Strategic leadership - how leadership can grow your business

We hope you find all that you wanted to know about leadership in the following page. Take all your time to utilize our resources to it’s best.

We hope to provide all the necessary information on leadership for you through this article. Use it wisely in all your projects.

Succession planning is very important to the long-term success of any company. Leadership transitions in business affect the entire organization’s continuity, employee retention, client retention and returns on investment. It is essential to create and implement a process that creates visibility, accountability and greater integration of all facets of the business.

We have written a humorous anecdote on leadership to make it’s reading more enjoyable and interesting to you. This way you learn there is a funny side to leadership too!

leadership came into being some time back. However, would you believe that there are some people who still don’t know what a leadership is?

The rapidly changing demographics in the workplace, especially the aging baby boomer segment, there is a real challenge to find talent for leadership roles. Companies that are able to respond pro actively with strategically developed and implemented effective leadership succession plans are in a superior position in the marketplace and global economies.

Your strategic thinking business coach offers the following list of recommended strategic actions to structure a leadership succession planning process.

Strategic Action #1: Begin the succession planning process early. A period of one to three years prior to the expected departure is optimal dependent upon the leadership position. The most strategic approach is to start the planning process as soon as the new leader takes charge.

Strategic Action #2: Clearly determine and communicate the purpose, goals, and extent of the leadership succession plan or program.

It is rather inviting to go on writing on leadership. however as there is a limitation to the number of words to be written, we have confined ourselves to this. However, do enjoy yourself reading it.

Strategic Action #3: Clearly define the desired and required qualities of the new leader. The qualities should be driven by the company’s strategic plan and its requirements.

Strategic Action #4: Develop a clearly focused leadership development strategy. This will enable potential candidates to acquire training for additional responsibility within the company.

Strategic Action #5: Develop a talent management process that will incorporate strategic thinking for specific development opportunities for future leaders. This may include mentoring and some form of coaching.

Strategic Action #6: Identify future leadership candidates by developing a system for assessing current and future leadership needs.

Get more familiar with leadership once you finish reading this article. Only then will you realize the importance of leadership in your day to day life.

?Strategic Action #7: Identify a system for communicating information to ensure that the leadership succession and/or development programs are in line with strategic business needs.

Your strategic thinking business coach encourages you to use strategic thinking in the development of leadership succession plans. If you would like to learn more about how to develop a strategic succession plan and how a strategic thinking business coach can facilitate and guide you in that endeavor, please contact Glenn Ebersole through his website at www. businesscoach4u. com or by email at [email protected] com

Glenn Ebersole, Jr. is a multi-faceted professional, who is recognized as a visionary, guide and facilitator in the fields of business coaching, marketing, public relations, management, strategic planning and engineering. Glenn is the Founder and Chief Executive of two Lancaster, PA based consulting practices: The Renaissance Group, a creative marketing, public relations, strategic planning and business development consulting firm and J. G. Ebersole Associates, an independent professional engineering, marketing, and management consulting firm. He is a Certified Facilitator and serves as a business coach and a strategic planning facilitator and consultant to a diverse list of clients. Glenn is also the author of a monthly newsletter, “Glenn’s Guiding Lines – Thoughts From Your Strategic Thinking Business Coach” and has published more than 250 articles on business.

In conclusion, I feel this article on leadership will get its worth once people like you feel that you have benefited from reading this. Best of luck!

Leading by persuading people they don t have to ... they get to

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Physicists theorize that the universe is composed of only 20 percent visible matter and 80 percent dark matter. Dark matter refers to hypothetical matter particles, of unknown composition, that do not emit or reflect enough electromagnetic radiation to be detected directly, but whose presence can be inferred from gravitational effects on visible matter such as stars and galaxies.

When I read about dark matter, I thought about the organizations I've encountered in my last 21 years of bringing my leadership methodologies to thousands of leaders worldwide. I've found that most leaders focus on 20 percent surface issues, such as sales and marketing undertakings, logistical dynamics, organizational strategy and tactics, financial activities, human resource efforts, and the like.

The leaders neglect the deepest and most important realm of all, the realm which determines to a large extent the success or failure of the organization. That's the 80 percent representing human relationships. After all, organizations don't succeed or fail but the people of those organizations, people's whose activities are a manifestation of their relationships with one another. And because of the neglect, organizations don't achieve the results they are capable of.

Mind you, they don't ignore the 80 percent completely. They give a kind of passing recognition to it. For instance, they often bring in motivational speakers to pump up employees. But that misses the point. The point is that to truly come to grips with the motivational dimensions of the 80 percent, organizations need to focus on implementing motivation comprehensively and systematically. Which goes beyond simply getting people motivated. After all, people who are just motivated are useless to an organization. The useful people are those who are motivated to take right action for right results.

This means driving motivational imperatives into the very DNA of the organization's culture. That activity has challenged leaders from time in memorial. Libraries of books have been written on the subject, and I won't rehash what's already out there. Let me cut through it all with this simple imperative: cultivate an organization in which people are defined not by what they have to do but what they get to do.

That is all you really know about great relationships and all you need to know.

This shift from relating to people so they have to do things to relating to people so they get to do them can be one of the most profound shifts any organization undergoes.

Yet few leaders are aware of the shift or how to go about making it happen -- especially in a comprehensive, systematic way.

The analogy with the universe stops here. We don't know what dark matter and dark energy is. However, everyone knows this 80 percent because everyone lives this 80 percent every day. What people don't know is how to harness it to get results.

There's only one way to make it happen consistently. Have the people in the organization give Leadership Talks -- lots of them.

In many books and hundreds of articles, I have described the Leadership Talk. It's been working for many hundreds of leaders in top companies worldwide for the past 21 years.

Essentially the Leadership Talk is all about not simply communicating information, the way speeches and presentations do, but establishing deep, human, emotional connections with the people – then translating those connections into have the people take action that gets great results.

Only Leadership Talks can move your relationship with them from ordering them to do a job to having them want to do the job. That "want to" -- that getting to do things rather than having to do things -- is the crux of delving into the 80 percent realm, which is the very heart of your job and ultimately career success.

How to identify poor leadership programs

Whenever we think of leadership, we turn to the Internet to learn more about it. However, all you have to do is to read this article to learn more.

We have compiled an article on leadership, which cannot be compared to another. Read on to see if we prove ourselves right.

There seems to be a real deficit in good leadership and a large surplus of poor and pathetic leadership in many businesses today. One can easily find example after example of poor and pathetic leadership and the resulting impacts on employees, in particular, and the health of the business, in general. So what are these poor and pathetic styles of leadership? Your Strategic Thinking Business Coach offers a list of ten (10) styles of poor and pathetic leadership.

We have to be very flexible when talking to children about leadership. They seem to interpret things in a different way from the way we see things!

Poor & Pathetic Leadership Style #1: NON-VISIONARY This style totally lacks a clearly focused and defined vision for the business.

We do hope that you find the information here something worth recommending others to read and think about once you complete reading all there is about leadership.

Poor & Pathetic Leadership Style #2: UNETHICAL This style has a total lack of commitment to high ethical standards and high standards of personal conduct.

Poor & Pathetic Leadership Style #3: INFLEXIBLE This style exhibits an unwillingness to adapt to change.

Poor & Pathetic Leadership Style #4: DISHONEST This style has a lack of honesty and includes being prone to lying, cheating and/or stealing.

Poor & Pathetic Leadership Style #5: SELF-CENTERED This style has the character of an egotist and someone who will always put self above any other interest of the company and/or employees.

Poor & Pathetic Leadership Style #6: INCOMPETENT This style has someone with a lack of experience, skill and/or training to be a leader.

We were furnished with so many points to include while writing about leadership that we were actually lost as to which to use and which to discard!

Poor & Pathetic Leadership Style #7: LOOSE CANON This style has someone with a lack of self-control and discipline.

Poor & Pathetic Leadership Style #8: UNCARING This style totally ignores or disregards the needs, wants and desires of others, especially employees.

Poor & Pathetic Leadership Style #9: ISOLATIONIST This style minimizes or disregards the needs and well being of anyone outside the group or employees where they have direct responsibility.

There are many varieties of leadership found today. However, we have stuck to the description of only one variety to prevent confusion!

Poor & Pathetic Leadership Style #10: SABOTEUR This style includes deliberate actions to disrupt, prevent or in some way cause to fail or falter the implementation of new ideas and changes or something the leader opposes doing.

Okay – what are some of the impacts of these poor and pathetic leadership styles? A 2005 survey by Price Waterhouse Coopers found U. S. companies spent an average of 48 days and $3,270 filling a vacancy. Another nationwide survey showed 67% of working adults ere actually looking for another job and another 34% plan to change employers within the next 3 years. The American Institute of Certified Accountants found 83% of their member firms cited the inability to retain employees as a factor in their ability to grow their business. And another survey found that 85% of managers believed employees leave because of pay or better opportunities, while 80% of employees said it was poor management practices or toxic cultures as the reason for their leaving. WOW – there seems to be a big disconnect on this one. And if this is not enough to give you an idea of the impact, I suggest you visit www. perfectlaborstorm. com and learn more.

Your strategic thinking business coach challenges you to have “zero tolerance” for any of these poor and pathetic leadership styles in your business or organization.

Glenn Ebersole, Jr. is a multi-faceted professional, who is recognized as a visionary, guide and facilitator in the fields of business coaching, marketing, public relations, management, strategic planning and engineering. Glenn is the Founder and Chief Executive of two Lancaster, PA based consulting practices: The Renaissance Group, a creative marketing, public relations, strategic planning and business development consulting firm and J. G. Ebersole Associates, an independent professional engineering, marketing, and management consulting firm. He is a Certified Facilitator and serves as a business coach and a strategic planning facilitator and consultant to a diverse list of clients. Glenn is also the author of a monthly newsletter, “Glenn’s Guiding Lines – Thoughts From Your Strategic Thinking Business Coach” and has published more than 225 articles on business.

This article has practically covered all points on leadership. Do you feel the same thing upon reading this article?

Entelechy speaks to bill george about authentic leadership

I’ve had the pleasure and honor to meet some of the world’s greatest leaders and leadership gurus, from Sir Richard Branson, General Tommy Franks, and Captain Mike Abrashoff to Dr. Warren Bennis, Dr. Henry Mintzberg, and Tom Peters.

I recently had the opportunity to meet with Bill George, former chairman and chief executive of Medtronic, Inc., the world’s leading medical technology company, and author of the best-selling book, Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value.

