do such leaders get their power? Excepting countries where there is no choice and, indeed even there, there is choice but the subject of another article) they derive their power from the people. Who are the people? Most of “the people” are content to exercise their 60 seconds of democracy, the time it takes to cast your vote, once every 3, 4 or five years. In casting that vote we identify the leaders we wish to put in place to rule us and our lives and expectations over the next number of years. The real leaders are the individuals who choose the leaders but we do not permit ourselves to create and establish that identity in the process. We rather go through it as a duty and allow those seeking our support to present as if we have no choice but to give it to them and they, by and large, accept it as of right. Individual people, all of whom collectively constitute community, society, country, possess a range of power and influence in our lives. No matter where we are and what our status we are in control of our own lives. The exercise of choice, having due regard to the rights and entitlements of others, is the key to our success and happiness. It is the exercise of our authority over our lives. It can be, judiciously utilised, be a key influencer, for the better, over the lives of others. Use it, use it wisely and use it well.

Breaking Free in Turbulent Times - The Intersection of Turbulence, Innovation and Leadership: Unleashing Creativity and Driving Positive Change

Sun, 22 Jul 2007 12:14:10 -0400

Breaking Free in Turbulent Times - The Intersection of Turbulence, Innovation and Leadership: Unleashing Creativity and Driving Positive Change Ingar Skaug, CEO of Wilh. Wilhelmsen and Board Chairman of the Center for Creative Leadership Breaking Free in Turbulent Times – The Intersection of Turbulence, Innovation and Leadership: Unleashing Creativity and Driving Positive Change Ingar Skaug, CEO of Wilh. Wilhelmsen and Board Chairman of the Center for Creative Leadership Abstract: There is no doubt that we live in turbulent times and face an array of global challenges that impact business, society and the environment. The sheer pace of change is daunting. This article looks at ways to harness turbulence through a marriage of leadership and innovation, drawing upon Ingar Skaug’s years of experience as chief executive of one of the world’s largest shipping companies and his commitment to continued leadership development and personal growth. The article uses research by the Center for Creative Leadership, including the Changing Nature of Leadership, Leading Creatively and Leading Across Differences projects that illuminate best practice in leadership development, focusing on innovation and creative thinking. Specific steps that leaders can take to address complex challenges, drive innovation throughout an organisation, and use innovation to solve specific problems are outlined. There is no doubt that we live in turbulent times and face daunting problems – from the environmental challenges of global warming to the cultural challenges of an increasingly diverse society. On the business front, we face a growing global marketplace and far-flung organisations that span time zones and country borders. Information overload and the sheer pace of change have reached new heights. Are we doomed to be carried along for the ride? Or can we harness such turbulence and use it to fuel new innovative solutions? Through a combination of my own personal experiences and those of other business leaders I encounter each day, I would argue that turbulence can be a positive force if we stay open to the possibilities. Last year, for example, I was named chairman of a new Global Leadership and Technology Exchange (GLTE) designed to promote technological innovations that can enhance both business performance and environmental responsibility. GLTE was founded by a group of organisations such as Wilh. Wilhelmsen, a maritime shipping company, along with Pacific Gas and Electric, and Det Norske Veritas, an international risk management foundation. The first meeting drew a broad, international delegation that ranged from BP, General Electric, Bayer and Deutsche Bank to Sunoco, IBM, Fortune and Bloomberg; Shell Oil has since joined. A decade ago, such cross-collaboration would have been unheard of in the business world. But the economic and environmental turbulence we face today has been a positive force for change. Business Leadership Review IV:III www.mbaworld.com/blr July 2007 Page 1 of 7 © 2007 Association of MBAs Breaking Free in Turbulent Times - The Intersection of Turbulence, Innovation and Leadership: Unleashing Creativity and Driving Positive Change Ingar Skaug, CEO of Wilh. Wilhelmsen and Board Chairman of the Center for Creative Leadership

