Observation - A Critical Leadership Skill

By Andrew Cox

Leaders know observation skills are critically important to success - in any dimension. They work hard to develop their own, and to identify and develop the skill in their people.

Leaders rely heavily on the observations of others to test their own impressions, and to add to their body of knowledge about whatever issue is on the table. Observation is learning on the fly – it's not something you sit down to do. And every experience adds to your body of knowledge, leaving you a top asset to your organization, your industry, your family, and yourself.

At the same time that it is such a valuable skill, it's amazing how little value is attached to it by many, many managers. Again and again you'll see people leave a meeting with the statement that it was a waste of their time. When pressed, they will state that they learned nothing, or the meeting was inconclusive, or they weren't the right person the be there, or they felt muzzled.

A suggestion: the next time you find yourself in a meeting where you feel it's a waste of your time, promise yourself that you will take from that meeting at least 3 items of information – perceptions, opinions, facts, observed behavior, that can be of help in your work. Then apply those elements to your relationships. It works – most people don't do it. Most people don't become effective leaders. In the case of most people, they don't even know observation is a highly prized skill.

If you want to be in the top ten percent of whatever you do, work consciously and hard on the development of your observation skills. It will pay off – I guarantee it. If you want to be world class in anything, you gotta develop the skill of observation - seeing the world around you and seeing it every day, in every way, and make observing a habit of thought. The price of success is stepping out - observing the world in all its variety, learning from it, and taking that accumulation of inputs and putting them to use in decision making - in improving intuition - in building relationships.

Ten behaviors and habits of thought critical for developing accurate observation skills:

Sizing up people – people watching Clarity – seeing the world as it is Curiosity – asking why Listening skills Willingness to set aside personal biases Willingness to seek the inputs of others Seeking out new experiences and possibilities Being comfortable with ambiguity Knowledge of the behaviors and attitudes of people Self knowledge – accurately knowing your own behaviors, attitudes and personal skills, and how they impact others

It's easy to get so focused on our own job that we really don't see the forest for the trees, even if we're invited to the highest ranger station in that particular forest.

A personal story:

I was hiking in the Phoenix Mountain Preserve and coming down a steep, rocky, narrow path. Approaching me from below was a young woman, baseball cap pulled down over her eyes, dark sunglasses, hydration backpack, and earphones. I stepped aside to let her pass - hikers ascending have right of way - I said "Hello," and she went past me - within inches of touching me - without acknowledging me! Wow - two people, close enough to touch, no one else around, and not so much as a nod.

Just what does this have to do with observation skills? A lot. This hiker was so into her own zone that nothing around her could enter her consciousness. The birds singing, the green of spring, the warning rattle of a rattlesnake, the crunch of boots overtaking her, the beautiful blue sky - none of it could penetrate her "zone." I see that a lot. Mountain bikers, hikers, runners- all intent on their journey - oblivious to their surroundings except for what is right in front of them - and in danger of missing all kinds of messages. Observation? Other than their own heart rate, miles covered, calories burned, goals met, time elapsed, mountains climbed, Gatorade consumed, how they feel - they could be in a dark tunnel. Too bad for them - they miss all kinds of critical inputs that could help them grow and develop and enjoy the process of gaining physical fitness.

To the extent that we close ourselves off from the unfamiliar; from things that would challenge us; from things that make us think; from things that disagree with our beliefs; from things that can stimulate our senses, we create our own little cocoon - that safe place where we can exist unaffected by all the stuff that swirls around us. Some people call it focus - I think not. . A suggestion. We all need to gain or regain our sense of wonder about new things. Take a different route to work, buy a different newspaper, listen to a different news show, take a run over unfamiliar territory, hike in the woods or mountains - without your IPod, try a different routine at the gym, eat a meal you have never had before. And observe through all your senses. Gaining observation skills is an active, exciting process. It's best accomplished by sensing - as if for the first time - the world around you, and then seeing more than you saw the last time.

Try it - today. Become an active observer of life - and gain greater success - in whatever way you define success.

Andy Cox is President of Cox Consulting Group LLC. He founded his firm in 1995 after extensive experience in leadership positions in Fortune 500 corporations. His focus is on helping clients select, develop, retain and enhance the performance of leaders and emerging leaders. He can be reached at http://www.coxconsultgroup.com . Visit his blog at http://multiplysuccess.blogspot.com

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Leaders Manage Goals To Ensure More Is Not Less

By Andrew Cox

Leaders manage goals to know when more becomes less. Leaders know there is a place where further effort, energy, knowledge, people resources and money don't really add additional value. In fact, more of anything, after a certain point, may be stealing from other requirements. Leaders know time, money and effort, by themselves, are really inefficient measures - results are what count. And knowing what results are needed avoids the "more is less" trap.

Leaders know "more" can keep you stuck in the same place long after you've achieved most of what's really needed. "More" creates a comfort zone based on activity that tells us there is more to be learned - more to be prepared - more to be added. Leaders know that that comfort zone is an illusion, and that goals create action - they keep us from fooling ourselves into believing activity is accomplishment.

A personal example of what I mean:

Whenever I need information - for a client, a prospect, an article - I really dig in and search all kinds of resources to become really prepared. My searches have the potential to lead me deeper and deeper into a subject - or wider and wider into alternative subjects or information. The opportunities for research are endless - and so tempting. That must have to do with my high Theoretical value. I really value information for its own sake. I feel like I'm really accomplishing things as I acquire more and more knowledge. More is better - or is it? Problem is - even the most expert of experts have to set research aside - and act - if they are to become better known, better appreciated and better compensated. And if the search for "more" gets in the way of acting, then "more" is definitely less. I protect myself from that trap through goals.

Another example from my vast archives of "more" not being better:

An exercise I do daily is a hand grip exercise. I started doing it about five months ago when I felt my grip needed strengthening. I use the kind of gripper that has a spring that is squeezed until the handles touch. At the beginning it was a real effort to reach 30 reps for each hand. My goal was to reach 60 reps for each hand. I'm now up to 90 reps for each hand, and I hold the 90th rep for 60 seconds. I know I can do more if I persist, but I don't. Why? I'm way beyond my goal and I think I've reached the point where more is not better - the additional time I could use on this one exercise can be better used on something else - like converting my 24 pack abs into a six pack. In this case I've decided more would be a poor use of my time and energy. Now for the abs.......

On a work level, how often are we persuaded that more is better? In some cases, more is definitely better - like in more quality sales calls. But in other cases, like gaining more information before acting, or spending more time on preparation, more may be less. And that's where goals come in. Goals that measure results, not effort, create a climate of action - action to reach a measurable goal. And then consciously assessing the value of exceeding the goal.

Leaders know the biggest enemy of "more is less" is perfection. Perfection may be a worthy striving, but many careers have gone down the tubes by letting perfect get in the way 0f good. When taking more time to prepare for that perfect presentation, when just one more test may yield the data to make a perfect product, when the acquisition of knowledge, or money, or expertise, keeps action to meet a goal from happening - more is less.

In Harry Beckwith's book - "How To Sell The Invisible," he says "Don't let perfect get in the way of good." When I'm tempted to take the time and effort to make very good become perfect, I stop. And if I'm convinced that what I have done is very good, I tell myself to stop seeking more, and I act to complete whatever it is I'm doing. And how do I figure out what is very good? Goals.

In creating goals, resist the temptation to create them based on the best of intentions. Base them on hard headed, clear requirements to meet the larger goals of the enterprise. Can they be an improvement on performance levels already attained? Of course. But know when to say "enough," and go on to other equally important goals. Defining "enough" is the secret leaders use to ensure "more" doesn't become less.

Take a look at your own goals, habits of thought, behaviors and attitudes. Identify where you can use "more is less" in defining your own actions and success. I suspect you will find, in your analysis, that there are areas - right now - today - where you can change so that perfect doesn't get in the way of good.

Andy Cox helps clients align their resources and design and implement change through the application of goals focused on the important few elements that have maximum impact in achieving success - as defined by the client. He can be reached at http://www.coxconsultgroup.com

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Managing Leadership Stress Before You Manage The Rest

By Brian Marshall

"Stress stresses like nothing else". Stress is perhaps one of the most over-used words of the present generation. It’s over use is justified as more than half the population has been under its wrath at some point of time or the other. While almost all jobs are stressful, some are considered more than others. Jobs at executive levels come with more responsibility and more responsibility brings about more stress. Managers and leader, who sit at the top rung of the ladder, are often saddled down with a lot of stress. Managing leadership stress is important not only from the individual’s perspective but from the organization’s too!