Bill George speaks boldly against the “shareholders are king” philosophy that has created many of the problems facing businesses today. With corporate accounting scandals rampant and CEOs being handsomely rewarded even while their companies are rushing headlong to failure, George believes that leaders must reexamine their values and principles and refocus their companies on the things that create true sustainable value: satisfied customers serviced through valued employees.

In the pursuit of shareholder – not customer – value, CEOs have been driven to pursue quick riches – almost always at the expense of long-term growth and customer service. Worse, this misguided pursuit of shareholder profits has led some – as evident in Enron, WorldCom, Adelphia, and others – to create the illusion of profitability and growth.

Where’s the leadership? In many cases, the leadership is as vaporous as the long-term profits.

Bill George calls on all of us to demonstrate authentic leadership, to return to the core values of sound business. He argues that taking good care of employees and customers will result in a higher stock price than focusing on shareholder value. And his arguments are persuasive. During his tenure as CEO at Medtronic, revenues grew from $750 million in 1989 to $5 billion in 2001. The company’s market capitalization rose from around $1 billion to more than $60 billion – a 37.5% growth rate compounded annually.

Bill George has faced many of the same pressures all leaders face: the CEO cult of personality, the 24/7 workday, the passionate pursuit of earnings, the excesses of ego, and the breach of trust by far too many corporate leaders in the 1990s. In his book, Mr. George draws from his rich experiences – as well as from those of leaders he admires and disdains – to illustrate his five dimensions of authentic leaders:

• Understanding why you want to lead

• Practicing solid values

• Leading with a heart

• Establishing connected relationships

• Showing self-discipline

Terence R. Traut is the president of Entelechy, Inc., a company that helps organizations unlock the potential of their people through customized training programs in the areas of sales, management, customer service, and training. Terence can be reached at 603-424-1237 or [email protected] com. Check out Entelechy's website at www. unlockit. com.

Character is it necessary in leadership

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Word count: 1000

Character plays a vital role in leadership and one's career. Yet few leaders come to grips with its content and meaning and so miss great job and career opportunities. We all know character when we see it, but few leaders know what it exactly is. They don't know what precise role does it plays in getting results. Nor do they know what character plays in their careers.

But character can make or break a career. For instance, a key function of character in leadership is to engender trust in people. People who perceive that a leader's character has serious defects will not likely trust that leader and so fail to devote themselves wholeheartedly to taking action that realizes that leader's aspirations. Leaders who lose the trust of the people they lead are failures in the making. On the other hand, leaders with the people's trust can motivate them to accomplish extraordinary things.

To understand character and its relationship to leadership, let's first understand character's root, which comes from a Greek word, "KHARAKTER", a chisel or marking instrument for metal or stone. Our character, then, is our mark engraved into something enduring. We can mold mannerisms, but we must chisel our character. Of course, we don't carry around a stone or a sheet of metal marked with our "character". The enduring thing is the aggregate of the traits and features that form our apparent individual nature.

"Apparent" is the operative word. Our character exists not only in and of itself, but also as an appearance to others. The fact that character exists both in us and in the minds of other people holds a powerful leadership lesson.

To begin to understand the role character plays in leadership, describe three of the best leaders in history. Then, list three to five character traits that made each one the best.

Describe three of the worst leaders in history, and list three to five character traits that made each one the worst.

Now make the same lists for the people in your industry and your own organization.

Did you learn something new about leadership and character? If so, precisely what?

I emphasize "new" because, in identifying elements that compose character, we come to understand the thinking processes that help us form perceptions and judgments on character. Because we commonly make snap judgments about people and their character, we must be aware of how and why we make those judgments, so we can clarify and make better use of them in our leadership.

The ultimate character we must be concerned with, of course, is our own. Our character influences our leadership, and through our leadership, our jobs and careers. Few leaders make the connection between career and character in this way, let alone do something about it. Your doing so will give you a tremendous advantage in your career.

We know that it's much harder to see our own character than for us to see the character of others. At this point, however, it's unnecessary to try to understand what your character actually is. You need only realize that, for purposes of leadership, your character is forged in values and manifested in relationships.

Values are the qualities that spur action. Moreover, values are tied to emotions. We feel strongly about the values we hold and look to others to hold, and because of such feelings, we're usually acting on our values in one way or another.

Look at the character of the leaders you described. You probably described values — or lack of them.

(Whenever I ask people to describe a specific leader, they invariably cite values as the main elements.)

Which values did you admire in the leaders you chose? These might include, honesty, integrity, persistence, compassion, wisdom, simplicity, sincerity.

To help you do this, read the introduction to Marcus Aurelius' Meditations, in which the stoic philosopher and Roman emperor (AD 121–180) describes the character of the people who influenced his own character. His description of Maximus illustrates my meaning:

"From Maximus I learned self-government, and not to be led aside by anything; and cheerfulness in all circumstances, as well as in illness; and a just admixture in the moral character of sweetness and dignity, and to do what was set before me without complaining. I observed that everybody believed that he thought as he spoke, and that in all that he did he never had any bad intention; and he never showed amazement and surprise, and was never in a hurry, and never put off doing a thing, nor was perplexed nor dejected, nor did he ever laugh to disguise his vexation, nor, on the other hand, was he ever passionate or suspicious. He was accustomed to do acts of beneficence, and was ready to forgive, and was free from all falsehood; and he presented the appearance of a man who could not be diverted from right rather than of a man who has been improved. No man could ever think that he was despised by Maximus, or ever venture to think himself a better man. He had also the art of being humorous in an agreeable way".

Choose five character values that you particularly admired in the leaders you described. Then make those values into triggers for action in your leadership, acting on one at a time. In other words, you'll have five actionable value attributes that can help define the way you lead.

For example, let's say that one of the leaders you described was Maximus, and you said his character included cheerfulness (that's a value!), dignity, honesty, generosity, candor, never complaining, and always being ready to forgive. You might choose "always being ready to forgive," but you could choose any one, or a combination, of the others.

Make it actionable. In other words, think of someone in your leadership sphere whom you have a gripe with, someone you may have wronged or been wronged by, and take action. Seek out that person and "be ready to forgive." See what happens. Don't expect any particular outcome; simply manifest that single character trait and let what happens happen.

That's simply one example of how to turn a character trait into action. Choose any trait. Just be sure you described that trait, and that it's something you want to emulate. In this way, you'll begin manifesting character in your day-to-day leadership, and, equally important, you'll be conscious of that manifestation — which the vast majority of leaders aren't.

William shakespeare s leadership lesson crowns for convoy

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Word count: 660

As a leader, you'll inevitably be faced with people wanting to leave your team or organization. Learning how to deal successfully with the challenge is a vital skill that can have a major influence on your career. And one of the best ways of developing the skill comes from Shakespeare's Henry V.

The stirring speech of Shakespeare's Henry before the battle of Agincourt contains many leadership nuggets. But commentators who recount the speech usually overlook a particularly valuable one. They focus on the speech's "band of brothers" aspects but neglect the fact that Henry also said that if any of his soldiers would rather not fight, he'd give them passport and "crowns for convoy" back to England.

Henry was aware that some of his soldiers were reluctant to fight; for he led a rather bedraggled army. History recounts they had marched 260 miles in 17 days. They were short of food. They were drenched by two weeks of continuous rain. Many of them were suffering from dysentery contracted from drinking fetid pond water. And they were facing the flower of French knighthood, knights who were rested, better equipped and eager for battle. So there were probably many soldiers who wanted to avoid battle, get quickly to the coast and board ships for England.

Shakespeare has his Henry respond to these leadership challenges in a telling way. Instead of trying to cajole those who wanted to leave into remaining with him, or on the other hand, punish them, he did something much more effective: He actually offered them passports and money to go.

"Rather proclaim it, Westmoreland, through my host,

That he which hath no stomach to this fight,

Let him depart; his passport shall be made,

And crowns for convoy put into his purse;

We would not die in that man's company That fears his fellowship to die with us."

Now, apply this lesson to those people who tell you they want out. Their attitude may seem negative; but you have an opportunity to get positive results by reshaping your relationship with them in productive ways and boosting your leadership effectiveness with the people who remain.

Granted, if somebody wants out, your knee-jerk reaction may be to say, "Good riddance! Don't darken my door again." But let's examine this. When somebody wants to leave, two facts apply. One is that, clearly, that person - for whatever reason - is dissatisfied and is looking for satisfaction elsewhere. And two is that you have a relationship with the person. It might be a good relationship. It might be a bad relationship. But here's the point: You don't want to get the two facts mixed up in a bad way. Because that relationship will continue in one way or another even if you don't set eyes on each other again.

A bad relationship with an employee that left your organization can come back to haunt you in many unforeseen ways, such as poisoning your relationships with the people who remain behind.

Whether people want to leave because they want to or because you want them to, do this one thing: offer "crowns for convoy." In other words, give them the tangible means to depart. Put aside any rancor or frustration you may feel and become genuinely interested and actively involved in solving the problems associated with their leaving.

For instance, let the person take charge of their leaving. Help the person draw up an action plan of their own choosing that will facilitate their departure in the best way possible. Support those actions in precise ways – as long as they are reasonable and won't harm your organization and the people who are remaining in it. Provide milestones and ways that you and the person can evaluate and monitor progress in carrying out the plan.

By having the person take charge, by showing good will, and lending concrete assistance, you'll be creating an opportunity to change your relationship with them. You'll set the stage for your working together in a positive way irrespective of whether you'll ever see eachother again. Thus you'll help mend bad feelings that might have otherwise grown unnecessarily worse.

CROWNS FOR CONVOY is all about giving people control of their leaving in an environment of free choice, action, helpfulness, and good will.

In doing so, you may transform a potentially bad situation into a beneficial one. And who knows? Maybe, like Henry, you may achieve an unexpected accomplishment.

How to become an opinion leader

"How do I get good people to listen to me?"

When's the last time you asked yourself that?

Part of the reason marketers everywhere have such a tough time getting people to listen to them is because their audiences (i. e., us) don't believe them entirely.

So how can they become an opinion leader?


We all know the marketers are "selling" whatever (they're professionals aren't they?) and that they'll say whatever nice words and make whatever promises they have to, to make the sale.

So we, as marketers, are suspect. Yes, including network marketers. Because a normal consumer doesn't know if we say the nice things to sell it and make a few shekels, or because we really love it ourselves.

Here's the good news...

We ALL like to buy stuff, don't we? So ask yourself: What kind of person do YOU most like to buy FROM?

Here's what I do. For anything that matters, I seek out a member of the club, so to speak.