Why Learning Is a Leaders Most Important Skill

Sun, 22 Jul 2007 11:53:53 -0400

“Why Learning Is A Leader’s Most Important Skill”, by Kevin Eikenberry Ask anyone to give you a list of skills that describe a highly effective leader and I’m guessing they’ll give you a pretty extensive list. (Go ahead, make a quick mental list right now.) Since I’ve done this many times in groups I am accustomed to what I will hear or read. These lists typically include: Leaders must have vision, they must be compassionate, they must be good communicators, they must build relationships, they must work well in teams, they must be powerful persuaders…and many other similar sentiments. All are excellent observations. Rarely though do I find someone listing the most basic, underlying skill of all. Learning. Highly effective, remarkable leaders must be continuous, lifelong learners. There are at least four reasons why I believe this is true: the complexity of leadership, the nature of change, the role of leaders to model for others and the overall source of leadership. Let me explain. Leadership is a complex endeavor. Humans are complex, and a leader is dealing with more than just his or her own complexities. They are tasked with understanding the complexity of human behavior and interactions across many people. When we put it this way, the role can seem daunting. Something this complex won’t be mastered quickly. Remarkable leaders know that the mastery of these complexities is a lifelong journey with no defined endpoint. The result? The need and desire to be in a continuously learning mindset. The status quo requires no leadership. Think about it. If everything in the current situation was great – if there was no need for change – how much leadership would be needed? Leadership is required because we want to move somewhere. In other words, the need for leadership is predicated on change, and so leaders must be prepared to work under changing conditions. If conditions change, then learning is required to continually adapt to and work under the changing conditions. Remarkable leaders know their job is to move people through status quo. Therefore they know that they must continue to grow themselves to meet the needs of the situations and the people they are leading. We must model it for others. While the needs and forces for learning are great, leaders aren’t just learning for themselves. Sure they are learning for their own competency and confidence as well as to better serve those they are leading, but they also are setting a tone and modeling for those that are following them. When you are a leader, whether by position or reputation, people are looking to you – whether you like it or not, you are a role model. How then, can leaders expect their teams to continue to grow and develop if they aren’t doing it themselves? Better leader = better human. The best leaders are learners for all of the reasons above (and their own other reasons), but they also know something else. They know that in the end, the skills that make them better leaders also make them more highly functioning human beings. Remarkable leaders are learners because they want to be better leaders and because they want to be better people. For example, learning how to communicate more effectively makes you more effective in more than in just your role as a leader – that skill development, that growth, spills out into every part of your life. If none of the other reasons above are compelling enough for you, this one should be! So, if learning is such an important skill, why don’t people notice it and/or add it to the list of traits of great leaders? Precisely because it is the underlying skill. People can become exceptional at the other skills on the list because they are willing to learn, grow, improve and change. They know that to become more effective they must continue to improve. They know that effective leadership is a journey – so they remain focused on becoming more effective, not on arriving and maintaining. The mindset of being on the path, of constantly being a learner, is the path of the truly remarkable leader. Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group, a learning consulting company that helps Clients reach their potential through a variety of training, consulting and speaking services. You can learn more about him and a special offer on his newest book, Remarkable Leadership: Unleashing Your Leadership Potential One Skill at a Time here http://RemarkableLeadershipBook.com/bonuses.asp The good news is that you can choose that path everyday. You can choose to be a more effective leader – and your first choice is to become a learner. You can make that choice anytime. Today’s the day to start. © 2007

Leadership Seeking Direction

Thu, 17 May 2007 11:55:35 -0400

So you want to be a leader. What is stopping you?. What is it about leadership that attracts you. Are you influenced by the public profiles of those who grace the world stage, in the fields of politics, economics, religion? Are you more attracted by those who prove their physical prowess? Famous athletes, of one kind or another? Runners, boxers, basket-ball champions, baseball heroes, tennis champions, auto racing drivers? Are they leaders? Often, it seems the title is loosely attached to individuals who are identified as the best in their particular field. Sometimes, those individuals are not capable of offering leadership to others. They are "loners", consumed in the pursuit of their own ambition. Sometimes picked and selected to posts requiring demonstrable leadership skills, experience and qualifications solely on the basis that they possess public profiles as being on top of their particular league. Delving deeper into their attributes and one may find a dearth of the necessary ingredients that enable and encourage others to follow. So what is it that makes a difference? What is it that makes a leader? Are leaders born? Can they be shaped, crafted, formed and honed? Does this formation need to be external? Can one make oneself a leader or develop the necessary skills to allow one to grow into leadership. Is the drive to become a leader influenced by intrinsically good values, service of others, community, nation or is it driven by the desire or need to dominate, control, coerce? Can we learn from the profiles and characteristics of world leaders? To what extent is the profile we see and hear on TV and radio, a managed, artificial product, occasionally fractured with glimpses of the human being behind the public face? World leaders include Ghandi, Hitler, Tito, Martin Luther King, Nelson Mandela, Clinton, Lincoln, Putin, Bush, Senator Mitchell, Jesus Christ, and a disparate selection of people who are described as either terrorist or hero and patriot, depending on what side of the value system one is viewing from. So where is the compass that guides your journey to becoming a leader? Reflecting on the question adds its own value to the question. What guides us as individuals essentially are the values that we hold most precious in our lives. They vary from person to person and from community to community and are absorbed at various levels, as we progress on our development from children to adulthood. Some of those values are held in highest esteem when we are young, immature and have not sufficient understanding and maturity to take personal ownership of them. Others become more internalised as we grow through life and the choices we make assist in enshrining certain values deep into our personas. Whether that is due to conditioning or conscious selection is dependant on the opportunities we met or were deprived of along the way to develop a personal critical capacity that enables a distancing from our subjective judgements. Opportunity and choice are part of the equasion that need to be factored in, coupled with the inate sense of importance one attaches to our value system. Do we wish to share it or coerce others to absorbe it? Is leadership imposed on us or do we subconsciously need to be lead? If we desire to be leaders, is that pushed by choice or obligation to others? Is it service or is it power? Additional Resources www.eLeadershipGuide.com

Leadership Skills: 7 Key Competencies For Exceptional Leaders

Mon, 26 Jun 2006 18:10:56 -0400

We take it for granted that leaders have good communication skills, can motivate people and get results. This article explores seven advanced competencies that set truly great leaders apart. 1 – CourageA true leader is prepared to go out on a limb to get results. Be prepared to face difficult or risky situations with resolution, self-possession and confidence. Motivate others to follow in such situations. Go for it. 2 – VisionHave a clear purpose and be able to paint a picture of your vision to others. Mediaeval leaders used symbols on their shields and banners representing their cause, which acted as a rallying point for their followers. What is on your banner? 3 – Inspiring FollowershipWhy should I follow you? What makes it worth my while? Identify what motivates your followers and capitalise on it. Take notice of their level of willingness to follow you, and adjust your behaviour, communication and example-setting to build their willingness. 4 – Serving “I lead by serving, I serve by leading”. Serving in a leadership context is a two way street. The leader serves a higher purpose, whether it is a corporation, a deity or an ideal. The leader also serves their people. When you give to those around you as much as you expect them to give to you, you will be rewarded by respect and trust from motivated and inspired followers. 5 – Advocacy. Present compelling arguments in favour of your cause, idea or policy. Actively demonstrate support for the issue. Be ready to speak fluently and passionately about your cause. Great leaders are inspirational when talking about or debating their cause. 6 – Decision-MakingSometimes it’s tough; sometimes it feels like any decision you make is full of pitfalls, but as a leader you have to make decisions. So make your decisions with conviction, display confidence in your decisions, take ownership of them and follow them through to implementation. 7 – EntrepreneurshipEntrepreneurs show agility, speed of response and independence of thinking, driven by the awareness of threat from competition or market conditions. An entrepreneurial leader harnesses this sense of urgency to get results. Leaders with this attribute dream big dreams and achieve big goals.

