Great leadership is the key to success. Great communication is the key to great leadership. Think about any great leader in modern time: Gandhi, Martin Luther King, Jr, and John F. Kennedy spring to mind right away. They were powerful leaders because they could inspire folk to follow them. It was their ability to articulate their vision that made them successful in achieving their goals.
In your organization you need to be the leader who caninspire the team to extreme heights. To get them to follow you, be absolutely certain they're listening to your values and your vision, and then establish the right environment for them to flourish and grow.
Values
When I mention values, everybody nods their heads as if of course, Daniel, that is plain. However when I check on this piece, I find the last time they talked about their values - professional and private - with their team, was frequently in the interview before their folks were even employed.
You should clearly know your private values and your organization values to guide efficiently. As an example, do the solutions to these issues arise promptly to mind?
Personally:
1. What do you stand for?
2. What's most crucial to you?
3. What do you want your life to demonstrate?
4. What is your private mission in life?
Professionally:
1. What do you stand for?
2. What are you pleased to do to get new business?
3. What are you not willing to do?
4. Have you got a pro mission statement?
Quality leaders don't change their values over a period or to achieve short-term success. Consistent core organizational worth systems form the powerful base for long term success.
An easy definition is that your values are the rules by which you play the game. A clearly defined price system makes all calls less complicated and encourages your team to go where you lead.
Vision
It's easy to say you have a vision for your business. It is your lifeblood. You know it inside out. Writing it down is the next step. Sharing it widely with your team is crucial too. Rather more importantly, your vision for the business must offer a unifying picture so that everyone on the team - without reference to job function - can see exactly where you're going and the importance of their role in getting there. Therefore , the more clear the concept and the more clear (i.e, short and easy) the message is, the likelier you, and your team, can achieve the goal. Your vision needs to answer 3 questions. And it must answer those 3 questions for everybody on the team.
1. What do we do?
2. How will we do it
3. For whom do we do it?
As Jim Collins demonstrated in his book, From Good to Great, this isn't a 30 minute, one meeting exercise. This requires 100% collusion. It can not be a top-down decision. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the center of the original and supremely able man before his brain can do its best." When you understand what's at the center of your team members, you can serve them and permit them to reach their full potential. Value their uniqueness. Your team members are your internal customers. You should treat them at least as well as your external customers. This is the highest level of client service.
Shape the right workplace environment and you may have loyal team members to guide. That implies, you've got to make a working environment that has respect for each person, appreciates them and rewards their effort, and encourages an openness to modify. Make it a secure environment, one which inspires trying new ideas. When you loose personal creativeness, each team member has a position in the result. It?s an environment that promotes growth at all levels. Blend all three elements and you have a formula for galvanizing eminence and leading to breakthrough success. Do it now!
In your organization you need to be the leader who caninspire the team to extreme heights. To get them to follow you, be absolutely certain they're listening to your values and your vision, and then establish the right environment for them to flourish and grow.
Values
When I mention values, everybody nods their heads as if of course, Daniel, that is plain. However when I check on this piece, I find the last time they talked about their values - professional and private - with their team, was frequently in the interview before their folks were even employed.
You should clearly know your private values and your organization values to guide efficiently. As an example, do the solutions to these issues arise promptly to mind?
Personally:
1. What do you stand for?
2. What's most crucial to you?
3. What do you want your life to demonstrate?
4. What is your private mission in life?
Professionally:
1. What do you stand for?
2. What are you pleased to do to get new business?
3. What are you not willing to do?
4. Have you got a pro mission statement?
Quality leaders don't change their values over a period or to achieve short-term success. Consistent core organizational worth systems form the powerful base for long term success.
An easy definition is that your values are the rules by which you play the game. A clearly defined price system makes all calls less complicated and encourages your team to go where you lead.
Vision
It's easy to say you have a vision for your business. It is your lifeblood. You know it inside out. Writing it down is the next step. Sharing it widely with your team is crucial too. Rather more importantly, your vision for the business must offer a unifying picture so that everyone on the team - without reference to job function - can see exactly where you're going and the importance of their role in getting there. Therefore , the more clear the concept and the more clear (i.e, short and easy) the message is, the likelier you, and your team, can achieve the goal. Your vision needs to answer 3 questions. And it must answer those 3 questions for everybody on the team.
1. What do we do?
2. How will we do it
3. For whom do we do it?
As Jim Collins demonstrated in his book, From Good to Great, this isn't a 30 minute, one meeting exercise. This requires 100% collusion. It can not be a top-down decision. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the center of the original and supremely able man before his brain can do its best." When you understand what's at the center of your team members, you can serve them and permit them to reach their full potential. Value their uniqueness. Your team members are your internal customers. You should treat them at least as well as your external customers. This is the highest level of client service.
Shape the right workplace environment and you may have loyal team members to guide. That implies, you've got to make a working environment that has respect for each person, appreciates them and rewards their effort, and encourages an openness to modify. Make it a secure environment, one which inspires trying new ideas. When you loose personal creativeness, each team member has a position in the result. It?s an environment that promotes growth at all levels. Blend all three elements and you have a formula for galvanizing eminence and leading to breakthrough success. Do it now!
About the Author:
CatalystMLM is a 'no pitch, just value ' community for multi-level marketing experts. The resource library aimed towards direct sales training and is stuffed with valuable coaching and interviews from top earnings earners like John Trahan of Syntek Global, Ray Higdon, Todd Falcone, Kate Northrup, and more
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