As an avid tennis lover, if I'm thinking about a new tennis racquet, I'd not go to Wal-Mart to buy one. Instead, I have usually gone to a good tennis coach, took a lesson or two, and asked them for a recommendation. I go to the best tennis places and people I can find. Because I love tennis.

And yes, of course I know the person or shop is making something on the sale, I don't care. What matters is that they know and love their tennis.

Say you, as a consumer, know that nutrition matters. You know you need to supplement. And you want whole food based products, no synthetics.

Or you're someone concerned about how your skin looks, and you believe that the ingredients in the skin care products you use make a difference. E. g. no chemicals or no animal products.

So who would YOU rather buy from?

A. The sales rep who sells various nutritionals or skin care products as part of their 'line',


B. Someone who cares about nutrition like you do, or about skin care and chemical-free products like you do, and who sells a specific line because THEY love it and use it themselves, too?

This is where network marketers have a very big edge over regular marketers. If you sell it because YOU love it - because of how it helped you - you are like the tennis coach recommending a racquet so an aspiring player. You are an instant 'opinion leader' to tennis players and tennis player wannabes.

The regular marketers are all abuzz about what it takes for a corporate spokesperson to be perceived as an opinion leader, so they'll be listened to when they deliver their product pronouncements.

In a survey by a prestigious PR firm, they asked, "Who is a respected opinion leader?"


"68 percent of respondents said: 'A person like yourself or your peer' is the most credible spokesperson about your company."

Isn't that what we just said? A member of the club (or even more passionate than you), or your peer or better? Someone like you or even more so?

Regular marketers have a much bigger hill to climb than network marketers. Many don't use what they market, and they don't market it because the products have changed their lives. They are usually NOT a member of the community of those who care about X.

They just try to sell stuff to people who care about X.

People who care about X, being consumers, don't like buying from people who really don't care about X in their own hearts and lives.

We want to buy X from X lovers.

X lovers are X opinion leaders.

An effective style to use in public speaking audience participation

An effective public speaker should be able to utilize devices that will be able to capture the attention of the audience. One effective means for them to give you that much needed interest is this: get them to go on stage. Make them participate. When someone is on stage and he or she happens to be a member of the audience, the rest will almost always stay attentive. Why? Because they would like to see what you will be doing to one of them. Also, because they are thinking they could be up there themselves and so to save their precious egos from embarrassment they at least need to know what is going on.

No matter how good or excellent you are as a presenter or as a public speaker, nothing beats the excitement of getting someone to be on stage who really should not be there in the first place. What is going through their minds at that moment when you pull an unsuspecting someone from their complacency is that, “Oh my god, what if the speaker selects me to go up there next? What am I going to do?” Then later, “I need to pay attention to this.” A little bit later as you go through your presentation, the audience will then most probably think, “What point is he/she making?” And then as you take your point across, the audience will then get to think, “Now I get it.” Because you made them pay attention, you have forced them to listen and respond to your statement in the privacy of their minds.

However, there are those extremely shy and very sensitive members of the audience who might withdraw from going through the rest of your presentation if they hear you will be calling on them up on the stage. The objective is to gain an audience and not to lose any of them.

Make it clear prior to your asking someone to come up on stage with you that you are asking for a volunteer and that no one will be forced if they do not want to. Notice that if the majority of your audience are shy, once you finally get someone to be on stage, all of them will almost always heave a sigh of relief that you would actually feel a breeze pass you by, really.

Another way to get the audience to participate as well as pay attention is by giving them due recognition. Try to acknowledge a single member of the audience for a specific achievement or a moment of a good performance, or also acknowledge a group of the audience.

Public speaking tip conquer stage fright

Perhaps, there is no effective way to deal with nervousness but to deal with it squarely. Everyone who’s in the business of public speaking understands the feeling of standing in front of the crowd and delivering your speech.

There has been no more dreadful experience as compared to speaking in front of a huge crowd. In fact, in more than 1,000 people surveyed in a certain study, they would rather jokingly prefer to die instead of participating in a public speaking engagement.

This provides evidence that more than 86% of people object to the idea of delivering speeches and conducting talks, which in turn exposes themselves to possible ridicule should mistakes arise.

Symptoms of Stage Fright

Let’s face it; nobody is perfect. Famous orators, statesmen, leaders of nations, and even the most well-read scholars become fidgety before and during speeches. This very same fact puts you on an equal level with them and confirms its normality.

Despite these facts, people sometimes find it difficult to handle such situations and end up ruining such an important event. Among the symptoms of the above conditions are the following:

Excessive perspiration (sweat)

Unexplained nervousness

Sudden drop in body temperature

Abrupt onset of sore throat

Dry lips and mouth

Skin starts to look pale

Trembling knees, lips and voice

Increased palpitations

Nauseating feeling

Irregular breathing pattern

Overpowering Stage Fright

Before devising plans to minimize the effects of social phobia, it is best to identify the source of nervousness, why it occurs and how you could possibly lessen, if not ultimately abate such physical anxiety.

Just as experts in the field suffer from such feelings, ordinary people need not be overly concerned that they are alone. The truth is, such physical trepidity is a fact of life.

Swart, Margolis, and Den Boer, three authorities in public speaking, articulated on their views about speech and oration and the reason for the characterized physiological responses of people undergoing such processes.

They commented on the truth that people expecting humiliation and fear of public inspection and examination become overly saturating to the point where one is no longer able to deliver a quality talk.

Perchance, as long as you are alive and you are able to respond to the many things happening in your environment, the feeling of anxiety, nervousness, and fear arising from such a situation prevails.

Tips for Overcoming Stage Fright

Below are tips on how to get better with the dangers of public speaking. They are not meant to take away the feeling of panic during your speech but will, in a way, help you manage the stress associated with the situation.

You don’t have to follow all the recommendations listed below but choosing one or two or a combination of any of the ones which you think will work best for you is one roadmap to making your speech as perfect as you want it to be.

Don’t let the situation control you. Use that nerve to your advantage and walk with confidence with your speech as your effective tool in controlling others with your convincing remarks.

Take a Deep Breath – relax and focus on your breathing. This will ease up your stressed muscles and will help you concentrate on your speech.

Resist Intimidation – Forget speaking in front of people who are smarter than you. A university study shows that more often than not, more than 80% of your audience at a time does not have a complete background on your topic. This gives you a leading edge and puts you on a higher level of intellectual advantage.

Be Prepared - Nothing beats a well-prepared speech plan. Get enough practice and repeat it as many times as you can.

Ward Off Physical Distractions – Eliminate details which can cause confusion and distract you from your main business. Uncomfortable clothing and accessories that are irritating to the skin causes skin rashes. Wear light clothing or something which you are comfortable with.

Establish Eye Contact – Making eye to eye contact with your audience is the best way to deliver sincere and convincing oral discourse. It allows your audience to keep their attention on you and concentrate on what you have to say.

Choose the Right Food at the Right Time – Eat at least 3 hours before your actual speech. Food taken long enough before you do your talk perks your body up and provides you with the necessary energy to carry on the task of speaking.

Top 7 mastery principles to building a 1 000 000 enterprise

Are you aware of the single ** most powerful ** asset in your business? Is it money? Is it employees? Is it your credentials or intellectual knowledge? Is it your products or services?

No, actually, it is none of these. Your single most important business asset is your MIND ... more specifically, your mindset.

Your business only grows as quickly as you, your mind and your thinking do. If you want to create a $1,000,000+ business, you must think like a $1,000,000+ business owner. You must in your mind’s eye already BE a $1,000,000 business owner.

The seven mindset principles below are crucial to building a $1,000,000+ business. Print this list, and refer to it often. Devoting as little as 15-30 minutes per day to shifting your mindset is THE single best investment in building your $1,000,000+ enterprise.


Great companies and great business leaders do great things that leave a lasting legacy and make this world a better place for you and me. Such leaders create CAUSES, not businesses. If you want to get to the $1,000,000+ level in your business, you must have at its core a “transcendent” purpose for its existence - a purpose that bigger than yourself and your own self-interests.

Viktor Frankl, the great Austrian psychiatrist, said it best: “Success, like happiness, cannot be pursued; it must ensue ... as the unintended side effect of one’s personal dedication to a cause greater than oneself.” What is the transcendent purpose of your business? How can you make your business a vehicle for making a differencein your customers’ lives?


Whatever you focus on, that is what you will multiply in your business. If you focus on the problem, you will get more of the problem. If you focus on finding a solution, the door will open to more solutions. Wherever your attention is, will drive your most probable outcome. Where is your attention right now in your business - on the problem or on the solution?? How must you shift your attention in your business to get to the $1,000,000+ level?


What you think , you magnetize and attract. Your ** thoughts ** make your business and your world. Eg., if you are attracting low income producing or difficult customers, your beliefs about your income worthiness or about the kind of clientele that will want your products/services are attracting such marginal customers. Your business is **always** a mirror of your own inner thinking.

To go to the next level in your business, you must first get to the next level in your mind. You must know the value you offer and raise your mental sights on the kind of customers you want to attract. What challenges do you have in your business currently? How do they mirror back to you your thinking?


Having hopes, dreams and visions of becoming a $1,000,000+ enterprise is not enough to create it, although certainly a first step. Deliberate creation comes from deliberate intention, from making a **decision**, that no matter, what you will take your business to the next level.

When we come from a place of 100% committed intention, synchronicity and magic happen. Finding the right people and resources to support your vision unfolds effortlessly. Momentum pulls you in the direction of your dreams. Are you in a wishful state or have you committed 100% to creating your visions and dreams? What willit take to be 100% committed?


Marketing is **not** a battle of products. It’s a battle of PERCEPTIONS. It all starts in the customer’s mind. Perceived value, first and foremost, is what attracts customers to your business. Real value is what retains them. What are you doing to create perceived value in your customer’s mind? Are you winning the battle of



With every action, there is a consequence or outcome. While you cannot control the outcome, you can control and are responsible for your actions. This principle tells us If you want a different consequence or outcome in your business, you must take different actions.

No matter what your current level of success, a $1,000,000+ enterprise requires higher level strategies and higher level performance actions than your past efforts. Where are you getting inferior outcomes or results in your business? What different actions can you take to create a different outcome?


All riches are of the mind *** first ***. It is your MENTAL ATTITUDE that determines the difference between a floundering $10,000/year business and a booming $1,000,000+ empire. “As you believe, so shall you receive.” If you were to picture a $1,000,000+ business, how would that business be different than what you are operating now?? How differently would YOU need to be to run a $1,000,000+ business?

A FINAL NOTE: Mindset changes do not happen overnight. It takes persistent focus, effort and attention to shifting deeply embedded thinking to a new level.