Contrary to what was believed earlier, stress is not just a state of mind. High levels of stress trigger off numerous other problems, both minor and major. When one is in a stressed out condition, a chemical called noradrenaline is released in the body. This also produced when one is very angry. Noradrenaline causes a person’s blood pressure levels to shoot up. Other ailments associated with stress are fatigue, irritation, stomach ulcers, headaches, insomnia etc.

The managers and bosses sitting high up on the ladder are often bogged down with the pressure of ensuring that the teams under them run smoothly. Managing people is not an easy job but managing leadership stress need not be too difficult if a few basic steps of managing leadership stress are followed.

EXERCISE

The work culture today involves long hours of work without any physical activity. One should take a break every few hours and move about in order to exercise the cramped muscles.

DECIPHER WHAT CAN BE CONTROLLED AND WHAT CANNOT BE

The leaders should keep it in mind that not everything is under their control. Getting disappointed because of something outside their control went wrong is not the right approach.

OFFER PRAISE

It is very important for the managers to praise the people working under them to extract the best possible work for them. Optimum productivity of all workers is the key to both the success of the organization and reduced stress levels of the managers.

SET PRAGMATIC GOALS

It is very important for managers to have pragmatic goals. Unrealistic goals and unusually high expectations not only stress the leadership but also make the work force dissatisfied and ultimately, less productive.

MAINTAIN A BALANCE

Maintaining a balance between professional and personal life is one of the links towards maintaining a stress free life. Care should be taken that the two never overlap.

Managing leadership stress is not as difficult as it might sound. In fact, it is harder said than done. Maintaining a good lifestyle and adhering to the above mentioned rules are the secret behind it.

Brian Marshall is a regular contributor on problems related to stress management in work places. With a MBA in HR Management, he takes avid interest in all aspects of HR management. He is credited with pioneering work in the field of managing leadership related stress. Read more of his work at http://www.managing-stress-articles.com Managing Stress

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A Leadership Tool To Encourage Thinking Outside The Box

By Andrew Cox

Thinking outside the box is a critical Personal Skill - one that will make the difference between success or failure. The real critical leadership skill is accessing the thinking of others to help see what possibilities lie outside the box - outside the individual world of thoughts and beliefs and biases.

Try this tool to get the "out of box" thinking flowing with your universe of people.

Draw a square 1 foot by 1 foot. Divide all four sides into 3 inch increments. Connect the markings horizontally and vertically. You now have a large square with 16 little squares inside it - a grid pattern.

Ask your people how many different squares can be seen in the grid. The first answer is usually 16. With some encouragement someone will say 17 - then eighteen - then 19 or 20. That will only happen if you, as leader of this exercise, show an expectation for a larger number than the first answer - which is usually given quickly and with conviction. Stay at it - keep asking how many squares others see. Engage everyone in the answer. The number of squares will continue to increase. With a lot of encouragement your group may get to 24 to 26. Not bad - but there are 30 squares of various sizes that can be identified in the grid.

See how many people try to work alone. See how many include others in their discussion. When the group has just about exhausted the possibilities, tell them the answer. If someone gets the answer, ask them to describe the squares - so that others can gain knowledge.

The point? The group was probably willing to accept the 16 or 17 or even 20 squares that were stated quickly and with conviction. Had they done that, they would have left 10 or so squares unidentified. Can your business afford that kind of superficial observation and conclusion ? Does that kind of dynamic happen often? Make those points as a means of pointing out how very important it is to challenge quick answers - how very important it is to share thoughts - how very important it is to encourage - or demand - that people expand their perceptions and look at things through the eyes of others.

There's balance required in this process. Winston Churchill once said "It's important to have an open mind, but not so open that our brains fall out." The same is true when it comes to thinking outside our own boxes. But in at least 95% of the cases where groups attempt to reach for the best answers, many of the members simply don't share or contribute their inputs. The last thing you have to be concerned with is any brains falling out of open minds - the real concern is getting all the brains contributing.

I suggest to you that the critical Personal Skill leaders bring to thinking outside the box is the skill to draw out and value those hard - to - get - at inputs from others. They're the difference between seeing 20 boxes or 30 boxes. Which is better for your organization?

Try this tool with your group - use it to help define what you mean by thinking outside the box.

Do it today.

Andy Cox helps clients align their resources and design and implement change through the application of goals focused on the important few elements that have maximum impact in achieving success - as defined by the client. He can be reached at http://www.coxconsultgroup.com or at acox@coxconsultgroup.com

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Leadership of the Future - The First Key to Lead Others From The Heart

By Emmanuel Segui

There is a new game in town. Do you want to play with me? The games that business experts and leaders play. It's called "Leading from the heart". This path is taken by the most experienced human relations experts in the world today.

You see, love & compassion are the very foundation of fully functioning individuals, families, communities of vitality, and ever deepening interpersonal relationships. To come to this state of unconditional love, you need to understand the first key to lead from the heart, and that is to "Know thyself"
The Ancient Greek aphorism "Know thyself" was inscribed in the forecourt of the Temple of Apollo at Delphi. The saying "Know thyself" refers to the understanding of human behavior, morals, and thought, because ultimately to understand oneself is to understand other humans as well.

By greater self-understanding you become more adaptable and resilient than those who have not reached the stage of heart felt compassion.

The heart must become preeminent for the sake of abandoning the self-centeredness that was a by product of each person's childhood and may have become a permanent way of viewing life when entering adulthood. As you become pure in heart, you are able to tame counterproductive and ineffective emotions and move steadily away from fear, worry, and doubt into a state of love for self and others.

You will embrace deeper truths and find the courage to live by them. The heart is central to integrity and as we open our hearts more deeply we also connect with those inner intelligences vital to productive living.

And now, if you really want to lead from the heart, discover yourself and connect with others to change your life, organization, company or family around, you can download a free report entitled: "Leadership of the Future: Leadership From The Heart" today at http://www.heartslead.com

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Finding The Leader In You

By Michael Ringrose

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.

Michael D. Ringrose is a retired Senior Police Officer. He is currently engaged in building a national advocacy cross disability organisation enabling individuals and their families to influence and impact on decisions and policies that effect their lives and experiences.

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Inspire To Lead And Lead To Inspire

By 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.nuvo-partners.com or call 847-392-6886.

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How You Can Become A Better Leader

By Bill Bergfeld

In the midst of the recent economic downturn and the blatantly noticeable upward surge in my operating costs, I sat staring at my office walls wondering how I was going to pay the bills this month. Just when I thought I had everything figured out; I discovered that I did not have anything figured out. Six months earlier, I was riding high, thought I understood everything and yet now I had to admit...I did not. That is when one of the most important life lessons hit me. That lesson being: True leadership matures when challenged. We become better leaders when, and only when, we face difficult situations. By working through the impossible, we acquire the wisdom to successfully lead our organization through the unimaginable.

Now I am not going to make you believe that I have figured it all out, because I have not. I am going to give you my perspective on leadership and how we mature in our leadership style as business challenges come our way.

Great minds still argue about the nomenclature assigned to leadership styles. In no way am I down playing their work or their nomenclature in what I am about to discuss. I am simply apologizing in advance if I ruffle some feathers.

Probably the most basic style of leadership is what I call the Boss Hog. Here is the guy with a title, a clipboard, and a desk. If we had to describe his primary style, it would be that he is task focused. He has been given an assignment from his superiors and he will do everything in his power to make sure it gets done. For him, there are three ways of doing things, the right way, the wrong way, and the Boss Hog way. He is a positional leader meaning that his followers only do what he says because he has the authority to remove them from the group (fire them if you understand what I mean). He acts decisively, he is focused on the end result, he is determined, he is consistent, and he is reliable (sounds like my German Shepherd). Unfortunately, he does have some shortcomings; he is very impatient often to the point of being rude and abrupt; he is hard headed, stubborn, and slow to change; since he is always right, he almost never listens to suggestions from subordinates; and he seems to value manual effort more than wisdom. The Boss Hog leader tells people what to do - that is his style of leadership.

The second style of leadership is what I call the Lead Cow. (Yes I know that the term cow refers to the female of the bovine species, but for this discussion Lead Cow has no gender.) Here is the guy with a title, a clipboard, a desk, an office, and a file cabinet. If we had to describe his primary style, it would be that he is goal focused. He has been given a vision from his superiors, he sets goals to accomplish that vision, and he translates those goals into tasks for his Boss Hog subordinates. The Lead Cow is more of a coach than a boss. He is most often team oriented, he usually accomplishes things methodically and logically, and he is quite accomplished at delegation. He values teaching and often times involves himself in the actual work of a project in order to instruct his subordinates on the how of doing things correctly. Far too often, his goals are too lofty, unrealistic, and overly ambitious and because of this he places too much responsibility on his subordinates. The Lead Cow leader shows people what to do - that is his style of leadership.