Top 10 Ways to Improve Your Leadership Skills

Mon, 26 Jun 2006 18:10:19 -0400

As an entrepreneur, solo-preneur, or business owner you are by position a leader. As a result, it only makes sense that you strive to improve your leadership skills and get the most out of life for everyone in your sphere. Here are 10 ways to improve your leadership skills: 1. Have a clear vision of yourself, others, and the world. Who are you? What do you stand for? What is your life’s purpose? What is your business purpose? How do you want to influence others? How do you want to contribute to others? Start by answering these questions to formulate a concrete vision of yourself and your business. 2. Know and utilize your strengths and gifts. Each of use has unique gifts that we were born with and personal strengths we have developed over our lifetime. Utilizing these gifts and strengths will assist you in being a terrific leader. 3. Live in accordance with your morals and values. Make choices and take actions that align with your morals and values. By doing this, you will succeed almost effortlessly. 4. Lead others with inclusiveness and compassion. The greatest leaders are those who include everyone in their sphere of influence by recognizing each person’s greatest value. 5. Set definitive goals and follow concrete action plans. You have to know where your destination is before you can map out a plan to get there. To improve your leadership skills, first set specific life and business goals with a time line that includes milestones. 6. Maintain a positive attitude. No one respects a grumpy or negative person. Always maintain a positive attitude, it shows that you are looking at the bright side of life. People are naturally attracted to people who have a positive attitude. 7. Improve communication skills. Great leadership skills include being able to clearly and specifically communicate your vision, goals, skills, intentions, and expectations to others. Join a toastmaster group; it is a great way to involve your presentation and communication skills. 8. Motivate others to greatness. A leader is as powerful as his team. As a leader, you will want to surround yourself with a powerful team by assisting others in recognizing and utilizing their strengths, gifts, and potential. Remember the more your give, the more you receive. 9. Be willing to admit and learn from failures and weaknesses. No one is perfect, and everyone has made one or two mistakes in their lifetime. The most successful leaders know that the key to success is not in avoiding falling or failing, but in learning how to get up and start again. 10. Continue to educate and improve yourself. Great leaders continue to improve themselves in every possible way. The person who thinks he is an expert has a lot more to learn. Never! Never stop learning.

Leadership Skills Development - Corporate Team Building

Mon, 26 Jun 2006 18:09:54 -0400

Top leaders in high performing businesses are people who have a wide range of experience and have developed successful business careers, management skills and abilities to a high level. That is the reason they sit where they do in their respective companies. Often, the particular skills and abilities that have been highly developed pertain to know-how in a technical field, and what these top leaders do now simply comes as second nature to them. This knowledge born of experience and situational maturity is not a bad thing; in fact it is extremely valuable. On the one hand, it is this know-how, combined with high enthusiasm levels that produces outstanding results in their work. It is the very quality that has taken them to where they are. On the other hand, however, this knowledge in action may be perceived as intellectual arrogance. Intellectual arrogance exhibits itself in the language that is used to describe their dealings with others, the manner in which the job gets done and the perceived behaviors that people working with them observe in their conduct. It has the potential to put others off and upset them. Obviously, this may inhibit and constrict them from contributing their valuable insights and from sharing the information or providing the feedback that is necessary for making well-informed decisions. The critical question for the business is how to manage this attribute in a positive way that brings other people along and ensures it does not isolate them. How does the business ensure that the technical knowledge of its top leaders and their drive to get the task done are not allowed to run roughshod over the very people responsible for the successful implementation and execution of their initiatives? Leadership skills development within the corporate team building environment addresses this vital issue. It requires developing capabilities that bring people along with energy that is harnessed and focused and that inspires those involved, rather than debilitates them. The high energy, knowledgeable and effective manager is able to do this by building into his or her already strong repertoire the following four elements: Having greater self-awareness about the impact that their perceived behavior has on others. Listening intently and developing a mindset that absorbs information, whatever the source, and gets out of the “I know it all syndrome” that can stifle thinking and close the door on obtaining new insights from others. Engaging in business decision making that combines rigor of thought with taking other people’s views into account and using language that everyone can understand. Investing time and effort in business skills development and using tools that objectively focus on the issues at hand, as opposed to the perceived “incompetence” of subordinates or peers. In the end, investment in these practices supports and builds on the strengths of the knowledgeable manager or leader. Building these elements into their management practice enhances their Leadership Skills Development and their already successful business careers.