However, just 15-30 minutes of time daily to mastering these principles and shifting your thinking can reap much greater rewards in your business than 1000 hours of additional efforts. The creation of a $1,000,000+ enterprise is only a mindset away.

Delivering a speech maintain eye contact

Body language is very important when delivering a speech.

Have you ever seen our great leaders fidget or make unnecessary movements while addressing the nation?

Since you are the center of attention while making the presentation, you should mind every move that you make so as not to bore or distract the people listening to your speech.

So you already have a speech prepared, you know the topic well and you are now standing in front of the audience.

They are in for a treat because you have prepared a great presentation, yet you also know that they have a very short attention span.

How would you keep them interested with what you are saying?

The answer is to maintain eye contact.

This is one public speaking technique that great speakers use when

addressing a large group of people.

Here are some tips on how you can use this "trick" to keep your audience interested while delivering a speech:

Once you have already started speaking and have delivered your

introduction, take a look at your audience.

Do not be nervous if you see one or two people frowning as you are not sure of exactly what they are thinking.

Instead of looking out for unfriendly or blank faces, search for the people who are smiling and nodding their heads.

Try to focus on this person for a couple of minutes and look him or her in the eye.

This way, you would have an immediate "friend" in the audience to whom you can look at and gain confidence from.

This will not just increase your confidence but also relax you in the course of your speech.

Gaze steadily at your audience, moving from one part of the room to

another. This way, you would immediately grasp their attention.

Never read your speech. Just make an outline of the important points that you can expand on.

If you have visuals, do not read the bullet points word for word as this might imply that your audience cannot read that themselves.

With this, you are instantly creating a "bond" with your audience as a

speaker since you do not have to keep on looking at your notes through the course of your speech.

The key to delivering a great speech is to just breathe, relax and make eye to eye contact with your audience.

Thus, you are not just making a physical connection with them but you are also ensured that you come out as a sincere speaker who wants to inform and interact with the audience through your speech.

8 steps towards becoming the leader you need to be to succeed

An important part of success in life is the ability to lead. It is important that we not only be able to lead others but be willing to lead ourselves. No one succeeds in life by simply following others. Sometimes we simply must strike a bold new path for ourselves.

Being a good leader is more than simply being at the forefront of the crowd. A leader must act. Too often in America, we simply accept that someone looks or sounds like a leader and too rarely do we actually look at the actions that leader performs -- and that is the true test of leadership.

However, in order to become good leaders ourselves, we need to concentrate on actions rather than simple appearances. The title of this article refers to eight steps, but do not think of these as progressive steps like so many recipes or instruction manuals describe. Instead, think of these as actions that you must take on a regular basis.

First, be alert to new potentials. "Reality" is not absolute but rather subject to constant change. Think about inventors, explorers, and agents of social change who have achieved greatness. Some might simply say that certain people are successful because they are lucky to be in the right place at the right time. Maybe so, but if they hadn't had their eyes open for the opportunity, then it wouldn't have mattered if they were in the right place.

Second, accept inspiration from wherever it comes; even your opponents. The wisest leaders constantly study their competition. In war, politics, and business we constantly see examples of this research and reconnaissance. Too many times though a certain study, many concentrate on finding a weakness to exploit. If you want to a be a leader of positive change don't fall victim to this trend. Instead, if you find a weakness, make sure to avoid that pitfall yourself. If you find the strength then find a way to strengthen your own qualities to match.

Third, learn something new and promote in new ways every day. This means you must continually seek to expand your horizons, internally and externally. Feed your mind with new lessons and knowledge, but constantly expand your social horizons as well. Seek out and meet new people and immerse yourself in new social situations. You never know when these new experiences will help you in your leadership role.

Fourth, search for and find answers in subtle clues. Look beneath the surface and constantly question. This is an extension of the third step in that you are seeking new knowledge. But this also means that you will need to step off the traditional paths of knowledge. Don't simply read books in the literary canon or the bestsellers list. Take seminars rather than classes as there is more room for questioning and debate. Seek out the unconventional thinkers, teachers, and writers.

Fifth, improvise if no existing solutions are available. No excuses. Necessity is the mother of invention. How do you know it won't work if you've never tried it before? Remember, not all approaches need to come from the front. Look at your problem from all sides and systematically attempt different solutions in various combinations.

Six, make at least one person you care about happy every day. If you make it a point to be thoughtful and caring for one person every day then soon this thoughtful, caring behavior will become a habit and that habit will spread to the others around you. Making someone else happy also feeds your own personal happiness. Just imagine how much better the world would be if we all did a little bit more to spread happiness.

Seven, offer help, even if there's no apparent advantage to you. This means more than writing a check. It means giving of your time and energy and yourself. Sometimes it will mean helping someone you don't know and sometimes it can be a very personal action.

Finally, never let negativity be your last word on the subject. If your final words are negative than no matter how hopeful you may be about the potential of a project or action the lasting impression you give to others is one of negativity. Accentuate the positive and you are more likely to see a positive outcome.

If you follow these eight action steps not only you will be a better leader but also lead yourself to a more successful life.

Leadership - how can leadership programs be measured

Perk up your presentation with these facts of leadership.

This article on leadership aims at providing you with all the necessary matter you will need to understand more about leadership. So read it well.

Leadership matters. Any one person may have an effect on the behavior of others at any time. The nature and intent of that effect determines the influence, direction and outcome of leadership. Organizations depend on leadership for direction, momentum and a plan for sustainable success. How do we recognize leadership exists? How do we develop leadership? How can leadership be measured? These are questions this article seeks to explore.

How do we recognize leadership or know that it exists? Generally, leadership is defined by characteristics and results. Yet formal leadership development nearly always focuses exclusively on characteristics, relying on hope that results will ensue. Unfortunately, leadership is seldom really measured beyond an intuitive or anecdotal approach.

Never be reluctant to admit that you don’t know. There is no one who knows everything. So if you don’t know much about leadership, all that has to be done is to read up on it!

For example, a person in a leadership role is deemed "successful." We want to replicate the leader's success, so we try to replicate the characteristics, skills, values, competencies, actions and behaviors of the leader. We edify and attempt to emulate these qualities in others, but we seldom get the same results. Corporate America is full of "competency-based" leadership development programs, what one might call the "injection-mold" approach. Competency-based leadership development has an effect on organizational culture, no doubt, but not always the desired effect. Leaders who somehow "measure up" to the desired competencies do not always produce desired results.

Ultimately, producing results is the reason we study leadership, the reason we seek to develop leaders, the very reason we need leaders. So it stands to reason that leadership also has been measured based on the results produced, regardless of how those results were achieved. We need look no further than Richard Nixon or Kenneth Lay to recognize the down side of such one-dimensional measures.

Getting information on specific topics can be quite irritating for some. This is the reason this article was written with as much matter pertaining to leadership as possible. This is the way we aim to help others in learning about leadership.

The leader's role is to establish the conditions (the culture, the environment) under which others can take right action to achieve desired results. "Desired results" are best defined by the vision, mission, values and goals of the team or organization. Therefore, leadership is best measured by the how well followers execute the vision, mission and goals while "living out" the desired values. This leads us to a new premise: that leadership should be measured by the results produced and how they are produced, as so often stated. However, there is a critical third element, that is, by whom are the results produced. If it is the leader that produces the desired results, then this should rightfully be attributed to individual action without any contributing effect from the behavior of others.

There is an obvious link between communication and leadership -- the basic reason for communication and for leadership is to prompt some form of behavioral response or action. Leaders must communicate by speaking, listening, reading, writing and action. Leaders produce results and as other authors have stated, "Leaders get results through people." Follower behavior, not leader behavior, defines leadership. This might lead one to argue, wrongly, that there is little difference between leadership and coercion. Coercion, or creating an environment using fear or incentives as motivational tools, may work temporarily yet is seldom sustainable. Performance declines, conflict ensues or people leave.

Using the intuition I had on leadership, I thought that writing this article would indeed be worth the trouble. Most of the relevant information on leadership has been included here.

Ultimately, the brand of leadership we seek in contemporary life is best defined, developed and measured based on whether intended results are achieved, how they are achieved, the value of these results to others, and whether followers take discretionary action to achieve the leader's vision, mission and goals. Leadership depends on the achievements of followers. Leadership development must be tied to intended results of those who are lead more than competency sets of those who lead. Evidence of effective leadership can be found in the daily attitudes and habits of followers. Ultimately, leadership can be measured by the achievement of discretionary goals by followers

All this matter was written with passion, which led to the speedy completion of this writing on leadership. Let this passion burn for some time.

In leadership good enough is pretty bad

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The first time I meet a leader to decide if we should work together, I invariably ask one question. The answer to that question gives me an idea of whether we'll have a productive relationship. The answer also tells me how the career of that leader might turn out.

I ask, "Are you satisfied with the results you're getting now?"

It's a simple enough question, yet it points to a world of difference between leaders. Because if the answer is "yes" then our meeting will be brief. We'll quickly go our separate ways. My leadership methods can't help a satisfied leader, a leader who lives by "good enough." Those methods can only help if that leader has a powerful dissatisfaction with the results h/she is getting now.

To understand this, let's go back to basics: Leaders do nothing more important than get results. If you can't get results, you won't be leading for long. Somebody who can get results is always waiting in line to take your place. If "good enough" is okay with you, you are the next best thing to somebody who can't or won't get needed results. So, "good enough" is your enemy, "powerful dissatisfaction" your benefactor.

I'm not saying that you should go around in a funk powerfully dissatisfied with everything and everyone. You'd be a royal pain. What I am saying is results should be seen not as an end in and of themselves but part of a natural process to get more. Powerful dissatisfaction does not have to be a downer. It can be a joy. The joy of having the opportunity and privilege of thinking anew and acting anew. To be powerfully dissatisfied, one must be relaxed, open, caring, and humble. Banishing "good enough", embracing "powerful dissatisfaction" becomes a profoundly enriching way not only of being a leader but of living one's life.

So, take a joyful, powerful dissatisfaction into your leadership activities and see the difference it makes in your interactions with others and in results.

You are your own - president

Congratulations! You are the president of your own nation, and it is called "Imagination". This particular nation is the driving force behind your life and is the underlying factor for your future. You need to realize that you have an enormous responsibility as the President of this Nation, because you need to always focus on the future and strive to have the ultimate nation. You need to internalize the power you have as the President of your own nation. Among many things that you have is the power to choose and/or consider. You are the one who holds the votes on who is allowed to live in your nation!