The third style of leadership is what I call the Horse Trader. Here is the guy with a title, a clipboard, a desk, a corner office, two file cabinets, and a secretary. If we had to describe his primary style, it would be that he is group focused. This guy is a people person. He gets along with everyone. He is very smart. He avoids risk and he embraces caution. His strongest allies are his openness to change, his willingness to listen, and his ability to think on his feet. No matter what is thrown his way, he seems to come up with the necessary resources to handle it. His tendency toward caution can prevent him from taking advantage of opportunities. He seems to sometimes get trapped in paralysis by analysis meaning he is indecisive. He confuses leadership with popularity and because of such; his organizational skills and his ability to accomplish goals suffer. He works best if he has several Lead Cows on his team. The Horse Trader leader negotiates with people on what to do - that is his style of leadership.

The fourth style of leadership is what I call the Melting Pot. Here is the guy that basically has it all - a title, a clipboard, a desk, a corner office, two file cabinets, a secretary, and a private parking space. If we had to describe his primary style, it would be that he is the go-to guy. He is the man with the plan. He is the source of all ideas. He is an innovator, a creator, and a visionary. He seems to have a sixth sense about leadership acting intuitively more than logically or methodically. He is charismatic, personable, confident, and influential. He amazes subordinates with big ideas and infects them with enthusiasm. Risk means nothing to him. Spontaneity is his motto. His biggest weakness is his next big idea. Because of this, he is easily distracted and often times lacks follow through on projects. But, that does not matter, he can motivate. He can enlist the Horse Traders to tell people what needs to be done, enlist the Lead Cows to show people what needs to be done, and enlist the Boss Hogs to make sure it all gets done correctly.

If you look at these leadership styles, you are tempted to determine which one fits you best. The answer is simple - none of them. Everyone has a leadership style that is a mixture of these four types. The real question you should ask is not which style am I - but how can I become a better leader?

First of all, learn to listen. Listen to your subordinates, your leaders, leaders in other organizations, leaders in other industries, your customers, your potential customers. Just learn to listen. One thing for sure, if you are always talking, then you are always listening to the things that you already know. Listening is a scary thing. You might actually hear the truth about your shortcomings and your weaknesses. Without knowing the truth about your weaknesses, you could continue down a path of failure recognizing it only too late.

Second, learn to be enthusiastic. Enthusiastic, not only in your actions, but also in your words, the way you communicate with your team. Be enthusiastic in your thinking; have a mental pep-rally. Be enthusiastically encouraging, gracious, thankful, and forgiving with one another. If you are not enthusiastic, then you are automatically depressed - failure focused - hopeless.

Third, learn to be men and women of character. Do what you say and say what you will do. Honor your commitments to your friends, your family, your work, and your faith. Keep your promises. Hold loyalty sacred. Give more than asked. Take less than offered. Empower others, helping them to achieve. Do right and despise wrong. Care for others. Look to serve instead of waiting to be served.

Finally, be willing. Willing to step up to the plate, bat in hand, and swing at the strikes. You do not have to be perfect, you only need to hit safely 3 times out of 10. A 300 batting average seems to pay quite well these days.

Bill Bergfeld is a professional Network Marketer and owner of multiple businesses. His passion is leadership; his current online project involves aging and methods of reversing its affects. You can contact Bill at bill@billbergfeld.com

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Combining Leadership Theory and Practice For Success

By Wayne Kwan

There are many different leadership theories that can be put into practice to achieve success. But what eludes most is that they did not achieve a synergy between the leadership theory and practice to actually achieve the level of success they want.

I will briefly explain some of the different types of leadership theories.

Ethical leadership do not ignore profit and loss, costs and performance but rather it is the addition of other various elements such as taking into account of the purpose of the action made and the moral standards.

So as Daft, 1999 had said "Moral leadership is about distinguishing right from wrong and doing right, seeking the just, the honest, the good, and the right conduct in its practice" will truly show the essence of ethical leadership. Situational leadership by Hersey and Blanchard mainly focuses on the characteristics of followers. This will consequently determine the leader behavior.

Alternatively, the behavior of leaders are influenced by the level of readiness exhibited by the followers which in turn affected the entire situation. Daft further elaborated that the relationship between leader style and follower readiness into four categories, namely telling, selling, participatory and delegating. From this, it just means that we look at the world from a different perspective.

Strategic leadership is the direct relationship of the external environment to elements such as vision, mission, strategy and their implementation. This style of leadership provides directions for translating the vision into action and is the foundation for developing implementation methods.

To summarize, the historical factors such as the growth of the organization and the level of influence of the leader will affect the opportunity by the vision of the leader and the overall performance of the organization.

With all these common leadership styles, one might think that anyone could succeed easily with these in mind. But in actuality, it is quite far off from that unless one puts in the effort and time to practice it continuously. Therefore, here are five ways where you can use to combine leadership theory and practice for success.

Be a non-stop learner. As the popular saying that goes "practice makes perfect". So one really need to learn everything about the leadership style that he or she is going to practice and really put them into application in the real life. Only then, will you get better and better and will achieve success sooner.

Gather feedback. Feedback allows you to reflect on what your actions yield and necessary modification along the way is required to get what you aimed for initially.

Reflect. After you have done gathering feedback, you might want to take some time out to ponder why the feedback targeting this particular thing did. Be mindful of your results and review them in your head. Always make decisions beforehand in preparation for the next step.

Experiment new things. All the previous three things are rendered useless unless you are willing to try out new things and approaches. After all, if you never try anything new, how will you get better at anything, including leadership?
Apply your skills in various other situations as well. Always find opportunities that can allow you to display your skills especially other aspects of your life other than the main organizational life. You can try organizing a neighborhood event or even leading a group of youths at your church.

Apply all of these things that you learnt at work in your life and use them on your life as your personal leadership training ground and you will definitely achieve the essence of combining leadership theory and practice for success.
If you would like to discover more about how to efficiently combine leadership theories to put into real practice to gain measurable results and how you can use this knowledge to succeed in your career, relationships, and personal life, you can find this information at http://www.neuroprofiler.com

Article Source: http://EzineArticles.com/?expert=Wayne_Kwan

7 Tips for the Unofficial Leader in You

By Amy Linley

A leader can take many forms in many different business situations, often when a person isn’t even "the Boss". If you find yourself in a group with a deadline with no leader in sight, you may have to be the one to take charge. When this happens, what should you do and NOT do?

When people normally think of a leader in business they think of the boss, but being a leader doesn’t require a fancy title, or even official recognition. Leadership simply needs one person to stand up, take charge, and achieve the goal. In an ad hoc or temporary group, others might not see someone as the leader, but that one person could still make sure the group operates as a team and accomplishes their goal.

How can someone who has not been anointed or appointed accomplish this? Here are some tips for those that find themselves in an unofficial leadership role.

Tread Lightly The leader does not need to be the smartest – or the fastest, or best looking. It could be anyone, but since it’s you standing up to be the unofficial leader, realize that others in the group may not agree. Simply proclaiming that you are in charge will cause more harm than good. Subtly is your best friend in the beginning of the transition from mob to team. Often, a leader can be created in the other’s eyes by simply being the first one to say, "Ok, so what do we do first?"

Crawl Then Run The first hurdle for an unofficial leader is to get the group talking. What are their ideas? What do they think is the best course to take? Of course if everyone agrees on one direction, then this stage is done, but that rarely happens. Most often there will be two different schools of thought. The leader should not take sides, but encourage discussion of opposing viewpoints and plans. Stay above the arguments to mediate and stimulate the flow of ideas. Soon, one course will become clear, or at least more feasible than the other. When this happens, you may be surprised to see everyone looking at you to give the final judgment on what to do. Already, you have become the lead person to go to in their subconscious minds.

Group Triage An important step for a leader is to recognize all the various tasks that need to be done to accomplish the goal. Who is best at what? Who would be most effective where? Hopefully you will already know, but most of the time you will need to find out. So ask what they would be best at within the available tasks to accomplish? You’ll get honest answers, but sometimes the answer is not what they are best at, but what parts of the work they would rather do. If they are the only one to volunteer for a certain task, let them have it. If two or more chime in, then prompt them to discuss among themselves who would be better suited. If they figure it out, great, but usually they will look to you to make the final decision again. Pay attention to their arguments and pick the best one for the job.

Not an Island Realize that you don’t have to come up with a plan or best course of action all by yourself. You just have to pick the direction and get your people there. Recognize the best plan, even if it isn’t your own. Pay attention to complaints, and problems, but make sure to spot your own flaws as well. For the benefit of the team, volunteer for the job you are best suited for, even if it is one you don’t want to do. Remember that it is not about you being a leader, but your team accomplishing their goal and you are but one part of that team.

