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 come to mind immediately. They were strong leaders because they could induce folks to follow them. It was their power to articulate their vision that made them successful in attaining 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 confirm the right environment for them to thrive and grow.
Values
When I say values, everybody nods their heads as if naturally, Daniel, that is apparent. But , when I check up on this piece, I find the last time they discussed their values - professional and private - with their team, was sometimes in the interview before their folk were even hired.
You should obviously know your personal values and your organisation values to lead efficiently. For instance, do the solutions to these issues arise readily to mind?
Personally:
1. What do you stand for?
2. What is most critical to you?
3. What would you like your life to demonstrate?
4. What is your personal 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 professional mission statement?
Quality leaders don't change their values over a period of time or to achieve short term success. Consistent core organizational value systems form the strong base for long term success.
A simple definition is that your values are the guidelines by which you play the game. A clearly defined price system makes all choices less complicated and encourages your team to go where you lead.
Vision
It is simple to say you have a vision for your business. It is your lifeblood. You know it inside out. Writing it down is the following step. Sharing it widely with your team is important too. More significantly, your vision for the business must offer a unifying picture so that everybody on the team - regardless of job function - can see precisely where you are going and the importance of their role in getting there. Therefore , the more clear the theorem and the more clear (i.e, short and straightforward) the message is, the more probable you, and your team, can achieve the goal. Your vision needs to answer 3 questions. And it must answer those 3 questions for everyone on the team.
1. What do we do?
2. How do 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 needs 100% collaboration. It cannot be a top-down call. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the guts of the original and incredibly able man before his brain can do its best." When you begin to understand what is at the center of your team members, you can serve them and allow them to reach their full potential. Value their uniqueness. Your team members are your internal shoppers. You must treat them at least as well as your external buyers. This is the highest level of consumer service.
Shape the right work environment and you may have loyal team members to guide. That means, you have got to create a workplace environment that has respect for each person, appreciates them and rewards their effort, and inspires an openness to modify. Make it a secure environment, one which inspires trying fresh ideas. When you loose personal creativity, each team member has a stake in the result. It?s an environment that promotes expansion at every level. Combine all 3 elements and you have a formula for electrifying eminence and leading to discovery 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 confirm the right environment for them to thrive and grow.
Values
When I say values, everybody nods their heads as if naturally, Daniel, that is apparent. But , when I check up on this piece, I find the last time they discussed their values - professional and private - with their team, was sometimes in the interview before their folk were even hired.
You should obviously know your personal values and your organisation values to lead efficiently. For instance, do the solutions to these issues arise readily to mind?
Personally:
1. What do you stand for?
2. What is most critical to you?
3. What would you like your life to demonstrate?
4. What is your personal 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 professional mission statement?
Quality leaders don't change their values over a period of time or to achieve short term success. Consistent core organizational value systems form the strong base for long term success.
A simple definition is that your values are the guidelines by which you play the game. A clearly defined price system makes all choices less complicated and encourages your team to go where you lead.
Vision
It is simple to say you have a vision for your business. It is your lifeblood. You know it inside out. Writing it down is the following step. Sharing it widely with your team is important too. More significantly, your vision for the business must offer a unifying picture so that everybody on the team - regardless of job function - can see precisely where you are going and the importance of their role in getting there. Therefore , the more clear the theorem and the more clear (i.e, short and straightforward) the message is, the more probable you, and your team, can achieve the goal. Your vision needs to answer 3 questions. And it must answer those 3 questions for everyone on the team.
1. What do we do?
2. How do 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 needs 100% collaboration. It cannot be a top-down call. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the guts of the original and incredibly able man before his brain can do its best." When you begin to understand what is at the center of your team members, you can serve them and allow them to reach their full potential. Value their uniqueness. Your team members are your internal shoppers. You must treat them at least as well as your external buyers. This is the highest level of consumer service.
Shape the right work environment and you may have loyal team members to guide. That means, you have got to create a workplace environment that has respect for each person, appreciates them and rewards their effort, and inspires an openness to modify. Make it a secure environment, one which inspires trying fresh ideas. When you loose personal creativity, each team member has a stake in the result. It?s an environment that promotes expansion at every level. Combine all 3 elements and you have a formula for electrifying eminence and leading to discovery 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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