Leadership Skill Training

Mon, 26 Jun 2006 18:09:20 -0400

Quality leadership is a positive asset that is needed in every organization. Observe any successful club, committee or team and you will find a capable leader in each of these organizations. What makes a successful leader? Why do some leaders inspire confidence and have an innate ability to motivate while other “leaders” are mired in mediocrity? Most successful leaders have received good leadership training as they have advanced in their careers. Here are three ideas that each organization can utilize to train their employees to become successful leaders: The Individual Leader -There is a common notion that some people are born leaders. They are born with the skills and charisma that attracts others to follow them. That may be true, but that concept does not preclude anyone else from being a leader. Many people acquire leadership skills with time and experience. For example, a new employee might start a job at the bottom of the company and move up in time as they gain expertise and experience. The employee’s familiarity and understanding of the business gives them an edge for opportunity and promotion. Many organizations prefer to promote leadership roles from within their company, instead of betting on an unknown commodity. The Collective Organization - Every member of an organization can serve an important role. An organization functions because members fulfill different roles that enable them to thrive. An organization will have a division of leaders and followers. Both parties serve together to fulfill the purpose of the organization. It is important that members be given opportunities to work together, build relationships, trust, and confidence in order to fulfill the mission of an organization. The Training Provider - During grade school, I held a leadership role in our academic honors society. I, along with three other student leaders attended a leadership training camp at the start of the school year. At the camp we listened to motivational speakers and participated in a variety of activities, one of which was participating in a ropes course. The purpose of the course was to promote comradeship among our small group. Each individual in the group was able to contribute. Some of the brawnier members contributed strength, while some of the brainier members contributed ideas and strategy. The objective was achieved through communication, teamwork and a well-executed plan. You didn’t captain the high school football team to the state championship? You didn’t create and head the grade school recycling program, saving thousands of old-growth trees? Despair not, with a little direction and the right resources you can still become an effective and capable leader.

Leadership Development

Mon, 26 Jun 2006 18:08:01 -0400

In performing leadership functions, managers sometimes make attempts to change over from one leadership style to another with changes in the situation. This is rather difficult to do for most people and unless one learns to do it effectively, it may only make matters worse. What really matters from the point of view of effective direction is that the leader provides the lead to the satisfaction of the led. A manager must be very careful in his conduct in the presence of his subordinates. Every little act, gesture, expression and movement on his part is watched and interpreted by the subordinates in relation to their own work. In exercising leadership functions in his formal position, a manager must avoid all kinds of false impression formation on the part of his subordinates. He must strive to develop and maintain morale by evoking confidence and zeal. The leader can win and maintain his subordinate’s confidence in him by establishing his superiority in knowledge and his ability to provide psychological support when needed. According to experts, leader should make use of orientation, which consists in providing the subordinate with the required information about his functions and its relationship with other functions, follow it up with training in managerial skills and continued supervision and provide his subordinates with job security assuming that he is efficient. In addition, the other important function of managerial leadership is to create and sustain enthusiasm for organizational goals and activities. This is somewhat complicated. The manager exercising leadership in motivating his subordinates towards organizational goals should try to determine the conditions of factors in the organizational situation which prompt a subordinate to put in efforts beyond the acceptable minimum. The function of creating enthusiasm for the enterprise goals can be performed by the use of two techniques: inspiring subordinates and strengthening personal qualities.

A Financial Case for Leadership Development

Mon, 26 Jun 2006 18:07:40 -0400

In the competitive world of business, companies may decide to forgo leadership training in order to cut costs. However, a high-quality Leadership Development course can save six figures off a company’s bottom line each year. Not only does a company need to vie for its share of today’s market to keep itself profitable and successful, but it must also compete to keep its biggest investment, its employees. In a recent Bureau of Labor Statistics Report, the United States Department of Labor stated that the median tenure of employees ages 25 to 34 was 2.9 years. They also reported that management and professional occupations, with the highest median tenure among major occupational groups, was only 5.0 years. Consider then, the cost of employee turnover. A company should calculate the replacement of an employee at 150% of the employee’s annual total compensation figure, and 250% if the employee is in a managerial or sales position. This figure includes lost productivity, training, recruitment, temporary replacements, either through hiring temporary staff or overtime incurred by other employees, and the actual cost of an employee leaving. Simply put, if your company’s average employee compensation package is $50,000 then the average cost for the loss of an employee is approximately $75,000. Consider also that if your company maintains a workforce of 1000 people and a yearly turnover rate of 7%, then your annual turnover expenditure will be approximately $525,000 a year. Over a period of 5 years, this figure can easily top two and half million. (To see a break down of costs see our employee turnover.) Wouldn’t companies be better off using this money in developing leadership and innovative ideas to stay ahead of the competition? The answer will be a resounding yes. So how does a company keep its quality employees? A first step would be to discover what an employee feels is important in his or her job. CMOE surveyed 327 employees about their supervisors (117) before these supervisors attended a Leadership Development Course. The survey asked employees to give their opinions about what their supervisors were doing right; and in what areas could their supervisors improve. Twelve companies and agencies participated in these survey evaluations, representing the fields of banking, education, government, manufacturing, and sales. The data showed that employees want to be engaged, trusted, and responsible for their contributions. They also want to share in the emotional benefits of being linked with a growing and successful business. Good leadership is the key to fulfilling these employee needs. Another step is to put in place a team of leaders who have the skills to inspire a commitment from their employees to accept responsibility for and have a vested interest in their company and co-workers. Unfortunately, too many managers have knowledge about good leadership skills and still do not understand how to put this knowledge to work in the most effective manner. Training professionals can help these managers develop their knowledge into successful skills. An experienced leadership training company can also help companies develop an effective Leadership Development Course specific to a company’s needs. The result will add dollars to the bottom line by keeping valuable employees, increasing productivity, and creating an environment conducive to innovation that will keep the business ahead of its competition. The Center for Management and Organization Effectiveness can help you develop effective leaders through our Leadership Development Courses such as: Applied Strategic Thinking, Coaching Skills, Team Building, and Transition into Leadership.