Not Omnipotent Since you have no official power, there is nothing to back you up. You can’t hire, fire, or discipline anyone, so why should they listen to you? Remember, you will earn your leader position by what you do, not who you are. Since being a leader is not about ordering people around, you will spend most of your time suggesting the best possible course, or coaxing the others in the right direction. Your best course is to get your people to do what they need to do without them realizing you’ve done anything.

Motivate A group with clearly defined capabilities to match all the tasks at hand with an embraced purpose and definitive goal is ideal. That almost never happens in the real world unfortunately, but then if it did, the real world wouldn’t need leaders. Once your team is all facing the same way, you will probably find that some need to be moving faster than the others. An unofficial timeline, with specific deadlines is a nice subtle way to show where each person is at and where they should be. A quiet, private, chat with the problem group member might help as well, but make sure your persona is that of a fellow group member worried about the project and their own part in it, NOT as the unofficial leader. Group cheers and celebrations when one person or another accomplishes their part will help get the lagging member moving. Remember, "problems in private, praise in public."

Following Your Lead Nothing gets a bunch of people moving faster than someone heading off in the right direction. Ideally, the team moves forward together, but there’s almost always a winding up period. Set the example by attacking your part with enthusiasm, professionalism, and vigor. If they see you working hard, helping others, and generally doing everything you can to get the team to its goal, then they will follow suit. They will notice if you are cheerfully doing a job they know you don’t want to do. They will notice you listening to other team members, taking advice, and following directions. It will motivate them to do their part for the team and add to your role as unofficial leader.

The Good Follower There is an ancient saying: "A good leader is a good follower." This would be a simple paradox if not for the fact that most aspects of a leader involve following others. The leader will follow the best path for the team to take. The leader will follow the advice and direction of those in the team if they are better than the leader’s own. The leader must follow the leader’s own examples. If you look closely at the tips above, you’ll notice that each one requires the participation of the others in the team. A leader cannot lead without people to follow, but a leader can’t move forward without following the team.

Leading people is a privilege and an honor; both not to be abused. Being a leader makes you special, but you are not special because you are a leader. A leader is just a part of a team that together is working towards a goal. Accomplishing the goal… that’s the whole point to being a leader. It is not about you, your status, recognition, or the fancy title. It’s about making things happen. But, if you make things happen, then your status will rise, you will gain recognition, and, yes, get that fancy title. Always remember though, you can’t do it alone.

Amy Linley gives practical and usable advice regarding communication and meetings at AccuConference - http://www.accuconference.com. Find out more about our conference call, web conferencing and video conferencing services from AccuConference - http://www.accuconference.com/conferencecalls.

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Integrity in Leadership - Wisdom

By Louis Jordan

Using quotes from famous leaders, politicians or athletes has become part and parcel of business communications.

Try getting through a sales seminar, self-help book or sales kick-off meeting without being confronted by "the quote".

Using quotes from proven leaders, or those people you feel have shown integrity and wisdom is, in itself, a sign of humility and wisdom. Unfortunately, too many of the quotes thrown out at us are designed to generate an emotional response – especially in large groups. They are used to get a sales team fired-up or to engender loyalty to the enterprise, leader or vision.

I am not saying that using quotes in this manner is wrong, only, too basic and unsophisticated for today’s employees.

Do we really crave a pavlovian response to a few, well placed, quotes? Or should we be focused on the long-term development of ourselves and those around us? If you have read anything else written by me, you already know the answer to that question.

However, one aspect of this trend that can be positive is when the quote leads us to the full text and a better understanding of the context in which it was made. That is true knowledge.

There is one famous leader who’s quotes, in my opinion, should be mandatory reading for anyone who truly wishes to develop wisdom and apply that wisdom to leadership.

To ensure you do not pre-judge the content, I am not going to tell you anything about the author other than he is male and was placed in a leadership position from an early age.

What follows are a few lines from the full text. I make a point of referring to his quotes (the full version) everyday because reading about his experiences and following his advice has helped me develop as a person and a leader.

- Wisdom is supreme; therefore get wisdom. Though it may cost all you have, get understanding

- A man of knowledge uses words with restraint, and a man of understanding is even-tempered.

- He who walks with the wise grows wise, but a companion of fools suffers harm.

- The teaching of the wise is a fountain of life, turning a man from the snares of death.

- A gentle answer turns away wrath, but a harsh word stirs up anger.

- The tongue of the wise commends knowledge, but the mouth of the fool gushes folly.

- Pride goes before destruction, a haughty spirit before a fall.

- A mocker resents correction; he will not consult the wise.

- The discerning heart seeks knowledge, but the mouth of a fool feeds on folly.

- He who ignores discipline despises himself, but whoever heeds correction gains understanding.

- Every prudent man acts out of knowledge, but a fool exposes his folly.

- Starting a quarrel is like breaching a dam; so drop the matter before a dispute breaks out.

- A simple man believes anything, but a prudent man gives thought to his steps.

- Pride only breeds quarrels, but wisdom is found in those who take advice.

If you would like to try and guess the author’s name email directly at www.louis.jordan@integrity-sales-leadership.com and I will tell you how hot or cold you are – I may even throw you a clue, or two.

This is not an attempt to drive traffic to a site to sell you something, or – worse yet – subject you to advertisers. I just want to share this amazing resource of knowledge and wisdom with you because it has definitely helped to shape me into the person and leader I am today. Or simply click on http://www.integrity-sales-leadership.com/RulesOfIntegrity.html

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Successful Leadership is Based on Principles

By Phyllis Nasiopulos

When people decide to follow you as a leader, it is because of your character or your skills or both. If you "have the goods" and intend to succeed as a leader, you must "sell" to the world or to the individual, true ideas about your particular qualifications for success-true ideas regarding your best capabilities and the value of your leadership. Your "goods" are your talents, skill, integrity and knowledge that you bring to the partnership. Regardless of how capable you are, how much talent you may have or how much you desire to lead others, this will all be wasted unless others realize the best you have to offer.

If you ask a dozen people what are the qualities of a successful leader, you will get a dozen different opinions. One thing is certain, however, leadership is best when it is guided by principles. Principles are objective, impersonal and self-evident. Qualities like respect, honesty, kindness, integrity, service and fairness will never let you down, never disappoint you. When you base your leadership on these qualities, you have a solid foundation to build a relationship with others. You will be the kind of person others want to follow. They will have the trust in you that is necessary to believe that you can bring out the best within them.

When principles guide you as a leader, you can see the potential in others, their worth that often goes unnoticed and may go undiscovered until you bring it out. What a gift you offer to that individual and to society.

The following six principles are by no means exclusive, but it is a beginning.

1. Respect: This principle goes beyond allowing others their opinions. It is truly based on ethics. Retaining self-respect is absolutely necessary as a leader. If you act in a particular manner just to please others, you are doing yourself and others a great disservice. It is far better to displease others by doing what you know is ethically right than trying to placate people. When you maintain this self-respect because of your guiding principles, you will be a positive role model who lives and leads by the best of qualities. You will also see the value in others opinions and allow them the right to that opinion.

2. Honesty: When you are true to your word, you establish a bond with others that cannot be broken. When leaders are not honest, it always comes back to haunt them. There is no value in manipulating the truth to serve you. It’s not lasting and will be the destruction of the relationship.

3. Kindness: Certainly as a leader there are many opportunities to demonstrate this quality. Most often these opportunities will be in the form of actions and words. The right gesture of kindness at the right time will make all the difference in your life and the life of the person who looks to you as a leader. The most important point to remember is to think about what the other person needs to experience and hear, not what you may what to do or say.

4. Integrity: Integrity is doing what you say you will. If you follow through on your word, people will trust you because you keep your promises. There is a second value to keeping your word. You not only develop a better relationship with others, you build trust in yourself; you add to your own self-esteem. When you keep your word, and you tell others what you can and will do for them as a leader, they have every reason to trust this is true because it is.

5. Service: Initially, people think of service in relationship to what they can do for others. This is certainly true, but the concept of service goes deeper. As a leader who develops his leadership on principles, he must be true to himself, to his purpose, to the greater good. When he does this, he can also serve others by bringing out the best within them and help them to reach their full potential.

6. Fairness: Doing what is right, what is ethical is always the best choice. Considering the needs and desires of others may not always be easy, but no one said being a leader was easy. Act from your heart and conscience and give beyond what is required.

As a leader, you have the opportunity and duty to bring out the best in yourself and others. You may be the only one who encourages their dreams. Mark Twain gave great advice when he said, "Keep away from people who try to belittle your ambitions. Small people always do that, but the really great make you feel that you, too, can become great."