As I have written about in the past, you must create and begin to maximize your mastermind team. This team will empower you to build an unreal imagination and make others wonder why you are achieving such an awesome level of success. As the President, you will inspire others to create other phenomenal imaginations of their own. The world needs many people who are proud of their own "Imagination”.

Each of us has the ability to imagine such powerful dreams for our future, which can change the destiny of millions of people. Let's think about a few people who had unreal imaginations -- Henry Ford imagined an 8-cylinder car and then achieved it. The Wright Brothers imagined men could fly and then discovered a way to make that possible. John F. Kennedy said that we would have a man on the moon and then achieved it. Ask yourself right now, "Where did they all dream of those achievements first?" The answer to that question is...They did their dreaming in their own nation called Imagination!

You need to take some personal time and evaluate how you are handling your nation. Are you proud of what you are imagining you can be or what you can do? If you answer that question truthfully, you will either be enthused or disillusioned. You truly need to re-examine your nation. I suggest that you brainstorm, which means to take some time for yourself and just write down all the dreams that you have but never even wrote down. I also recommend that you write down 100 of them and then put them away for 2 days so that they can sink in a little. When you go back and read them, your inner spirit will direct you to the one that you need to focus on and begin to design with your own "Imagination". Each of us is empowered to create wealth for ourselves in every aspect of life -- spiritually, physically, and financially!

I challenge you right now to utilize your God-given imagination and imagine whatever you want to be then you will empowered to run your nation in the most productive methods possible. This alone will entirely change your life for the better, because now you have a responsibility as a President of a nation - your "Imagination".

Find Your WHY and FLY!

John Di Lemme

How one-on-one executive coaching can work for you

: Does your company need a jumpstart? Is revenue low, morale declining, and your leadership tactics no longer making an impact? This may be the perfect time to look into leadership coaching. A good executive coaching program should do more than just set you up with a speaker reading over a PowerPoint presentation. Team up your senior leaders with a good corporate coaching program, and you could be discussing fostering relationships, building strategy, and improving revenue and communications all while hitting the slopes, climbing a mountain or rafting some white water. It’s easy to connect in an environment where you can be creative, and think outside the box. A good leadership system can make all the difference in your organization. It effects; communication, human performance, accountability, delivery and measurement. A one-on-one approach, and a program that is tailored to suit your organization’s specific needs, is the best choice in executive coaching. There are a few important things to consider if you want to engage in an executive coaching program. Look for a company that will provide you with someone who is more than just a speaker. You want to be paired up with someone who will be a trusted advisor to you as your organization grows and changes. Also, a good coaching program will include industry consultants to provide expert advice in some technical areas. Talk to your consultant about the specific goals you want your leadership program to meet. Every business or organization needs direction in a different area or department. This is what makes a one-on-one coaching program so unique; you work on meeting goals where your company needs it the most. To learn more about your possible executive coaching program, please visit www. maxcomminc. com today.

Leadership skills managing meetings

Analyse Strategic Level Meetings Needs, by: considering the strategic direction and objectives, and senior level operational objectives; identifying an appropriate structure of meetings to satisfy the communication and decision making needs in these areas. Evaluate The Current Meetings Structure, by: analysing the current structure and format of senior level meetings: identifying and evaluating the frequency, format, attendance, and outcomes of current meetings; comparing these findings with the needs identified in the previous stage. These two stages are critical. In all areas, and at all levels, leaders of organisations must not allow the status quo to remain in place without regular and rigorous evaluation against current and forecast objectives. The same is true of senior level meetings. The attendance, format, frequency, and outcomes must be regularly evaluated to ensure that they meet the needs of the current strategic direction and objectives.

Establish Agreed Meetings Structure, by: informing and discussing proposed changes with all senior level stakeholders; agreeing and implementing the revised or new structure; providing training for new roles and approaches, where necessary. Changing the existing framework and format of senior level meetings will inevitably cause some disruption and possibly some conflict. However, it is essential that the organisation has structures and processes in place, at all levels, and in all areas of activity, that support and contribute to the strategic direction taken by the organisation. Meetings are a key part of the communication, information management, and decision making processes, and must therefore be shaped and managed to meet the needs of these functions. Any difficulties that change in this area brings, must be dealt with and overcome.

Planning for meetings for the leader, by: discussing and agreeing with colleagues, when appropriate, the purpose of the meeting; deciding on the purpose of the meeting; setting clear and precise objectives, as outcomes of the meeting; deciding on who should attend, though this might be a by-default list it is still necessary to review this regularly; set an appropriate date, time, and place for the meeting, again a default may apply, but should be reviewed regularly; issue an agenda to all participants and to all other stakeholders; issue supporting information in time for participants to become familiar with it; arrange pre-meeting discussions where necessary; ensure that necessary administrative arrangements will be made; complete personal participation preparation. Planning for meetings for the participants, by: ensuring that all participants are made aware of their obligations to prepare professionally for the meeting; ensuring that participants are provided with all necessary information to enable them to contribute to the meeting effectively; arranging for pre-meeting discussions with participants with particular concerns or needs regarding the meeting; adjusting the agenda to take into account legitimate specific needs of individual participants. In ensuring that each individual meeting is effective, planning is the most important stage. As with all key activities, appropriate preparation is the key to success. Even regularly scheduled meetings should be prepared for in the manner described above. The most common reason for regular meetings losing their credibility and influence is that each meeting is not given sufficient individual attention. The purpose, the desired outcomes, attendees, format, frequency, timing, location, should all be reviewed regularly. The leader must ensure that each meeting is managed professionally and that its purpose is not diluted by lack of preparation, not on the part of the leader, or chairperson, nor on the part of any of the attendees.

Chairing Meetings Effectively, by: being fully prepared, as described above; arriving in advance to oversee final preparations; welcoming participants as they arrive; starting the meeting at the agreed time; introducing new participants; summarising the format of the meeting; reiterating the purpose of the meeting; reiterating the agenda; shaping and controlling the nature and direction of discussion on each agenda item; ensuring that each participant is encouraged to contribute appropriately; remaining as objective as possible; summarising progress and decisions, at appropriate intervals; managing the time spent on each agenda item and overall; reviewing key discussion points and decisions made; confirming individual and collective follow-up actions; thanking participants for their contributions; reminding participants of the next scheduled meeting; formally close the meeting. When taking the role of Chair, the leader is highly visible, and the way in which they manage the meeting will be judged by the participants and add to or detract from their opinion of the leader’s capabilities. For this reason, the leader must ensure that when they personally chair meetings, they do this in a professional, firm but fair manner. Although some would argue that the Chair of a meeting should remain unbiased and act purely as a facilitator, this is not possible when the Chair is also the leader, or one of the leaders, of the organisation. Nevertheless, when acting as Chair, the leader should make every effort to facilitate effectively, whilst also presenting their own views when appropriate. A difficult role, but one that must be carried out well.

Follow Up Effectively, by: ensuring that all key discussion points, issues raised, decisions made, actions agreed, are recorded accurately; distributing the minutes of the meetings to participants; requesting action plans from participants who have agreed to take follow up actions; monitoring the progress on follow up actions; obtaining feedback from participants on their view of the effectiveness of the meeting; adjusting the approach to future meetings as necessary.

In Summary: although managing meetings at a senior level can appear to be technically straightforward, these meetings play a critical role in the strategic level communication process, and if ineffective will seriously damage the quality of this activity. In addition, poorly managed meetings can damage relationships between the leader(s) and the team and between team members. The objective of senior management meetings are to inform, discuss, make and confirm support for decisions, and agree continuing support for, or changes to, the strategic direction of the organisation. The role of the leader is to ensure that these meetings are planned and managed effectively, are productive in terms of outcomes, and contribute to maintaining the quality of communications at the senior level.

A leadership screw driver the 90 day improvement plan

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I was talking with first-line supervisors in a utility company about how to deal with poor performing employees.

"You've gotta put the screws to him!" suggested one supervisor to his colleague who was having trouble managing one particular poor performer.

"I've put so many screws to him he's dead weight!" the supervisor replied.

We all knew what "putting the screws to him" meant -- using rewards and punishments to force change in behavior.

The trouble is, rewards and punishments are the least effective ways of dealing with poor performers. That's because poor performers are usually smart, motivated, and tenacious -- when it comes to poor performing.

To change the behavior of poor performers, avoid the outside-in approach of rewards and punishments and cultivate an inside-out approach.

Aesop understood that. There is the Aesop's fable of the wind and sun competing to see who can remove a coat from a man. The wind tries to blow the coat off, but the man clutches it tightly to his body. Then the sun grows hotter, and the man, perspiring heavily and getting hotter and hotter, gladly rips the coat off.

The leadership lesson is clear: You can bluster and blow to get somebody to accomplish a task, but that's not as effective as setting up a situation in which the person gladly does it.

Here is a way to deal with poor performers using Aesop's lesson: the 90-Day Improvement Plan. A business leader tells me that he uses such plans as tools for change. Each plan is comprised of two pages: the first page pointing out that the individual must improve and the second page detailing the precise ways that improvement must take place.

"Be specific about improvement," he says. "For instance, one leader I gave an Improvement Plan to was very bright but was not getting results. He tended to deal with future, strategic issues; whereas our business wants results now, preferably yesterday. We identified specific ways he could improve his performance in getting results, such as precise calls to make and exact, quick-closing targets to pursue."

The objective of 90-Day Improvement Plans should not be to get rid of people. "Their objective is to improve performance," he says. "Though I do write on the first page, ‘If the objectives are not met, further actions, including dismissal, can be taken.'"

He sometimes combines Improvement Plans with the force-ranking of all his leaders into a 20/60/20 continuum. The bottom 20 percent get the Plan. He says, "My objective is to have the bottom 20 percent be indispensable leaders."

Mind you, in developing a 90-day Improvement Plan, keep Aesop's fable in mind and seek not compliance but commitment. The Improvement Plan must not be imposed from without but agreed upon. Here is a four-step process to do that.

First, all parties must agree to develop a 90-Day Improvement Plan. If people are forced to do it, it won't work as it should.

Second, ask the poor performers to describe what should be in it. Remember, you can veto any suggestions. However, it is best if its key components come from the other people. Only after they have run out of suggestions do you incorporate yours.

Third, develop the Plan together, and agree on its action steps.

Fourth, implement it. Have weekly or bi-weekly meetings to insure the Plan is being carried out.

If the Plan is forced upon someone, it becomes just another screw, another imposed reward/ punishment. However, if it is put together with mutual consent, indeed with mutual enthusiasm, it becomes the screw driver by which poor performers may very well gladly put the screws into themselves.