Why Most Leadership Development Efforts Fail

Mon, 26 Jun 2006 18:07:12 -0400

George was seen as an up-and-coming leader in the organization. People the worked for him liked and respected him. And those in Senior Leadership saw his potential, so he was slated to attend the company’s leadership development workshop. George was ecstatic! He loved the organization and wanted to move up and contribute as much as he could. He saw this opportunity as a positive step in that progression. Plus, he had some challenges in his job that he hoped he could learn how to deal with more successfully. After he found out he was slated to attend, George didn’t hear much more about the training until about a week before it began. The email gave him all of the details and he was excited all over again. Excited, that is, until he looked at his calendar and saw how much he had to do. Because the training meant so much to him, he was determined to be focused while he was there, so he worked hard to get his projects all caught up before he left for the workshop. George loved the workshop! The facilitator was great, the content was helpful, and the food was even good! He was so motivated by the new ideas and the people he met. He gained in confidence as they practiced some of the things they learned. As a part of the program he built an action plan. He left the two days completely stoked about what he had learned and how he would be able to apply it. After the Workshop George awoke the next morning and reviewed his action plan. He was excited because he knew what he would do to be a better leader, starting today. Then, George got back to work. As he fired up his computer he checked his voice mail. 23 messages. His heart sank a little. As he listened to the messages, taking notes when needed on his next steps, he opened up his email and found an even more depressing sight. 91 emails. A quick glance found that there was little fluff there – it wasn’t 20 serious emails and a bunch of reading or jokes, it was a solid 91 emails to read, work through, reply to and take action on. After getting a cup of coffee, George went to say hello to his team. This took awhile because they had questions and things they wanted to talk to him about – which was only natural since he had been out-of-pocket for two days. By 9:15 he was back at his desk, ready to tackle all the messages – including the 7 new emails that had come in while he was out. By 3:00 he had mostly forgotten about his action plan – he remembered it only when he saw it in his briefcase. He took it out and looked at it wistfully. He was still committed to working on those items, but they would have to wait, the next project meeting was all day tomorrow. . . Reviewing the Situation Perhaps the situation above sounds familiar to you. What is written up to the “After the Workshop” heading looks good situation: a willing learner, a well designed workshop, and a person leaving excited about his action plan. This story might be a bit too rosy – admittedly, not every one who attends training will be as excited and motivated as George, but in the end it doesn’t really matter – because a highly motivated person like George won’t get as much from this effort as he could or even wants to. Why? Because while most leadership development programs focus on developing a great training program, that is a small part of the overall likelihood of success. You see, training is an event, but learning (including leadership development) is a process. We don’t learn important, complex life skills in brief instant. In an instant we can get an insight, an aha, and an inspiration. In an event we can get ideas, approaches, checklists and knowledge. But skills come to us over time – not in a one shot, one time training course (regardless of how well it is designed or how awesome the trainer is). Skills come with practice and application. Leadership development is a process and as long as those efforts look like events, the return on those investments will never be high. Much can be written about specific things that can be done to make the process more effective, but you can start without that list of ideas. Reread the story above. Connect it to your situation and then think of two things you can do to make your leadership development process (whether for yourself or your organization) be more successful.

Leadership Development for Success

Mon, 26 Jun 2006 18:05:33 -0400

In today’s highly competitive world, there is a lot of pressure on leaders to create highly productive organizations. To be successful with this task, leaders will need all of the talent, skills, techniques, and experience they can muster through leadership development. The pressure to succeed can create a real dilemma: whether to “manage” people or to “lead” people. At CMOE, we maintain that in order to achieve high levels of employee engagement and morale, people in authority must learn how to show others the way, be a “lighthouse,” rather than to “railroad” people into compliance by telling, commanding, or controlling them. Respected leaders easily gain loyalty and mutual agreement with their followers (loyalty demanded is loyalty denied). Leaders who earn the respect and commitment of their followers demonstrate qualities and characteristics that run deeper than leadership skills, techniques, and knowledge alone. Effective leaders lead by example and exhibit their true character consistently. This in turn causes people to voluntarily support an organization’s mission and purpose. They know that leadership is a privilege. It means you have to consistently do the right thing for the right reasons. Good leadership is an inner choice. It is character based. Good leaders will give your organization a competitive edge; bogus leadership, on the other hand, will cost you in critical times when you need the support of followers the most. There are basically three kinds of leaders in organizations today: unsuccessful ones, those who are occasionally successful, and those who consistently maintain the commitment of followers on a long term basis. The third type requires an understanding of the finer qualities of leadership, character, and values. Character based leadership cannot be achieved by arrogant or power-hungry managers who choose to intimidate others. Sometimes those in authority feel driven to be overly aggressive, take short cuts, and do what is expedient versus doing what is right. Others will make a “Wall Street driven” decision that is not focused on the long term well being of stockholders, customers, or employees. In CMOE’s leadership training, we acquaint participants with (or reaffirm) the fundamental qualities and characteristics leaders need to possess. For example, in our leadership development training, we examine the quality of courage. Leaders will always be required to make the right decisions and manage dilemmas. They must also take risks and at times withstand the ridicule from others. Courage is the strength to choose and stand for the right course of action. Leaders will experience failure (the great teacher), and leaders must respond courageously to failure and take responsibility. Owning up to a failed action, learning from it, and adjusting your course is a courageous act. Giving someone bad news, confronting a sensitive conflict, and giving feedback to others takes skill, tact, and most definitely courage. Courage can only come from deep within one’s being. In CMOE’s leadership development, we help leaders improve or strengthen this characteristic. It is this courage that distinguishes great leaders from those who have skills but don’t convert their knowledge to proper actions and decisions. Courage, rather than power, position, or techniques, defines great leadership. Leadership without character will eventually create “motivation fall out.” Without genuine leadership, people will not set up and contribute their talents and energy. If they feel manipulated with “slick” techniques they will withdraw their support and loyalty. In our leadership development curriculum, we connect leaders with qualities like: -Inclusiveness / Collaboration -Integrity -Accountability -Accessibility & Humility -Credibility This is a time when we need leaders and members alike who can move forward, think positively, and act creatively. Character based leadership provides the foundation for building skills and confidence.

