Great leadership is the key to success. Great communication is the key to great leadership. Think of any great leader in modern time: Gandhi, Martin Luther King, Jr, and John F. Kennedy come to mind instantly. They were powerful leaders because they could inspire folks to follow them. It was their abilities to articulate their vision that made them successful in attaining their goals.
In your organisation you must be the leader who caninspire the team to extreme heights. To make them follow you, be absolutely certain they are listening to your values and your vision, and then determine the right environment for them to thrive and grow.
Values
When I mention values, everybody nods their heads as if of course, Daniel, that's obvious. But , when I check on this piece, I find the last time they talked about their values - personal and professional - with their team, was frequently in the interview before their folks were even employed.
You must obviously know your private values and your organisation values to lead efficiently. For example, do the solutions to these issues arise readily to mind?
Personally:
1. What do you stand for?
2. What's most important to you?
3. What do you want your life to demonstrate?
4. What's your private mission in life?
Professionally:
1. What do you stand for?
2. What are you willing to do to get new business?
3. What are you not willing to do?
4. Do you have a pro mission statement?
Quality leaders don't change their values over a period or to gain short-term success. Consistent core organizational value systems form the powerful foundation 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 choices simpler and inspires your team to go where you lead.
Vision
It's easy to say you have a vision for your business. It's your lifeblood. You know it inside out. Writing it down is the next step. Sharing it widely with your team is important too. Even more significantly, your vision for the business must provide a unifying picture so that everybody on the team - regardless of job function - can see precisely where you're going and the significance of their role in getting there. Therefore , the clearer the concept and the more clear (i.e, short and simple) the message is, the likelier you, and your team, can achieve the goal. Your vision needs to answer three questions. And it must answer those three questions for everyone on the team.
1. What do we do?
2. How can we do it
3. For whom do we do it?
As Jim Collins demonstrated in his book, From Good to Great, this is not a 30 minute, one meeting exercise. This requires 100% collaboration. It cannot be a top-down decision. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the center of the original and fantastically able man before his brain can do its best." When you begin to understand what's at the core of your team members, you can serve them and permit them to reach their total potential. Value their uniqueness. Your team members are your internal customers. You need to treat them at least as well as your external customers. This is the top level of consumer service.
Shape the right work environment and you'll have steadfast team members to guide. That suggests, you have to make a working environment that has respect for each person, appreciates them and rewards their effort, and encourages an openness to switch. Make it a safe environment, one which encourages trying new ideas. When you unloose personal creativeness, each team member has a stake in the result. It?s an environment that promotes expansion at all levels. Blend all three elements and you've a formula for electrifying eminence and leading to breakthrough success. Do it now!
In your organisation you must be the leader who caninspire the team to extreme heights. To make them follow you, be absolutely certain they are listening to your values and your vision, and then determine the right environment for them to thrive and grow.
Values
When I mention values, everybody nods their heads as if of course, Daniel, that's obvious. But , when I check on this piece, I find the last time they talked about their values - personal and professional - with their team, was frequently in the interview before their folks were even employed.
You must obviously know your private values and your organisation values to lead efficiently. For example, do the solutions to these issues arise readily to mind?
Personally:
1. What do you stand for?
2. What's most important to you?
3. What do you want your life to demonstrate?
4. What's your private mission in life?
Professionally:
1. What do you stand for?
2. What are you willing to do to get new business?
3. What are you not willing to do?
4. Do you have a pro mission statement?
Quality leaders don't change their values over a period or to gain short-term success. Consistent core organizational value systems form the powerful foundation 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 choices simpler and inspires your team to go where you lead.
Vision
It's easy to say you have a vision for your business. It's your lifeblood. You know it inside out. Writing it down is the next step. Sharing it widely with your team is important too. Even more significantly, your vision for the business must provide a unifying picture so that everybody on the team - regardless of job function - can see precisely where you're going and the significance of their role in getting there. Therefore , the clearer the concept and the more clear (i.e, short and simple) the message is, the likelier you, and your team, can achieve the goal. Your vision needs to answer three questions. And it must answer those three questions for everyone on the team.
1. What do we do?
2. How can we do it
3. For whom do we do it?
As Jim Collins demonstrated in his book, From Good to Great, this is not a 30 minute, one meeting exercise. This requires 100% collaboration. It cannot be a top-down decision. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the center of the original and fantastically able man before his brain can do its best." When you begin to understand what's at the core of your team members, you can serve them and permit them to reach their total potential. Value their uniqueness. Your team members are your internal customers. You need to treat them at least as well as your external customers. This is the top level of consumer service.
Shape the right work environment and you'll have steadfast team members to guide. That suggests, you have to make a working environment that has respect for each person, appreciates them and rewards their effort, and encourages an openness to switch. Make it a safe environment, one which encourages trying new ideas. When you unloose personal creativeness, each team member has a stake in the result. It?s an environment that promotes expansion at all levels. Blend all three elements and you've a formula for electrifying eminence and leading to breakthrough success. Do it now!
About the Author:
CatalystMLM is a 'no pitch, just value ' community for multi-level promoters. The resource library aimed at direct sales training and is crammed with valuable coaching and interviews from top revenue earners like John Trahan of Syntek Global, Ray Higdon, Todd Falcone, Kate Northrup, and more
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