Phyllis Nasiopulos, Life Style Mentor and Successful Entrepreneur, is helping many become the next success story. Whether you're looking to create an extra few thousand dollars per month, be an ex-corporate executive, or the next millionaire Mom, Phyllis can assist you to create a second stream of income and greater peace of mind. visit : Financial Freedom

Article Source: http://www.ArticleBiz.com

Leaders: What They've Learned About Making the Improbable the Accomplishment of Tomorrow

By Phyllis Nasiopulos

Successful leaders come from various backgrounds, diverse ethnicity and different eras; but, they all have one thing in common: they have made a difference in the lives of many and have made a positive contribution to society. This impact is the result of persistence and the desire to rise to the level of their true, innate potential. The words of Lucius Amaeus Seneca are as true today as when he spoke them on the Senate floor of ancient Rome: "Most powerful is he who has himself in his power." The power is in the knowledge that rising to this potential is done only when each aspect of a person is fully appreciated and developed.

Leaders are the prime example of someone who is more than just a person who develops his mind. These people realize that to be whole, to be a master of his own gifts, he must also nourish his physical, emotional and spiritual natures.

It seems so painfully obvious, but leaders must be on a path towards something, a vision of what is possible both in himself, in others and in the ventures that move him to action. Without vision, there is no direction, no purpose, and no possibility to make the improbable the accomplishment of tomorrow.

There are plenty of "idea men" out there who talk of their visions that will bring them fame, fortune and a life of design. How many of these visionaries, however, are living that dream? If the answer is not many, does that mean this is all an illusion, or does it mean that these men fell short of what could be because they failed to do what must be?

Having vision alone is not enough. Commitment and passion must be the partners that bring this glimpse of the future into reality. If you desire to be a leader, you must be committed to your vision. You must feel the passion of this commitment to continue when things appear to hinder what you see as your destiny. Without passion, the doubts of others and the circumstances of life cause people to question their ability to bring about their desired goal. What a terrible waste for the individual and society.

Undoubtedly, men throughout history had a vision of what they desired to bring into existence; they had the commitment and passion to give this vision life, but what some of them lacked made their contribution to society a destructive force. Leaders who do not also lead from the sense of morality bring only what is negative to the world. Were these people committed and passionate about their mission? Clearly, the answer is yes, but that is not the kind of leadership that brings that person to the highest that is within; that is not the kind of leadership that leaves a positive mark on society, it is the opposite. Conscience must be the guiding force that molds the vision and fuels commitment and passion.

Following conscience allows us to connect with the gift that is in each of us. It assures that each of us discovers the best within ourselves and, equally as important, the best within others. When we see others and ourselves from the prospective of their true nature and not just the outward results of past behavior or limitations, we connect soul to soul. We take one more step toward the kind of success we were meant to achieve. While this success may not at first manifest itself in the outward appearance of fame, fortune and freedom, it cannot help but result in what is positive and ultimately the best success possible.

Conscience gives the leader the best means to the desired end. Success is meaningless without personal growth for self and others. Success is not purposeful if it does not enrich self and others.

The great political leader George Washington who had a vision of what could be possible said, "Labour to keep alive…that little spark of celestial fire, conscience." This principle is our foundation; it is our future. It is the essence of what makes men into leaders who bring their vision to life and enrich all who come in contact with them.

Phyllis Nasiopulos, Life Style Mentor and Successful Entrepreneur, is helping many become the next success story. Whether you're looking to create an extra few thousand dollars per month, be an ex-corporate executive, or the next millionaire Mom, Phyllis can assist you to create a second stream of income and greater peace of mind. visit : Financial Freedom

Article Source: http://www.ArticleBiz.com

One Key To Being A Successful Leader: Know, Appreciate and Sell Your Best Asset, You.

By Phyllis Nasiopulos

The vision of most people who take on the role of leadership is to be charismatic, but life can sometimes be mysterious, rewarding some who do not seem worthy and keeping others who have what it takes out of the winner’s circle. This problem, however, is totally within your control.

Certainly, if life is fair, the ill-natured, unsociable, unprincipled person who is known to be ignorant, lazy and shiftless will be a failure in life because he is so dis-qualified to succeed.

On the other hand, the good-natured, intelligent, reliable person, like you, who continually wins friends and is known for your ethics, principles, kindness, and work ethic, should be a model of success. If anyone deserves to be a winner in life, it’s you. Yet, life sometimes appears to be fickle and irrational in bestowing its awards.

When a worthy person does not succeed, he loses out because he lacks an essential positive factor of certain success—the ability to sell his capabilities. By mastering the selling process, this failure can turn him into a success; the success he so honestly deserves.

Millions of worthy people, with many positive attributes, have failed solely because their merits were not appreciated and rewarded. If their good points had been noted, the outcome would have been different. Capabilities, like goods or products, are profitless until they are sold. Therefore, if you want to have others see the good in you, you must promote, endorse and "sell" yourself. This ability to have others see the real you, the accomplished leader within, will transform those potential powers into actual accomplishments.

Is there a voice in your head saying, "I know all that. I just haven’t had the opportunity to show how effective a leader I can be." The truth is that opportunity is a constant companion to each of us. We are all rich in ability: honesty, intelligence, energy and desire to succeed are qualities others are looking for in a leader. The outcry is not which person should I be connected to, but where are the honest, intelligent, energetic leaders for me to follow. Certainly, every necessary characteristic of the successful leader is latent within your nature and can be brought to life by personal development and belief in yourself. You have not yet done your best with the best that is in you.

How do you begin to do your best? First, resolve to acknowledge that you are a person with the character traits of someone with the extraordinary ability to influence others. Second, be confident in the knowledge that there are people who are looking for someone just like you and will be part of your team when you have brought out the best in yourself.

Look around. Do you see highly prosperous people with no more innate ability and talent than you have? Certainly, the market for your particular talents and leadership style is out there. Golden opportunities, opportunities that you’ve let slip by, surround you and touch you daily. If you have not grasped your chance, perhaps it was because you did not know how to demonstrate the strength and potential within you.You have failed to reach your potential as a visionary, charismatic leader simply because you have been unsuccessful as a salesman of yourself to the world.

Only one per cent of the people in the U.S. call themselves salesmen or saleswomen. Ironically, in order to succeed, each of us must sell our particular qualifications. Selling yourself as a leader is essential to assure your success in life.

The best commercial executives agree that the most effective leader may not be the "natural born" leader, but the person who is made highly efficient and effective by self-discovery and self-development. That’s great news; don’t you agree? With the potential within and the tools available, nothing can stop you from becoming the person others look to for success: the successful leader who will help them discover their hidden talents.

Eleanor Roosevelt said, "The future belongs to those who believe in the beauty of the dream." Your future as a successful leader is no dream; it is no illusion; it is the destiny you were meant to fulfill. Believe in this destiny and let others see what you’ve always known about yourself.

Phyllis Nasiopulos, Life Style Mentor and Successful Entrepreneur, is helping many become the next success story. Whether you're looking to create an extra few thousand dollars per month, be an ex-corporate executive, or the next millionaire Mom, Phyllis can assist you to create a second stream of income and greater peace of mind. visit : Financial Freedom

Article Source: http://www.articlebiz.com/

True Leadership Presence

By Ann Golden Egle

So, you want to get ahead, really make it beyond where you are professionally and perhaps even personally today? I am often asked to define the true keys to success by my executive leadership clientele.

It's very simple: you are the key to your own success! You can be communicating with your board president or your wife. It doesn't matter. The presence you project, and it matters immensely, will have a direct effect on the level of success you so strongly desire.

Although you may be both well-versed and well-prepared in your subject, what always will take precedent is your nonverbal demeanor. This nonverbal demeanor arises from your sense of your self - the concepts you hold true about you. And, if you are selling anything from a brand new concept to an innovative product, it behooves you to increase your awareness of your own, unique presence because it alone will affect your success.

According to the top recruiters, leadership presence is probably the single most important factor in your ability to become a top executive. While an individual's grooming and dress shape how he or she is perceived, presence involves more than just the physical.

It's wise to look at your levels of confidence, energy and communication skills because they are essential. Executives with presence assert themselves, offer a hand first, ask questions and appear interested. They are self-confident and gracious and can conduct a conversation with people at a variety of levels.
According to 160 top executive recruiters, presence is a package of eight key factors:

o Focus (commitment to the long term and big picture) 93.4%*

o Intellect (ability to view an issue from many different perspectives) 89.5%

o Charisma (ability to demonstrate intensity and remain caring) 86.9%

o Communication Skills (how they communicate, not merely what they communicate) 82.9%

o Passion (there are no reluctant leaders) 81.7%

o Culture Fit (demonstrate keen sense of organization's values) 76.8 %

o Poise (relaxed composure in all business situations) 74.5%

o Appearance (act the part in attire and grooming) 68.1%

* This number indicates the percentage of recruiters who indicated that this factor was very important in determining a candidate's "Executive Presence," From The Road to CEO, by Sharon Voros.