Simple Leadership Basics

Mon, 26 Jun 2006 18:04:31 -0400

A great cloud of jargon, debate, and junk theory surrounds the idea of leadership, what it is, who does it, and how to do it well. But if you have just been promoted, and you're responsible for a group for the first time, there are only a few things you really need to know about leadership. When you get promoted and become responsible for the performance of a group you become a leader. But you don't undergo some magical change. In fact, it will probably take you over a year to completely adjust to your new role. You're a leader because the people in your group treat you like one. The only choice you have is what kind of job you'll do. When you become a leader your power actually goes down. As an individual contributor, you just have to decide to work harder, longer or smarter to improve performance. When you're responsible for the performance of a group, the group is your destiny. They choose whether to act or not. When you become a leader, your influence goes up. The people who work for you pay attention to what you say and do. They adjust their behavior accordingly. The result is that you use your behavior (what you say and do) to influence the behavior of the people who work for you to achieve a defined objective. Achieving the objective is part of your job as a leader. The other part is caring for your people. It may be possible to achieve good short term results without caring for your people. But you can't achieve long term success for you or your company without the willing cooperation of the best folks you can find. At the end of the day, you can measure your leadership based on those two standards. Did we accomplish the mission? Are the members of my group better off today than yesterday?

The Five Levels of Leadership

Mon, 26 Jun 2006 18:04:09 -0400

Becoming an effective leader is a lot like being in the stock market. You don't make your fortune in a day; you make it daily, a little bit at a time. What matters most is what you do day after day, over the long haul. The secret to leadership success is investing in your leadership development, much like letting your assets compound. The final result is "Leadership Growth" over time. Leaders aren't born; their made. The process of leadership is long, complicated and has made elements. Respect, dignity, discipline, people skills, vision, emotional strength, opportunity, preparedness and experience are just some of the intangible elements which come into play when talking leadership. We can, over a period of time, increase our leadership potential if we can understand and accept the five levels of leadership. They are: Level One - Leadership From Position This is the basic level of leadership. At this level people follow you because they have to. Your ability to lead people is totally geared to your position and does not exceed beyond the lines of your job description or the authority granted to you by the company and your boss. Your security with the company is based on title and position, not talent. To be an effective leader at this level know your job, be prepared to accept responsibility, exercise authority with caution, assess the strengths and short comings of your people, do more than what is expected and challenge people with interesting and tough assignments. It is important that we recognize that Positional Level is the doorway to leadership and every successful leader must pass through this doorway. Level Two - Leadership From Respect At the respect level of leadership people follow you because they want to. The core of Leadership From Respect is that people want to know that you care, before they care about what you know. People see you as a professional partner, sharing the same goals and the same challenges along the way. Leadership will flourish at the respect because respect will breed lasting trusted professional relationships and that, in turn will provided the basis for effective leadership. To be effective at the respect level, possess a genuine concern for your people. It is important that you see life through their eyes. Deal with wisely with difficult people and make employees successful by setting them up for success. Since leadership from respect is built on professional relationships, it forms the foundation for leadership success. Level Three - Leadership From Results People follow you because of what you have done for the company. People admire you for your accomplishments and respect your tenacity. At this point leadership becomes fun. Going to work is fun, work related challenges are seen to be opportunities for a more stable work environment and all tasks have a purpose in the minds of the employees. Good things happen at the results level. Making profit, low employee turnover, higher employee morale and solving problems with ease are some of the items that become evident at this level. To be an effective leader at this level be prepared to initiate and accept responsibility for growth by developing a purpose and seeing it through to completion. Develop accountability for results, beginning with yourself and ending with your people. Make the difficult decisions that will result in positive long term gains while championing change as a change agent and understanding the process of change. Leadership from results is built on admiration for the leader. Level Four - Leadership From People Development People follow you because of what you have done for them. It is a leader's responsibility to develop their people to do the work that is expected to contribute future growth opportunities to the company and the people who serve it. People are loyal to you because they see first hand personal growth opportunities for them as well as, the company. Leadership success is underscored by a win - win scenario and a high commitment to success. To be effective at this level place a priority on developing people. Focus your attention on the fact that people are your most valuable asset and your leadership success will depend on your ability to surround yourself with an inner core of competent people who compliment your leadership style and goals. Leadership from people development is built on loyalty. Level Five - Leadership From Mentorship People follow you because they respect you. As a leader you are bigger than life and your success is shown through a life of accomplishments. People seek you out after you have left the company because you have left an indelible mark on the organization and the employees. Although less than five per cent of all leaders will get to this level of leadership (John Mayberry from Dofasco, Darek Nowakowski from Con Agra and Clare Proctor from E.D. Smith come to mind) it is a level worth striving for. In summary, everyone can become a better leader. It is important to keep in mind that the higher you go up the leadership scale, the longer it takes to accomplish results, the higher the commitment will be and it is imperative that we know what level we are on with our people and the company.