Award for a leadership development program

Why do organizations come together every year at the 2005 Excellence Fair held by the Professional Association for Computer Training?

It is because something worked well for an organization and valuable information needs to be shared. This year at the 2005 Excellence Fair it was Cargill, the international food provider (located in over 59 countries), that was recognized for their Transition into Leadership curriculum that helps employees transition into leadership roles.

So, what is it about Cargill’s leadership curriculum that has led to such great success? It began when Cargill recognized that great team members also make great leaders. But, the insights, skills, and vision needed to be an effective leader must be developed, practiced, and learned over time.

As such, the focus of Cargill’s leadership development program is to provide new and aspiring leaders with the skills required to confront the challenges and opportunities that a leadership role entails. In the program, aspiring and new leaders learn how to guide, empower, and assist the efforts of others towards greater success. These newly developed leaders are instructed on how to lead people, make a difference in their work, and fulfill leadership expectations.

So how is this leadership development program different from all of the others? This program provides new leaders with the key tools for leading effectively, while at the same time making the program specific to the development needs of each attendee. Most programs on the market do not focus on the transformation process aspiring leaders must go through to maximize their effectiveness.

The Transition into Leadership curriculum was designed to:

 Introduce the best ideas and practices in leadership today

 Identify the significant differences between leadership and management

 Determine the participants own leadership strengths and areas for improvement

 Develop and practice sound leadership skills and abilities

 Learn “best practices” through close affiliation with other Cargill leaders

 Communicate effectively and reinforce, mission, goals, and vision

 Take accountability for business results and team member development

 Embrace change and challenge the comfort zone of team members

Cargill’s leadership development program places great importance on their employees and know that they are the key part of a successful future. As a result they seek the best programs in order to create development opportunities for their employees and leaders around the world.

Cargill selected CMOE to partner with them in the development and implementation of the Transition into Leadership program. At the Center for Management and Organization Effectiveness we have been helping Cargill to create, develop and implement their Transition into Leadership program and fulfill a variety of training needs.

The past 27 years CMOE has been instrumental in designing leadership development programs for multinational organizations. We help our clients improve the leaders of today and help create the leaders of tomorrow.

Six important managerial skills for leadership

A mark of a good leader is to provide constant motivation to his team to maintain an excellence and quality in results. A good leader is always looking for ways to improve production and standards. Here are six skills you can develop in working to attain quality in the team.

1. Observation

This is an important aspect that often gets neglected due the demands on a leader’s time and schedule. Observation and regular visits to the work environment needs to be scheduled into the calendar. Observing employees work procedures and the work flow is foundational to implementing adjustments to improve results. To have credibility, a leader needs to be seen and be known to be up to date with what is happening in the work place.

2. Monitor Employee Performance

Employee performance needs to be monitored in mutually accepted ways. Policies and procedures need to be clear. Conferencing should be on a regular basis and not just when there is a problem. Assessments and evaluations should not be merely all formality or paperwork to be done. Individual and group conferencing should be undertaken with the expectation of on going professional development. There should be frequent encouragement and clear criteria for on going goals both for the group and individual.

3. Implementation of Professional Development Programs

A good leader evaluates weaknesses and provides training and development strategies to strengthen the weaker skills in the team.

4. Demonstrates Working Knowledge and Expertise

Good leadership comes from a place of strong knowledge and experience of the production and process leading to results. If a leader does not posses all the expertise and knowledge personally he should then hold regular consultations with experts. This is important in order to maintain an accurate and informed overall picture.

5. Good Decision Making

Good leadership is characterized by the ability to make good decisions. A leader considers all the different factors before making a decision. A clear decision creates confidence in the leadership.

6. Ability to Conduct and Evaluate Research

On going review and research is vital in order to keep on the cutting edge in business. While managing the present to ensure on going excellence in performance and product, a good leader is also able to look towards the future. Conducting and evaluating research is an important way of planning and being prepared for the future.

Excellent leadership is always pro active rather than reactive. By developing these six managerial skills a good leader is on the journey to becoming a great leader.

By Barbara White

How business benefit immensily from leadership programs

If you are planning to build a admirable career, maybe you should go through some basic training. Nowadays, there are actual acknowledged administration programs actuality developed. Leadership programs will advice you to access some actual all-important skills. Administration programs will accord you the bare ability to accomplish the best both in your career aswell as in your life.

Leadership programs will be the management-training affairs you are attractive for. Aswell as acceptable able training, they will advice you accretion aplomb and self-respect, things that are actual accessible in your clandestine life. These programs are assuredly a actual able way to accretion the assurances that you will charge to be accessible for a affluent career and life.

I apperceive from acquaintance that a leadership programs can calmly advance and absolute a being because I accept been teaching administration courses for years. If you go to a leadership programs with the appropriate attitude, assured that you admiration success, you will become a altogether afflicted person. Naturally, there are bodies who claiming the call of the administration programs. The success of the administration programs depends usually on the way they are taught. As bodies who advise administration programs are different, as altered are the profits you can booty from administration programs. From adolescent bodies to older, all of them accomplish the best use of any blazon of administration programs. You can accept amid about altered administration programs, although about all of them accept some axiological elements in common.

One of the key apparatus of all leadership programs is that they are aiming to body up abilities to assignment in a team. Some leadership programs alike access this architecture of team-working abilities as the centermost of the accomplished administration program. As an example, I will acquaint you that I accept heard about administration programs which centermost on the accomplishing of concrete tasks as appropriation every affiliate of the accumulation over a wall.

Of course, the point of this is not to accretion beef accumulation but to apprentice how to assignment as a team. This allotment of the administration programs will advise you how to seek anniversary member’s strengths and weaknesses. Administration programs will advise you how to leave abaft the airs you accept and to put all your strengths into the accumulation work. This is apparently the best important assignment that the approaching baton will apprentice from the administration program.

The additional axiological basic of administration programs is that administration programs usually tend to accent on aplomb and self-esteem. A baton should be aboriginal of all self-confident. A administration affairs has to advise you how to be assertive that aggregate you say is important. The leaders accept not become leaders because they are added capable, or added able than added bodies are. Surprisingly, it may about-face out absolutely the adverse thing. The leaders accept become leaders because they added aplomb than the added bodies to argue that what they say is important.

Grassroots leadership principles a review of it s your ship

At the age of 36, Michael Abrashoff was selected to become Commander of the USS Benfold – at the time, the most junior commanding officer in the Pacific Fleet. The immediate challenges that faced him were staggering: Exceptionally low morale with unacceptably high turnover. Few thought that this ship could improve. In many ways, the Benfold was actually an extreme example of the same problems facing many organizations today.

As the new head of his own command Michael only became more resolved. “In my induction ceremony, my predecessor left to cheers. The crew was actually clapping as he and his family departed. I knew then that command and control leadership was dead.”

“A lot of people do whatever it takes to secure the next promotion. All I ever wanted to do in the navy was to command a ship. I did not care if I ever got promoted again. And that attitude enabled me to do the right things for my people instead of doing the right things for my career. Along the way, it was my people that created the results that ensured my next promotion.”

The solution was to establish a system of beliefs that Michael calls GrassRoots Leadership – a process of replacing command and control with commitment and cohesion by engaging the hearts, minds, and loyalties of workers.

In his book, It’s Your Ship: Management Techniques from The Best Damn Ship in the Navy, Michael states that, “The most important thing that a captain can do is to see the ship through the eyes of the crew.”

To Michael, this meant interviewing every single person on his ship, from the most senior officer to the newest recruit -- an experience that began to generate the most invaluable ideas, often from the most unexpected sources. For example, through one of these meetings Michael was able to address one of the most demoralizing roles of the crew: relentless chipping and painting had always been a standard task for a ship’s youngest sailors, the individuals that Michael most wanted to connect with. One of these sailors simply suggested replacing the rusting hardware with stainless-steel nuts and bolts.

“I took our credit card and bought the stainless steel hardware that day,” Michael commented. “Those guys didn’t pick up a paintbrush the rest of the time I was on board.” Today, the entire navy uses that process – a solution that began from GrassRoots efforts.

GrassRoots Leadership is a philosophy that empowers every individual to share the responsibility of achieving excellence. GrassRoots Leadership has as its core tenets:

• Lead by Example – GrassRoots Leaders know they must first change their own attitudes and behaviors before expecting their crew to change.

• Listen Aggressively – GrassRoots Leaders don't simply listen, they hear what their people are telling them. They know that those on the front lines are the most familiar with how operations can be more effective.

• Communicate Purpose and Meaning – GrassRoots Leaders help their crew understand (collectively and individually) how their work contributes to the success of the overall mission, as well as understand how that work supports the personal goals they have for themselves.

• Create a Climate of Trust – GrassRoots Leaders trust and cultivate trust from their crew. Without trust, the barriers that prevent excellent performance will never be lowered.

• Look for Results, Not Salutes – GrassRoots Leaders maximize performance by making their people grow. They succeed only where their people succeed.

• Take Calculated Risks – GrassRoots Leaders know that taking prudent, calculated risks is instrumental in maximizing performance.

• Go Beyond Standard Operating Procedure (SOP) – GrassRoots Leaders look at standard operating procedure as a guideline, because SOP doesn't change as rapidly as the environment and competition. Therefore, they foster a climate that encourages people to come up with better and more innovative ways to accomplish their mission.

• Strengthen Others/Build Up Your People – GrassRoots Leaders focus on making their people grow and creating an environment where everyone can win, thereby making the entire team stronger.

• Generate Unity – GrassRoots Leaders work to not only change undesirable behaviors but to alter the underlying attitudes. By working toward a mutual respect for everyone, they level the playing field, permitting everyone to perform at their highest level.

• Cultivate Quality of Life – GrassRoots Leaders actively integrate fun into the work experience. They want their crew to have as much fun from 9 to 5 as they do at home from 5 to 9; thereby, gaining the passion, enthusiasm and creativity that they usually lock in their car in the parking lot each morning.

By every measure, these principles were able to achieve breakthrough results. Personnel turnover decreased to an unprecedented 1%. The rate of military promotions tripled, and operating expenses were slashed by 25%. USS Benfold became regarded as the finest ship in the Pacific Fleet, winning the prestigious Spokane Trophy for having the highest degree of combat readiness.