Why not take this one week out to pay attention to the role that your sense about your Self is currently play in attaining your own success? What level of leadership presence do you currently project? Can you still grow and improve? How honest can you be to make the changes necessary to improve.

For the sake of keeping your career fresh and on track, would you like to enjoy a weekly shot-in-the-arm from Master Certified Coach Ann Golden Eglé? You can sign up for her Success Thought of the Week at http://www.gvsuccesscoaching.com .

Article Source: http://www.ArticleBiz.com

The Quest For Great Leaders

By: James C. Tanner

Leadership. Throughout the annals of history, there have been personalities who have come to the forefront as great examples of leadership. There is no shortage of books, no shortage of lectures, no shortage of CD/DVD's which speak to this subject and why? "I start with the premise that the function of leadership is to produce more leaders, not more followers." (- Ralph Nader)

In the midst of the world's discussion on the subject of leadership, there circulates a myth that great leaders are born, when in fact, there is no genetic marker that predetermines a great leader. While it is true, there are personality styles such as the Mastermind Rational (ITNJ - Jung Myers Briggs Typology) which claims to be, amongst it's other attributes, a natural born leader, this cannot be considered a genetic pre-determination, but is based solely on a personality style. In reality, great leaders are not born, they are made, and made like anything else, through hard work. Even those who are Mastermind Rational's may have the personality style which gives them the advantage, enabling them to be a great leader, but becoming a leader still takes work, determined effort, and the attainment of experience. If leadership is the goal we seek, then hard work is the price we must be prepared to pay to achieve that goal, or any goal. The price of greatness is always responsibility.

The greatest barrier to stand in the way of leaders, is not the lack of energy, or tolerance for stress. It is not personal competence, or level of self-discipline. The greatest barrier is not the lack of determination, poor personal ethics, lack of skill in group dynamics, lack of ability to take initiative, poor planning, or lack of knowledge of the organization and how it operates. The greatest barrier to stand in the way of leaders is their inability to be teachable or trainable.

Successful people place a greater priority on learning compared to those who are struggling to be successful. A great leader is keenly aware of how much he or she still has to learn. A pretender wants to be considered an expert by others before they have learned enough to know how little they really know. We often forget that mankind is continually evolving. With change, those who take the time to study and stay informed, continuing to work on developing themselves, will continue to succeed in a changing world. Those who feel they are simply too busy, or know their field well enough already, will wake up one day to discover they have succeeded in a world of redundancy.

It takes courage to be willing to grow into leadership. Courage will always be tested, for adversity is the marriage partner of progress. Anytime we want to move forward in life, we can plan on obstacles, challenges, conflicts, and problems coming our way. Courage is not found in outside sources, it is found deep within you. It is grown through steady self-discipline in living a life of integrity, not a life of expediency.

The trials and pressures of life---and how we face them—often define us. In my teen years, an older friend purchased a motorcycle and was busy riding it during bug season without a windshield. Other motorcyclists were waiting out bug season for obvious reasons, but not my friend. His motorcycle was his only means of getting to and from University. In the face (literally) of such pesky and messy little adversaries, he rode his motorcycle without a windshield, and only sunglasses on his face. One day as he stepped off his bike and was wiping himself down with bug wash, I remember asking him as to what was the most important thing to remember about riding a motorcycle? His answer, as he wiped the debris off of his face was, "Don't smile!" In the face of incredible adversity some people fold up, pile up, crawl away, dig a hole and fall in, while others find the ability to dig deep within themselves and rise above the storm. How do those who succeed do it? They persevere.

Giving up in the face of adversity leaves one living a life full of regret and bitterness. Those who master the art of perseverance, understand that walking through adversity and coming out the other side only makes one better.
Great leaders are not born, they are those who know how to stand at the helm in the face of crashing waves. "Greatness is not in where we stand, but in what direction we are moving. We must sail sometimes with the wind, and sometimes against it – but sail we must and not drift, nor lie at anchor." (- Oliver Wendell Holmes)

Taking steps towards leadership requires passion, focus, self-discipline, and perseverance. If you move forward in the direction of your dreams, and purpose to live the life you imagine, you will collide with success.

Grab hold of the excellence life has to offer.

James C. Tanner of http://www.silent-wonder.com and of http://www.whats-he-like.com is a retired entrepreneur, a former special investigator, and published writer whose articles and written comments are enjoyed by 12.5 million readers monthly. A sample listing of recently published articles can be found at http://article-archive.blogspot.com .

James C. Tanner is a Canadian born writer from Kelowna, British Columbia, Canada.

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Obstacles to Leadership - Ourselves, Our Bad Habits and Our Blind Spots

By David Sorin

When the business press writes about "corporate heroes" like Jack Welch or Bill Gates, we hear about their extraordinary competencies: their vision, passion, and charisma. The talk is all about their strengths. There is an entire school of thought led by writers such as Marcus Buckingham that focus primarily on developing leadership skills through focus and expansion of one's strengths.

Yet, no matter what the strengths are of individuals seeking to rise in the corporate world, many fail to make it to the top because they remain painfully unaware of their flaws. Two recent books discuss these flaws and offer strategies for change.

The first is What Got You Here Won't Get You There (Hyperion, 2007) by Marshall Goldsmith, who is arguably the most famous executive coach in our country. Goldsmith speaks of "the success delusion:" we get positive reinforcement from our past successes and, in a mental leap that we find easy to justify, we assume that our past success is predictive of great success in the future. This becomes a serious liability in that we fail to notice that some of our habits are actually holding us back.

Goldsmith lists a total of twenty one flaws, and it amazing how mundane they appear to be. These flaws appear benign as individuals begin their ascent through the ranks, but they become more noticeable and influential the higher the position.

They include behaviors such as passing judgment and making destructive comments, passing the buck and claiming undeserved credit, failing to give proper recognition and playing favorites. We are all guilty of such behaviors on occasion. Ultimately, some of these behaviors can be fatal to our careers as they become toxic habits.

Claudia Shelton's new book is Blind Spots (John Wiley, 2007). She identifies the five most common blind spots as:

1. Misusing strengths - how we ineffectively use our strengths, in many cases overusing them

2. Old habits - how we repeat outdated behavior and inflexible ways of thinking and acting

3. Stress expressed - how we negatively express the stress we feel

4. Un-tuned radar - how we misread other people and their nonverbal cues, which leads to misinterpreted intentions

5. Disconnecting - how we fail to communicate

Both authors are focused on deficiencies that can keep individuals from becoming effective leaders. Both offer frameworks for gaining awareness of flaws and correcting them.

In simple terms, each author recommends 360 degree feedback. This involves getting objective information from an individual's superiors, peers and direct reports, processing it and then accepting the challenge of working on yourself.
It is interesting to realize that based on these books, we are our own biggest obstacle to getting to the top. In many cases, we cannot overcome our deficiencies on our own. Many have developed a relationship with a trusted advisor, who will always give honest feedback and constructive criticism.

Some work with executive coaches to bring flaws to light to work on eradicating them. The trick is to become aware of where we don't measure up so that we can do something about it. Rather than burying one's head in the sand, it is critical that each individual get accurate and appropriate feedback. It is tough to change if there is no knowledge of what needs changing. Honest self-appraisal may be a piece of what is needed, but it is not nearly enough.

Learn about your blind spots. Focus on the ones that may be holding you back. Remember, leaders are made, not born.

Management Mpowerment Associates works with individuals and organizations to develop leaders.

For more leading edge tips for entrepreneurs, subscribe to David Sorin's Mpowerment Matters ezine at http://www.mpowermentmatters.com. To learn and comment on David's blog, go to http://www.entrepreneursmentor.net.
David Sorin is a leading entrepreneur, author, speaker, attorney and CEO of Management Mpowerment Associate, at http://www.managementmpowerment.com, a firm that works closely with entrepreneurs to overcome business and personal obstacles to success.

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Leadership: Being Open to Feedback

By Bill Pullen

Oftentimes leaders say they are eager for opinions about their performance. In many cases, they honestly do want it. Some say they are open to feedback, but their behavior says otherwise. People in leadership roles can find it challenging to go about getting honest feedback concerning their job performance. Many executives hire coaches and consultants like me to collect feedback anonymously from people who otherwise would be uncomfortable offering opinions. We, as neutral parties, can report what we learn without fear of reprisal.

Jerry, the deputy director of a large non-profit organization, told me that he is confident in his talent as a leader and is committed to improving his skill. During our first session, we decided to do a 360 assessment to step up his growth. We used an on-line survey tool to gather feedback from his boss, his peers, direct reporters, and his customers. Jerry was excited about the process and eager to hear what people had to say.