Leadership Skills Development - Corporate Team Building

Mon, 26 Jun 2006 18:03:22 -0400

Cultivating Leadership

Mon, 26 Jun 2006 18:02:41 -0400

Over the last two decades I have consulted to, provided workshops for, and delivered keynote presentations on leadership to a variety of restaurant chains and individual restaurant managers. I continue to be surprised by the general confusion between management and leadership. Managers push, leaders pull. Managers try to light a fire under people, leaders stoke the fire within. Managers command, leaders inspire. Managers use position power, leaders use persuasion power. Managers control, leaders foster commitment. For some reason the contrast between extreme management and leadership seems to be especially sharp in the restaurant business. Management tends to be at the extremes edges in this industry. It often involves fear and intimidation. How can fearful and angry serving staff turnaround and provide great service? Research clearly shows that they don't. As Don Cherry might say, it's not "rocket surgery." Unhappy and poorly served staff passes how they are treated to their customers. In today's workplace, a management style of pushing people around often pushes the highest performers right out the door. Maybe it's just because I was raised on a farm, but whenever I hear managers use the term "head count" (and I hear it a lot), it grates on me like fingernails scratching a blackboard. When managers say things like "we've got to reduce our head count" I immediately think of cattle. In the community where I grew up, farmers would ask each other questions like "how many head are you milking?" when talking about cows in a dairy herd. People were never referred to this way. Despite all their pious declarations about the importance of people, leadership, and values, far too many managers treat people in their operations with about as much care as they would attach to fixtures, equipment, or décor. They are just one more set of assets to be managed. These just happen to be breathing and have skin wrapped around them. Managers who view "their people" as property are cold and dispassionate. In fact, they would make perfect donors for heart transplants – their hearts have had such little use! Management • Commanding• Solving problems• Directing and controlling• Seeing people as they are• Empowering• Operating• Pushing• Heroic manager• Quick fix to symptons Leadership • Coaching• Enabling others to solve problems• Teaching and engaging• Developing people into what they can be• Partnering• Improving• Pulling• Facilitative leader• Search for systemic root causes Growing Spaces I enjoy perennial gardening in our yard. As I have tended our gardens over the years, I am continually struck by how some plants will do well in some locations and terribly elsewhere in the garden. Each spring and fall I move plants around to match their preferences for particular soil, wind, and sun conditions, as well as their proximity to other plants. At times I have been pleasantly surprised by how some lackluster plants have suddenly thrived in a new location better suited to their needs. Since each perennial has a different bloom time and length, one of the gardening challenges is to keep color spread throughout the garden from early spring to late fall. It's one reason I never "cheat" by using annuals that bloom all summer long. A constant chore is cutting off old blooms to encourage new ones and pruning plants that are becoming overgrown. Managers often use a "one size fits all" approach and try to "mass grow" people. Leaders work with people to discover where they are best able to thrive and succeed. Like a good gardener, leaders treat each person in their organization as an individual with his or her own unique aspirations, strengths, and characteristics. Leaders then work to put people in the best place for them to thrive and succeed. They mix and match team members to build a well-rounded team that can show its best colors according to the season – or is best suited to the current operating conditions of the organization or the team. Leaders tend to each person on their team and coach them to change habits or prune overgrown methods that may prevent further growth. They are consistently moving team members around to avoid overcrowding and to bring out the best in each person.

What Leadership Is Not

Mon, 26 Jun 2006 18:01:41 -0400

Leadership is not being condescending to lesser. Leadership is not using emotional triggers to trick people into doing it your way. Leadership is not manipulating others. Anyone can do that and become a Catholic Priest. Leadership is not lying or telling stories or coaxing someone into your way of thinking. Leadership is not about deception or misdirection. Leadership is not about staying on top of the mountain at all costs and using those under you as ponds. Anyone can do that. Leadership is none of that and the sooner you figure that out the better off you will be and those who follow you will be. Some say that leadership is a vision thing and indeed this makes a lot more sense. The best leadership comes from leading by example. Leadership is watching, observing and acting decisively and leadership is about trust. You must trust your own abilities and those around must trust you too. Leadership can be a natural trait or one you develop over time. Leadership comes with a belief and it has to do with your commitment, a sense of honor and integrity and expectations of the same. Leadership some say is the most intangible asset in any organization and Leadership is one of the simplest traits to possess and the hardest of all to keep. That is what I believe leadership is; what do you think? Consider this in 2006.