His first book, It’s Your Ship, has sold over hundreds of thousands of copies and is a New York Times and Wall Street Journal Best Seller. While receiving accolades from such business-minded entities as Wall Street Journal, Fast Company, and others, perhaps the greatest testament to Michael’s leadership style is represented by one of his crew, who published the following review of It’s Your Ship on Amazon. com:

Reviewer: EW3 Holly (Davis) Simpson from Louisville, KY December 11, 2003

I am a plankowner* of the Benfold and admired Capt. Abrashoff's leadership. His superior leadership brought the morale of our ship from just ordinary shipboard life to a ship that many in the fleet wanted to become a part of. Our ship was a show-piece and we were proud to carry out his orders.

What could have been a horribly desolate six months on deployment, including the holidays spent in the Gulf in 97-98, turned into a memorable experience for all, thanks to Capt. Abrashoff who even made UnRep a grand event! We learned from him that although we had a VERY important job to conduct, we were rewarded with pride in our accomplishments. Capt. Abrashoff was a very approachable Commanding Officer, an experience I had never encountered in the military and has been rare while employed with state government. He made an effort to see that his crew not only did their jobs exceptionally well, but that we enjoyed the festivities he provided for the ship while in port.

I have read his fantastic book, reliving all the memories of my Benfold life and have used his leadership knowledge to become a successful professional in the "civilian" world. To the readers who feel Capt. Abrashoff is "arrogant" in his leadership style--I think if you had as awesome a ship as the Benfold to be a part of, you would be extremely proud of it and the leadership that made it such a fine place to spend a few years of your life.

*a plankowner is a member of the crew of a ship when it's first commissioned

Michael Abrashoff is originally from Altoona, Pennsylvania and is a 1982 graduate of the Naval Academy in Annapolis. He currently resides in Arlington, Virginia and has recently published his second book, Get Your Ship Together.

Terence R. Traut is the president of Entelechy, Inc., a company that helps organizations unlock the potential of their people through customized training programs in the areas of sales, management, customer service, and training. Terence can be reached at 603-424-1237 or [email protected] com. Check out Entelechy's website at www. unlockit. com.

Leadership is action... not position

People respond to good leadership! Period! It is in all aspects of our lives, not just business. A mother is a leader in her home; a son may be leader of a team sport or a daughter the leader of the debate team. A group relies on the person in charge to actually lead them to success. A true leader is highly ethical, honest and respected.

In our society we have leaders and followers. Are we born to one or the other? No! Can you hone your leadership skills? Absolutely!

The leaders that I admire seem to have all of these in place:

a) They think BIG! They don’t put a ceiling in place. Instead, no limit is set as to how big or how much better something can be.

b) The goals are firmly set in place and the eye does not come off of it.

c) They make known to all involved the final product that they are all going for, example, if you sell widgets, it takes x number of widgets to be affluent, or you want to win that football game and ultimately the title. Know what you’re going for.

d) They can get compliance to orders.

e) When goals are met they set new goals or raise the bar.

People will follow your lead willingly if you are honest, ethical, if you are consistent and treat them with respect. Rewarding someone when a job is well done is always appreciated. A good leader will also off load someone who consistently hinders the group who is just not a team player.

You can improve your own self - respect and become an inspiration to others. How great is that!

Why you need a board of advisors mastermind group

This week I’ve had a lot of discussions with people about Mastermind Groups. All large corporations have a Board of Directors to be sure the company stays true to their mission, hit their numbers and fulfill their responsibility to stockholders. Small businesses (even sole-proprietorships) need them too. But usually, only those small businesses who accept private funding (from banks, angel investors, venture capitalists) have outsiders on their Board of Directors. A professional Board of Directors may not always create a happy, supportive, safe environment for business owners to turn to for problem solving, brainstorming, or even feedback.

On the other hand, we all need a sounding board, experts on our side, and a safe haven in which to ask for and receive help and advice. Every small business owner, CEO, or entrepreneur (in my opinion) must have a Board of Advisors. The easiest and fastest way to put one together is to join/create a Mastermind Group where each member gets and gives equal doses of advice from the group. I wanted to share with you my top ten reasons why you need one.

1. In a Mastermind Group the agenda belongs to the group and each person's participation is key. Peers give each other feedback, help each other brainstorm new possibilities, and set up accountability structures that keep each other focused and on track. They create a community of supportive colleagues who will brainstorm together to move each member of the group to new heights.

2. Each member gains tremendous insight, which can improve their business and personal life. A Mastermind Group is a powerful influence and resource.

3. Here is a golden opportunity to interact and collaborate with like minded people in a non-competitive environment.

4. Be part of a distinct community – a tribe. It is an instant and valuable professional support network. You get to team up with people who are better than you at some area of business or experience – people you can learn from.

5. You will find and attract people who can help and support you – good match for the long term growth and success of your business.

6. It helps you establish a strong personal foundation and see beyond what you can see yourself.

7. Share business models with each other and brainstorm with people who are already on the same wavelength. You get a sense of shared endeavor – that there are others out there!

8. You can walk away with a gem/perspective changed from each meeting – there’s no wasted time or energy.

9. Experience, skill and confidence develop from the Mastermind Groups’ support freeing you to take more risks and reach for bigger goals and dreams.

10. The Mastermind Group will help you design your business (and your life) to be the way you want them to be, not as you've been told things should be.

How to turn the dream into a reality

The first step is to understand that in order to achieve success you must take action. Inertia is the most common reason for lack of success!

What is your dream? Your goals for the future? What do you want to achieve in your life in the next week? month? year? 5 years? What would you like people to remember you for after you have left this world?

Think big - challenge yourself. Reach for the stars!

Be clear about where you are now. Audit your strengths and areas for development

What needs to be done to eliminate the gap between your dream and the reality?

Prioritize – Look for quick wins, consider those things which will have maximum long term impact. Build solid foundations, think of sustainability!

Set challenging but realistic targets. Aim high.

Communicate your vision, and keep doing so. Ensure that all stake holders understand and subscribe to the same vision.

Who do you need to involve? How will you ensure they sign up to and stay committed to the vision?

Think about the language you use – sound positive, if others think you are confident it can be achieved they will gain confidence too. Develop a “Can do” mentality within your staff. For every problem there is a solution, encourage others to see themselves as problem solvers not problem givers.

Create clear lines of communication which operate at every level and in all directions.

Break each priority down into small achievable steps, involve your team.

Who needs to do what – by when? Set a timetable

Identify the roles and responsibilities for all staff; ensure that staff take ownership without creating a “jobs worth” approach.

Ensure that people are appropriately trained and that training is constantly updated.

Build in the monitoring and review process from the start so you can evaluate performance and be prepared to adjust as necessary. (By creating a culture of development rather than blame huge potential will be released.)

Celebrate success! and remember to thank people for their contribution, give credit where it due and be generous with it.

Develop professional honesty within your staff, constructive feed back can be invaluable.

Finally leave your ego behind as it will simply get in the way of your success.

How to distinguish public speaking problems

Fear of speaking in public is number one in the list of "phobias" which Americans have.

Phobia is defined as a persistent or intense fear of a certain object, activity or situation.

Fear of public speaking is one type of social phobia which is often associated or developed through a person's adolescence.

How would you react if your boss suddenly tells you that you have to do a presentation in front of your colleagues?

If the mere thought of having to stand and speak in front of a crowd is enough to give you panic attacks, then you have this type of phobia.

As with all types of fears, you can learn to cope with your public speaking anxiety by recognizing the symptoms first.

Who knows? Once you are up there, you might eventually realize that you are good at giving speeches or addressing the public, and even make a living out of it.

People are always hungry for information and there is no to better way of keeping them informed than by conducting presentations and giving out speeches about certain topics which you have already "mastered".

First, take a look at the physical and mental manifestations of a person who experiences fear of public speaking.


Being nervous before the day of your speech has several physical symptoms, which are as follows:

1. You have butterflies in your stomach.

2. Your palms are sweating.

3. Your hands are shaking.

4. Your knees are also shaking and you feel as if your legs are about to collapse.

5. Your heart beats much faster than normal.

6. You experience a slight dizziness or you have a "fainting" feeling.

7. You have a stomach disorder.

6. Your face is flushed and your mouth is dry.

7. You have "cold sweat" all over.

8. 'Panicky' thoughts.

Any of the above symptoms are quite normal, in certain situations. However, if you experience them in excess, you might have to seek professional help.

Public speaking anxiety would also lead to a lot of 'panicky thoughts'.

You might be afraid that someone in the audience knows more about the topic than you do.

You are afraid that there is a question to come up that you are unable to answer.

You are afraid of committing a blunder for everyone to witness.

You can actually channel these negative thoughts into a more positive output, resulting in a spontaneous, very informative and even humorous speech.

By recognizing the symptoms and learning how to deal with your fear, you will eventually learn how to address the public and make it enjoyable and informative, both to yourself and your audience.

he hate me turning their bad attitude into your great leadership results

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: [email protected] com

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"He Hate Me" was the nickname of Rod Smart, a leading rusher in 2002 for the Las Vegas Outlaws of the now defunct XFL pro football league. Looking for an edge, the XFL allowed players to put nicknames on their uniforms.

"I was always saying, 'he hate me,' all through camp in Vegas," Smart said. "If I didn't get the ball, I'd talk to the other running backs and say, 'He hate me, man; this coach hate me.' I was always saying that."

Smart put He Hate Me on the back of his number 32 jersey, and now the name lives in lore, though XFL has been out of business for years.

When I first saw Rod Smart play and his "He Hate Me" jersey, I thought, "Forget about football. That's a leadership lesson!" That's because "He Hate Me" and leadership often go hand-in-hand.

Clearly, leadership is not about winning a popularity contest, it's about getting results -- not just average results but more results faster continually. To lead people to get the latter, you often must challenge them to do not want they want to do but what they don't want to do.

That's where "He Hate Me" comes in. When you move people from being comfortable getting average results to being uncomfortable doing what's needed to get great results, strong feelings, hatred and anger, are often triggered. Having people resent you, even hate you, comes with the territory of being a leader. In fact, if you are not getting a portion of the people you lead angry with you, you may not be challenging them enough.

This does not mean you consecrate their anger and let it fester. You absolutely must deal with it. After all, you can't motivate angry, resentful, "He Hate Me" people to be your cause leaders.

Here is my four-step process to help you deal with angry people you lead. (1) RECOGNIZE. (2) IDENTIFY. (3) VALIDATE. (4)TRANSLATE.

RECOGNIZE: Recognize that if you don't face up to the anger of the people you lead, that anger will eventually wind up stabbing you in the back.

Many leaders could care less about people's anger. They say in effect: "People should do what I tell them to do. Period. Their feelings are irrelevant." If 'my-way-or-the-highway' is your way of leading, don't engage in this process. I submit, however, that such leadership is far less effective than the leadership that motivates people to be your ardent cause leaders.