The feedback turned out not to be what Jerry expected; in fact, he did not like the results. Jerry assessed his leadership skills quite differently than the survey responders did. While he saw himself as open to other people's ideas, the responders reported him to be autocratic and controlling. What Jerry saw as honesty and commitment to the growth of his staff and the organization came across to the feedback providers as arrogance and a tendency to be overly critical.

This assessment gave Jerry a significant growth opportunity, but, like many people who dislike the responses to their requests for comment, Jerry discounted the survey results. He told himself that the responders misunderstood the instrument, that they saw him inaccurately and that the results did not reflect his true leadership persona. He blocked his opportunity for growth by rationalizing away the unexpectedly negative feedback.

Receiving feedback, especially negative feedback that clashes with our self-perceptions, can be difficult. Frequently I hear leaders say they want honest feedback then see them react badly when they get it. Their negative reactions shut down the communications channels, thereby eliminating opportunities for future input. Some organizational cultures demonstrate such aversion to feedback regarding leaders that employees fear negative repercussions to frank expression of opinion, even when their responses are supposedly confidential. This type of feedback-adverse culture inhibits leaders' and organizations' progress and success.

Fortunately, Jerry spent some time thinking objectively about the information our survey produced. He worked through his initial response, moved beyond his bias and carefully evaluated the feedback. He learned to acknowledge it as constructive criticism even though he did not like it, and to recognize the growth opportunity it presented.

As Jerry opened himself up to hearing what others had to say about his job performance, he found ways to behave differently. Most importantly, his newfound understanding of his own reaction to the 360 process showed him how he had reacted similarly when people presented ideas that did not fit his way of doing things. Jerry realized that his behavior had created an environment that not only discouraged the honesty he claimed to want, but that in fact punished people whose methods clashed with his own.

Honest feedback provides leaders with valuable opportunities to grow. The more open we are to frank comment, the more quickly we grow. Remember, though, that not all feedback is necessarily valid. I tell clients it is like cooked spaghetti thrown against a wall: some strands stick and some do not. Take what constructive criticism is valuable for you and leave the rest behind, but be careful not to discard anything before you take time to consider it. If you react strongly against a piece of feedback, think carefully about that piece. It may have touched a nerve.

• Are you eager to hear honest feedback?

• Do you communicate this desire to the people around you?

• Are you open to the constructive feedback you receive?

• Do you become defensive when you hear honest feedback? Be honest with yourself.

• What changes will make it easier for you to hear feedback?

• Does your organizational culture encourage and reward honest feedback?

• Does your organizational culture make honesty difficult?

• What changes will make it easier for the people in your organization provide honest feedback?

Feedback is a gift you receive from the provider. Negative feedback rarely is easy to give, so even if you do not like what you hear, be sure to appreciate the giver's honesty and to thank the person for being honest with you.

Article Source: http://www.ApprovedArticles.com

Bill Pullen is President of Pullen & Associates, a Washington, DC based consulting firm providing coaching and consulting services to individuals making change as well as corporations, the federal government and private organizations. His work focuses on managing change, developing current and emerging leaders and building leadership capacity within organizations. www.PullenAssociates.com

The Unheard Third: How to identify, grow, and keep your latent leaders

By Nancy D. Solomon

Leaders lead. Followers follow. And then there's The Unheard Third™: The people in the middle who, for one reason or another, fall through the leadership cracks when they're passed through or passed over. These latent leaders are the next generation achievers whose potential has yet to, or may never be, turned into performance: Failing to distinguish themselves from the rest of the pack, they just blend into the background,. They're leaders, but just not yet. Left untended, The Unheard Third™ grows more and more disengaged, discontented and disheartened. Eventually, they become just another retention statistic.

There are millions of people who are waiting to make a contribution, who are enthusiastic about their work and their lives: They are waiting to let the rest of the world know about both. And companies can either tap into their enormous potential, or waste a precious resource and lose a competitive advantage.
So why do these folks languish under the radar, unrecognized and unrewarded? Though it's not for lack of talent, skill or intelligence the reasons are still plentiful. Remember: un-mined does not imply incapable. (Could one of these describe you?

They don't quite qualify for the high potential track. They haven't yet learned the skills to stand up and stand out-to get the recognition they deserve.

They don't know where they're going or, if they do, they don't know how to get there (grab a mentor, please).

They're disengaged in their careers-what they have to offer is de-valued, untraditional or under-utilized so they haven't put their skin in the game.

They just don't see themselves as leadership material or they don't identify with the word "leadership". (This is particularly problematic for women who are fully two thirds of The Unheard Third™).

As the middle child in the organizational family, The Unheard Third™ is virtually invisible to the people who can positively influence their careers because, in actuality, they themselves feel invisible. Akin to the middle child in a family of origin, this group refuses to be categorized, is independent by nature and often has a sense of not belonging.

Failing to fit neatly into traditional definitions of leadership, they are needlessly discarded or ignored, more out of efficiency and convenience than for any other reason: Like it or not, most companies simply run smoother when things are nice and neat and tidy. But nice and neat and tidy betrays creativity, innovation and growth. In fact, The Unheard Third™ obstinately refusing to fit into an uninspired model of leadership might be precisely what is needed to shake up your organization and incite change.

Let's face it-there's no such thing as one-size-fits-all genius: We each arrive with our own brand of brilliance and never is this more crucial than when business is tough or times troubling. Looking at The Unheard Third™ through the lens of opportunity, this population is an invitation to dismantle the status quo and to explore rich resources and previously disregarded talent in the most unlikely of places. This group teaches us the consummate lesson in diversity by being, well… diverse. They demand we broaden our definition of leadership. They remind us of the value of commitment, and the price we pay for forgetting that. By far it's greatest contribution to the workplace lies with the fact that The Unheard Third™ is the ultimate study of the do's and don'ts of engagement-the intrapersonal and interpersonal relationship between individuals, their work, their purpose and their passion.

Our culture is shifting and the chasm is narrowing between who we are and what we do. Engagement is the measure of connectedness between those things. What we know for sure is that there is a growing demand for congruency in all areas of our lives, and we are increasingly unwilling to leave any portion of ourselves behind when we go to work. Ultimately, what The Unheard Third™ illustrates is the dynamic that occurs when we are not intimately connected to all facets of ourselves or to the organization (or people) for which we work. This cohort underscores the argument for why it's essential for us to be profoundly acquainted with ourselves so that we may live from purpose, and access the gifts and talents that enhance our lives and expand our capacity to lead. Failing to fully comprehend the impact we have on our work and, reciprocally, the impact it has on us will default us to Unheard status.

The extent to which we understand who we are and why we do what we do will result in deeper engagement with the company we keep by fostering deeper, more meaningful and sustainable relationships: Amongst co-workers, between management and employees; and between the entire team and the customer. Engagement results in connection and connection is the key to retention. Period.The Unheard Third™ knows who they are: They just need to be given the opportunity to identify themselves, and to be supported once they have. Once they demonstrate a willingness to step up, then it's incumbent upon all of us to extend every one of our personal and professional resources to those in this dormant goldmine. After all, that's why we're called leaders, isn't it?
Copyright (c) 2006 Nancy D. Solomon, LLC

Article Source: http://www.ApprovedArticles.com

As a nationally recognized human potential expert, Ms. Solomon provides training, keynotes, coaching and consulting for executives and their organizations seeking to improve their personal and professional standards of success. For a full bio, visit www.nancydsolomon.com . She can be reached at 253.265.3240.

Leadership: Genuine Service or Ego?

By Bill Pullen

For about a year, I considered applying for a position on the board of a local non-profit organization whose mission I believe in deeply. I felt that my education, skills, and experience would help them. Eventually, I approached one of the board members and expressed my interest. I was excited at the prospect of being involved in good work; I could not stop talking about it. Two of my friends called board members to express their support for my involvement. Here was my chance to engage in community leadership and to honor my belief in the value of service. T he eagerly awaited call finally came. To my surprise and disappointment the caller said, "Well, we're not sure you're what we need on the board at this time." There was more to the conversation but that sentence was all I heard. My heart sank. I felt a knot in my stomach. For two days, my emotions bounced from sadness to anger to frustration. I knew this organization was in need of board members. I was offering my time and energy. How could they not want me? I am not pleased to admit that I found myself planning to withdraw the donation I had pledged to them. I began to plot my revenge.

Then it hit me.

My sadness and disappointment over the rejection of my application hijacked my good intentions. I stepped out of leadership. One minute I said I supported the organization's mission. I wanted to help lead it into the future. The next minute I was ready to bring the organization down because of my wounded pride, my deflated ego. I made the prospective board membership about my ego rather than about the organization's best interest.