Leadership: Character is Key

Mon, 26 Jun 2006 18:01:04 -0400

Whether you want to become a leader, or have already earned your way into a position of leadership, your character is the key component to your success. When placed in a management role, one of two scenarios often exists: A. the manager is a stranger to those they manage, having come in from outside the company, and has prevented other people from moving into the role B. the manager is known to everyone they manage, and used to be a peer, resulting in a variety of biases, familiarity issues, and again, has prevented other people from moving into the role. Even if the new manager is well respected, they are now under greater scrutiny, and boundaries will be tested on both sides of the fence. A leader’s character will determine the level of trust and morale their team can develop, and ultimately the team’s ability to achieve set goals. Characteristics of a Leader Transparency – the ability to acknowledge one’s imperfections, and deal with them publicly in such a way as to build trust and honesty among the team. If a strategy or directive fails, take responsibility, and work to make adjustments that suit you and your team while still aligning with corporate goals. Trustworthiness – remember the “open door” policy must go both ways. Team members will often come to you not to discuss their own issues, but their issues with others. Discouraging backbiting from the outset is important, but when it inevitably occurs, walk out your “open door” and talk to the person being discussed quickly, then bring the parties together if necessary to resolve any issues. Distrust begins behind close doors that never re-open. Emotional Stability – when mama ain’t happy, ain’t nobody happy. You control the temperature of the office. Your staff looks to you to tell them when to be happy, sad, excited, irate, frustrated and fulfilled. If your office seems to be on an emotional roller-coaster, look at yourself in the mirror first, before blaming those you influence. Self-Control – handling extreme situations extremely well. Pick your time, environment, and words well ahead of time before dealing with any highly charged situation. Rash conversations and actions are almost always regretted, and difficult to explain, both to team members, and those who lead YOU. Discipline – reflect the work ethic you expect from your own position. When your team knows you are working as hard as they are, or harder, not only will they work hard, but they are less likely to harbor resentments. If your team starts slacking off when they see you working harder, it’s time to re-evaluate your team. Hospitable – willing to let people in. You don’t need to invite them over for a barbecue, or start a bowling team, though neither is a bad idea. Let them into your personality, include them in your successes (especially since they might be the source of many of them), and be open about losses (loss of a parent, etc.) – it makes you human. Knowledgeable – be ready with answers. Know your job, their job, and the jobs of their competitors and clients. Or at least know where they can go to get the answer. Don’t want to be peppered with questions? Train them to find their own answers, and live with the results – or find a new profession. Generous – with money, time, and most importantly, praise. Give back to your employees without taking credit for doing so. A Friday pizza party is great until the boss takes credit for doing it. Work with your employees one-on-one to mentor them. And always be ready with a compliment – a real compliment. Learn what praise your team-member require, it will be different for each. Positive – regardless of the circumstances. Never get caught in the undertow – when the leader goes down, the team ceases to function. Be real, and acknowledge setbacks, but always be ready with a solution and encouragement. Decisive – make timely and informed choices. Morale drops when uncertainty builds. If a new commission structure is being built, either announce it only upon completion of the details, or include your team on the decision-making process, setting a deadline for deployment. These 10 Characteristics are developed through action and repetition. No one can be perfect in all things, but by striving for these behaviors, we improve ourselves both in and out of the office, and build stronger relationships with our employees, and hence, a stronger team. Evaluate yourself against this list. Where are your strengths and weaknesses? When have you seen these characteristics fail or succeed in your own leaders? Once you’ve determined where you need to improve, start actively taking new actions and take notes regarding their effectiveness. You will be amazed at the difference. And so will your team.

The Formula for Success in Leadership

Mon, 26 Jun 2006 18:00:23 -0400

The best leaders I have met over the years have had several traits in common. Those aspiring to become leaders in business, government or other organizations would be well served to review these and take them to heart. As quaint as it sounds, there is no substitute for hard work. The most successful leaders I have encountered worked hard at the beginning, middle and ends of their careers. They got in early. They left late. They took on additional responsibilities. They welcomed special assignments and task forces. They did not look for the easy jobs or to pass off the challenging tasks to others. Hard work is the foundation for success in leadership. There are lots of generalists in all professions. The difference is when the generalists have built up their general knowledge of their profession as a result of being experts in whatever area they were working in at the time. Great leaders learn everything they need to know to do their current job and more. As they move on to the next job they do the same thing. They do not stay put for the most part. They build a portfolio of being expert in many areas within their profession. While it may be possible to “get by” through just knowing enough, the true leaders who are successful learn all they can in each job. There are many egomaniacs in the world of business, government and other professions. While they may get most of the headlines and other media coverage, they are not the great leaders of our time (or any time). The greatest and most successful leaders are selfless. They approach problems for the best solutions. They do not care who gets the credit. In most cases, they direct the credit and the attention away from themselves and to others. This process serves to make teams and organizations more effective and more successful in turn. Leaders young and not-so-young need mentors. A mentor is not just someone who can pull the leaders along by way of their coattails. It is someone who listens, provides advice, points out the “landmines” along the way and can tell the bad along with the good. Every great leader has had a mentor. Many have several mentors throughout their professional lives. The mentor a leader has at the beginning of their career may not be the mentor they have at mid-careers or as a successful senior executive or professional. The key is to find someone who one respects and who is willing to take the time to build a mentor relationship. Everyone makes mistakes and has disappointments. Successful leaders in business, government and the professions accept their shortcomings, learn from their mistakes and move on. Those who dwell on mistakes or are so cautious as to rarely have missteps are unlikely to become great leaders. The topic of personal balance has been overdone by the media and in professional literature. Most successful people are, at face value, hyper focused on their career goals or their profession. But once this is pealed back, most of them are people with varieties of interests. They take time to exercise and participate in sports. And their families and friends are quite important to them, even if the time they have to spend with them is limited. Those who can “have it all” are rare, but the most successful leaders to find ways to balance their professional lives with their personal interests, their health and fitness plus the role of family and friends. The model of the successful leader is a dilemma today. Do we look to political leaders? Do we look to CEOs? The industrial titans of the past? The great leaders from military history? By reading biographies of the great people past and present, future and current leaders can gain insights into how they can become better and more successful leaders. Readers see time and again the roles played by hard work, expertise, humility, mentors, resilience from failures and balance.