Making motivation happen involves first understanding if people are angry with you or not. Often, people won't tell you they are angry. They'll try hide it from you either out of embarrassment, trepidation, or wanting a sense of control.

Here are ways you can recognize that people are angry with you. The first is that you can see it on their faces or their body language. The second is that you can tell it in a drop off in their performance. The third is that you hear from other people they are angry. The fourth is they actually show you and tell you they are angry.

IDENTIFY: Identify the causes of their anger. This may not be as simple or as easy as you think. They may be angry, but they may not want to talk about why they are angry or even admit to you that they are. Don't back them in a corner. Don't make judgments. Don't get angry yourself. Get interested. Don't say, for instance, "You're angry ... " Instead, ask open-ended questions like, "Are you angry with me?" -- a question that seems on the surface only slightly different but that will make a big difference in the consequences of your interactions with them.

Once you and they have identified that they are angry, come to an agreement as to the actual reasons why. Drill through superficial reasons to the bedrock of why. They may say they are angry because you are giving them more work to do. But digging further, you may find out that they believe the supposed extra work will set them up for failure, and they might lose their jobs. So, they are really angry not simply for work-load reasons but for job security reasons.

VALIDATE: Validate their anger. Their anger is real and important to them. It's who they perceive themselves to be (at the moment they feel angry) in their relationship with you. Many people embrace their anger. They may see it as the one thing that they can control in an environment in which they feel out of control. If you try to ignore that anger or belittle it, they will feel you are belittling them.

Tell them that you know they are angry and that you want to find out why. Avoid saying things like, "I know you're angry ... but ... " That "but" can harden them against you. Saying, "Help me understand why you feel angry about what I'm doing." can get you farther than the "but." This is not to condone their anger nor approve of it but simply to come to an agreement with them that it exists and that you intend to do something about it in a way that will be mutually beneficial.

TRANSLATE: Their anger is your opportunity, an opportunity to translate their anger into your results. Because, as you'll see, their anger can be great raw material for results.

People get angry for many reasons. * Their time is being wasted. * Their individual worth is not respected. * They feel threatened. * Their efforts are not appreciated. 5. They are not given voice or choice in their work. * Their values are not recognized or given credence. * Their leaders cannot do their jobs well. * Their leaders focus on their own needs. * Their leaders don't understand and acknowledge their needs. * Their leaders don't provide clear direction. * They are being overworked. 11. They are being set up to fail.

Here is a process for translating their anger into your results.

I call it the problem/solution/action process. The key to this process is that people's anger usually stems from an unresolved problem. A. With their help, identify the problem. B. Come to an agreement with them as to the causes of that problem. C. Help them find a solution. D. Challenge them to take action to solve the problem. E. Link that action to increases in results.

You can apply this process to any of the aforementioned reasons people get angry. As an example, let's apply it to the first reason. Often, a key challenge in getting others to take new action is their complaining you are wasting their time.

A. Draw up two lists, one composed of the aspects of their job they believe waste their time, and the other of the aspects they feel are crucial.

B. Come to an agreement with them on which aspects are truly a waste of their time and which aren't. Without such agreement, they may remain angry with you. For instance, they may feel that their having to complete a particular report or aspects of that report wastes their time. If you think that such reports are absolutely essential, you cannot continue this process unless you convince them that the reports are essential or that you will change them to make them essential.

C. Once you come to that agreement, work on each aspect in the "waste of time" list by applying this analytical tool: Decide if you want to leave it alone, change it, or eliminate it. There is no fourth choice!

D. If you have chosen to change it, have them suggest actions they will take to do so. Note the sequence here. Your first step in changing an aspect is to elicit from them what needs to be changed and the actions required to affect the change. If need be, you can always veto their choice. But if you first let them make that choice, you may find that they have delineated actions that tap a new vein of results. At the very least, they will be committed to those actions, since they go right to the heart of solving the problem of their anger.

E. Link those actions to increases in results. For instance, now that they have reduced, eliminated or changed a particular aspect of their job that was a problem for them, how will that translate into money saved/earned?

Be advised: You may be confronted by "professionally angry" people who will be angry and stay angry no matter what you do. Just being you or just being a leader or just being you as a leader gets them angry, and nothing you can do or say seems to change that. But keep working the four-step process. It's your best way of remedying even the "professionals" anger.

2006 © The Filson Leadership Group, Inc. All rights reserved.

Blueprint for leadership - how to be a better leader

If you were to build a house, you would begin with a blueprint. This blueprint proves useful because it contains more than directions on how to build a house. It also describes the finished house.

So, what does this have to do with leadership?

Last month I asked an audience of leaders to tell me the characteristics of an ideal leader. Their answers were (in the order collected):

A good listener, enthusiasm, passion, shows appreciation, a visionary, role model, trusting, integrity, organized, knowledgeable, credibility, persuasive, charisma, team building, clarity of purpose, problem solver, attitude of service, leads by example, patience, willing to act without complete knowledge, understands followers, consistent, empowers other people, and adapts to change.

I'll add that this is essentially the same list that I receive from other audiences when I ask this question. From this comes some useful insights.

1) Notice what the list contains. All of these characteristics relate to the human side of leadership. That's interesting because I often hear people minimize this side of leadership with terms like "soft" or "touchy feely." Actually, applying these characteristics requires more strength than not.

2) Notice what the list excludes. Absent from this list (and all lists from other programs) are characteristics such as stern, mean, serious, short tempered, vindictive, tough, angry, harsh, punitive, controlling, violent, or ruthless. And that's interesting because many popular representations of leadership emphasize at least one of these "hard" characteristics. In fact, these characteristics are the refuge of those who lack the strength (or the skills) to apply the human side of leadership.

3) How about you? How would you rate yourself as a leader compared to the list of positive characteristics? If you were to survey the people who report to you, how would they describe your leadership? Would they list characteristics from the "soft" list or from the "hard" list? Could you become more effective by improving upon any of the "soft" characteristics? And how about the other leaders in your organization? Do they truly maximize human potential?

People want leaders who treat them with genuine compassion, courtesy, and respect. They want leaders who help them become more successful. They want leaders who inspire them with a vision for a better world and show them how to go there.

In leadership results are limitless

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In Leadership, Results Are Limitless

by Brent Filson

Results are limitless. That's not a supposition. That's a fact. Leaders who don't believe that don't understand the power of leadership to achieve great results. Leaders who believe it and live by their belief have an unmatched advantage over those leaders who don't.

To begin to understand how and why results-are-results are limitless, consider these facts:

* In 1878, Jean Bouillaud, member of the French Academy of Sciences, said upon hearing a demonstration of Thomas Edison's phonograph, "It is quite impossible that the noble organs of human speech could be replaced ignoble, senseless metal."

* In 1899, Charles H. Duell (Commissioner of U. S. Office of Patents.), urging President William McKinley to abolish his office, said,"Everything that can be invented has been invented."

* An 1909 article in the Scientific American stated, "The automobile has practically reached the limit of its development is suggested by the fact that during the past year no improvements of a radical nature have been introduced."

* Popular Mechanics stated in March 1949: "Where a calculator on the ENIAC is equipped with 18,000 vacuum tubes and weighs 30 tons, computers in the future may have only 1,000 vacuum tubes and perhaps only weight 11/2 tons."

The point isn't that experts are wrong. Experts, we know, have been wrong countless times. The point isn't that things change. That's obvious. The point is this: BECAUSE THINGS CHANGE, RESULTS ARE LIMITLESS. IN OTHER WORDS, WHATEVER RESULTS YOU ARE ACHIEVING, YOU CAN ALWAYS ACHIEVE MORE.

This may seem like a non sequitur. After all, leaders know that things change. But many leaders whom I have encountered don't make the connection and fail to realize that results are limitless.

But there is a connection -- a profound connection. And leaders who don't make that connection, don't live that connection, are giving short shrift to their leadership and the people they lead.

Living by the results-are-limitless credo can set you apart as a leader who consistently gets results, no matter what the challenge you face.

Start to take a small but well-defined step to manifest results-are-limitless leadership.

(1) Identify. Identify one thing you think is NOT BEING QUESTIONED. Make sure it is something people believe has "reached the limit of its development." It may be a product or features of a product. It may be the way your organization is structured. It may be a successful engineering program.

(2) Question. Treat it as if it's fundamental premise were false. Can you shoot holes in the logical reasons for its existence? If it ain't broke, see what would happen if you break (change) it — with one end in mind, achieving more results.

(3) Change. See if you can come up with answers that will lead either to replacing what you're questioning or improving it.

(4) Continue. Don't look at this as an academic assignment. It's not homework. It's the beginning of making the credo part of the DNA of your leadership.

Repeat: This as a leadership endeavor. Determine who are the cause leaders you need to make the change happen. Talk to them about how they would take leadership to affect that change. You should not only have "What if ... " discussions but more importantly, "Why not ... "discussions.

2006 © The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. – and for more than 20 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at www. actionleadership. com

Preparing yourself when you speak in public

Public speaking does not have to be difficult. Here are some tips to help you prepare for public speaking.

You don’t need to be perfect in succeeding in speaking in public.

You do not need to be too witty and brilliant to be successful when you speak in public. Public speaking is not all about that. It may look like it is, but in actuality, it is not. You can be the average guy you are.

What is important in speaking in public is that you give your listeners something that is worth their time. If people leave after your speech with something that is of value, they would think of you as a successful speaker. They would consider your speech as something that was worth their time.

Deliver your main points

You may want to put in as many facts and information as you can. But only emphasize three or four main points. You could even talk about one main point if you want.

You should remember that what your listeners want from you is that you give them two or three key main points that they can understand and would make a lot of difference to them. If you are able to structure the talks that you have, lots of complexity will be removed.

Inject some humor but still practice humility

While there are many other public speaking styles, humility and humor are some of the devices that you could use to make your speech livelier and entertaining to your listeners.

Just make sure that you are comfortable being humorous and that the humor is appropriate for the occasion. If you do not feel comfortable giving jokes, then you might as well not use jokes which might fall flat on your nose. Or if you are speaking before a crowd of Americans of Asian descent, do not tell jokes about Chinese food or Oriental customs.

Humility in public speaking means standing before the others and sharing with them your own mistakes, your human frailties, and weaknesses. If you show to other people that you are not afraid or ashamed admitting such things, you create a relaxed and intimate environment that will permit them to open up to you too.

Being humble in public also makes you more believable, more credible, and more respected, with your listeners relating to you easier. You are no longer the remote expert who is ahead of them, but is one of them.

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