Leadership is about service. It is about being a part of something bigger than we are. It is about contributing to the world around us. Leadership requires us to offer the best of ourselves to solve the problems we find in that world. Such leadership can and should be personally rewarding. When we make it about looking good, impressing others or meeting some ego-driven need, however, we serve an individual agenda. Thus, we fail to serve the common good. We risk undermining the good we want to do.

A word of caution: effective leadership does not require us to lose ourselves in service. A call to service is not a call to martyrdom. Leadership in the name of service requires that we take care of ourselves -- but that is a topic for another article.

• Think of your various leadership roles.

• Which of these roles do you perform in the name of service?

• Are there cases where you ought to check your ego?

If the answer to the last question is yes, do not abandon the leadership role. Step back and consider what you want to accomplish. Re-align yourself with your original good intention. Trust that you will know the best way to proceed once you have your ego in check.

Article Source: http://www.ApprovedArticles.com

Bill Pullen is President of Pullen & Associates, a Washington, DC based consulting firm providing coaching and consulting services to individuals making change as well as corporations, the federal government and private organizations. His work focuses on managing change, developing current and emerging leaders and building leadership capacity within organizations. www.PullenAssociates.com

Leadership: Taking Responsibility for Our Choices

By Bill Pullen

I had dinner recently with my close friend, Sarah. She is a mid-level manager at a large technology firm. She is not happy at work, and she lamented her work situation during our meal. If "R & D" were smarter, she would be happy. If Sales would listen to her, she would be happy. If Management would connect to what is going on in the firm, she would be happy. If she did not have to commute every day for an hour each way, she would be happy.

The following day I had a similar conversation with a client. Janet is the CEO of a sizeable corporation. It is her team's fault that she is overworked. Because of their incompetence, Janet is so busy that she has little time to spend with her family. She is out of shape because her workload leaves no time for exercise. If her team were better, the organization would be more profitable. Then the board would not come down so hard on Janet.

It happens to all of us. We realize that things at work or in some aspect of our personal lives are not going the way we want them to go. Deftly we find other people or outside circumstances to blame for our dissatisfaction. Thus, we avoid taking responsibility for personal choices that perpetuate the problems we face.

Shifting blame for our problems away from ourselves eliminates our need to take charge of our own lives. By blaming other circumstances or other people for our problems, we avoid taking responsibility in our jobs, in our families or in our communities. We abdicate leadership. We give our power away to the people or the organizations around us. Then we become frustrated when the results we want are not forthcoming. Having stepped out of leadership, though, we are powerless to make effective changes toward our goals.

We regain our power to affect change when we recognize that our choices, whether conscious or unconscious, and our actions create the circumstances around us. Although we will have to face the fears that come with change, it will be in recognizing that we have options that we will become empowered again. We will reclaim leadership.

Sarah can continue to be angry and dissatisfied with her work situation or she can choose to do something positive about it. Janet can choose to be frustrated because her team is not performing to her expectations or she can take action and change the team's performance for the better. Each woman needs to choose. Either she is going to stand on the sidelines and be a victim or she is going to step up, claim responsibility and be a true leader.

It is not always easy to take responsibility for our choices and our behavior. Many times, in fact, it is quite difficult. As we reclaim accountability, though, we realize that we are capable of being effective leaders. We become the authors of own stories. We create our own destinies. This is the heart of what it means to be a leader.

• In what area of your life do you abdicate responsibility?
• What does it feel like?
• What choices do you avoid making?
• What actions do you need to take?

Article Source: http://www.ApprovedArticles.com

Bill Pullen is President of Pullen & Associates, a Washington, DC based consulting firm providing coaching and consulting services to individuals making change as well as corporations, the federal government and private organizations. His work focuses on managing change, developing current and emerging leaders and building leadership capacity within organizations. Some of his past or current clients include Booz Allen Hamilton, Marriot, AOL/Time Warner, Cascade Health Care, Federal General Services Administration, U.S. Department of Agriculture, Federal Emergency Management Agency, Canadian Government Fairfax County Public Schools and American Federation of Retried Americans. www.PullenAssociates.com

Leadership 101

By Colleen Kettenhofen

"If...you can't be a good example, then you'll just have to be a horrible warning." Catherine Aird

Do people willingly want to follow you? The real test of leadership is influence. Would your subordinates describe you as an effective manager, supervisor or team leader? Be honest with yourself. Put yourself in their shoes. Would you want to work for YOU?! If your employees' pay, perks and benefits were not dependent on doing what you ask, would they still want to follow you? If the answer is yes, you are truly a role model of leadership.

In conducting leadership training around the world for over a decade, here are the key traits I hear over and over that employees want to see in their leaders. And most of these employees are managers themselves.These traits will sound familiar to you. Yet, we need to be reminded of them. Many managers confide to me that they're so overloaded they forget about practicing many of these qualities on a regular basis.

1) Supportive/Good listener: It's been said the average person listens to what you have to say only 25% of the time. Yes, that's right. Much of the time we're caught up in our own "stuff" and we're not always listening. Listen. Think before you speak. Some people just need to be allowed to vent. Vent within reason of course. Then, they'll be more likely to listen to you.

2) Open-minded. It's hard to listen without an open mind. At least acknowledge what your employees have to say. It doesn't mean you necessarily have to agree. In order to gain respect and get your team members to follow you, sometimes you first have to show respect.

3) Honest. Do you possess personal integrity? Your team members will look to see if you do what you say you are going to do. This sounds like common-sense and it is. Yet, many in a leadership position forget this important trait. The minute you can't deliver on your promises you lose all credibility. It will be the one thing your employees will always remember. As the saying goes, "They remember your last act." Under promise and over deliver. Always do what you say you are going to do.

True Leadership = Inspiration:

4) Inspiring. True leadership = inspiration. Real leaders have a passion for what they do. They are able to transfer that enthusiasm to their employees. People want to follow someone they respect and admire. In my leadership training, a lot of managers tell me they also want a leader "who is balanced in their personal as well as professional life." They see a balanced leader as someone who walks their talk. Employees want to follow someone who has what they want.

5) Intelligent. I frequently hear the comment, "In our organization, the left hand doesn't know what the right hand is doing." Or, "My manager really has no idea what I do for a living. What my job entails, the challenges and the time constraints." Please educate yourself on each of your team member's responsibilities. It's the only way you can speak intelligently to them and gain respect.

6) Future-oriented. Upper management should put their organization's five year, three year, and one year plan in writing and pass it out to every employee. A lot of employees don't know their organization's overall goals and objectives. An integral part of leadership is having vision, and being able to convey that vision in a way that excites and inspires team members. A great way to motivate most of your employees is to show each and every one where they fit in with the organization's big picture. Most of them want to know their purpose and how they make a difference.

Effective Leadership = Effective Social Skills:

7) Excellent communicator. Many people are promoted to leadership positions based on their "hard skills" or technical skills. Yet, most managers describe true leadership as demonstrating good interpersonal skills. Excellent leaders and managers aren't just good communicators in terms of what's expected on the job. They also make it a priority to take a sincere interest in their employees. Little things go a long way. For example, know your employee's birthdays, whether or not they have children, and acknowledge their length of service on their anniversary.

8) Fair-minded. Employees and managers alike respect leaders in an organization who are fair, objective, and "don't play favorites." They want sincere recognition for a job well done. Most employees want to be judged on their performance, not on whether or not they've got friends in high places.

9) Flexible with change. An effective leader is open to change, new ideas and taking risks. A leader who is a good role model doesn't take a "my way or the highway" approach. They're confident enough in themselves that they can give explanations for WHY a change is being made. Employees always want to know why. Managers and leaders who are secure within themselves don't need to say, "Because I'm your supervisor and I said so."

10) Leadership starts with service. Effective leadership involves rolling up your sleeves and helping others. The term "servant leadership" was coined in 1970 by Robert K. Greenleaf, former AT&T executive and founder of The Greenleaf Center for Servant-Leadership. He wrote, "It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead."

"A good example is the best sermon." Anon.

Copyright (c) 2006 Colleen Kettenhofen

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Colleen Kettenhofen is a speaker, workplace expert, & co-author of "The Masters of Success," as featured on the Today Show, along with Ken Blanchard and Jack Canfield. For more free articles and e-newsletter, & to order the book visit www.ColleenSpeaks.com Topics: leadership, management, difficult people, public speaking.Colleen is available for keynotes, breakout sessions and seminars. Call 971-212-2412 or email colleen@colleenspeaks.com . www.ColleenSpeaks.com . You are free to reprint or repost this article provided Colleen's name, website and email are provided with the article.