The Inspiration Factor By Chris Widener

The first thing that an aspiring leader must realize is that they must be inspiring! That is, they must be capable of, and willing to inspire people on to greater things than if the leader were not in their lives.

So, is this too grandiose an ideal for the average local business owner? Absolutely not. The people who work at your business, school or organization need to be inspired by you on a regular basis. It is what keeps them from giving up.

Remind them of the big picture...

They aren’t just serving food, they are helping families spend time together, so make it enjoyable.

They aren’t just changing oil, they are helping make sure a woman and her children don’t break down on the side of the road at night.

They aren’t just teaching reading, they are helping open a mind to the mysteries of the world.

They aren’t just selling gifts, they are helping people show their appreciation to others in a tangible way.

This week: INSPIRE!
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Chris Widener is a popular speaker and writer as well as the President of Made for Success, a company helping individuals and organizations turn their potential into performance, and succeed in every area of their lives and achieve their dreams. Visit his web site and take advantage of the many resources available -- while you're there be sure to take advantage of his newsletter.

Leadership Defined -- By Bill Blades

Everyone knows that quality leadership is an important part of every successful business. A good leader can drive an organization to ultimate success, while a bad leader can potentially run a business into the ground.

But what exactly makes one leader better than another? That question is extremely difficult to answer, as a good leader seems to possess a varied combination of traits, rather than a carbon copy of one specific personality type.

Still, today's volatile business environment demands a definition of the ideal leader. Without at least some idea of good leadership traits, a business won't survive against the competition. Recently, business expert Bill Blades answered these difficult questions about what makes good leadership:

Question 1: What do you feel is the most important value in any organization?

Without a doubt, it is communication style. And communication is present in organizations with good and bad leadership. Either a leader paints a clear picture of the company's vision for all the employees to embrace, or he or she adopts a "my way or the highway" communication style.

A study conducted in 2001 looked at over twenty thousand exit interviews and found that the number one reason people left a job was poor supervisory behavior, or in other words, bad bosses. And, one of the biggest factors cited in these interviews was poor communication skills.

With every interaction, employees become either more engaged or less engaged with their work and the organization. If the interactions are more negative than positive, you will produce disengaged individuals who become more and more disconnected from their work. Then, they settle in to a routine of apathy, and usually end up costing the employer a chunk of money.

Every leader must realize that each one of their employees is part of the company's financial assets. For those assets to perform at maximum levels, the executives must focus on creating and nurturing a great environment within the organization. And, a huge part of that environment relies on communication.

Question 2: What communication traits are found in bad leaders?

Everyone has heard the statement, "I'm the boss." You can often find bad leaders shouting this statement at people, which is not only unprofessional, but it's also obvious that the leader lacks respect and vision of organizational goals. And people naturally translate this into, "I don't value you."

Everyone knows that to teach dogs certain behaviors, treats and praise work better than whips. I'm not sure why more leaders don't approach people in the same manner. When you verbally abuse someone, they usually withdraw. Being loud, getting red in the face, and pounding the desk has gone out of style, that's if it was ever in style.

Poor leaders are also quick to assign blame and point fingers. They don't understand that they should share the glory, and accept the blame. All leaders need to understand that mistakes are part of life. Everyone makes them. But when a leader criticizes someone, the whole organization loses part of its potential. In actuality, bad leaders create zombies by destroying the potential of their employees.

The Glengarry Glen Ross style of management, which fosters competition rather than teamwork, is dead. The Equation Research Survey revealed that ninety-six percent of 377 executives interviewed believe that yelling can never be an effective management tool. The message is many leaders need makeovers. Not in the form of adding new methods, but identifying what methods need to be modified or taken away.

Question 3: What communication traits do you find in the good leaders?

Strong leaders, no matter the economic environment, display respect, trust, integrity, and reliability. But perhaps honesty is the most important quality a leader must possess. By being honest with themselves and their employees, good leaders foster an inspirational work environment that supports good behavior and innovation.

Another effective approach that good leaders often take is servancy leadership. This means they lead by asking what their followers need in order to be successful. Essentially, this approach treats every employee almost like a client. Good leaders must figure out what each of their employees needs, what makes them tick, and what they ultimately want to achieve. This approach leaves employees feeling empowered, respected, and important. And it makes them want to work harder toward the goals of the organization.

Good leaders also have vision. They maintain a steady focus on a long-term approach to a successful business that can weather the evolutionary nature of the economy. By combining that focus with great communication skills, the major battles are won.

Question 4: How important is the culture of an organization to their overall success, and how do leaders influence this culture?

Outside of having a great product, culture is everything. It determines the ultimate success or failure of every business. In simple terms, culture means everyone going in the same direction, with shared beliefs, behaviors, and assumptions, for every single co-worker and client.

Everything, including culture, starts at the top. The top executives and the top managers are responsible for what happens in an organization, and they are the ones to blame when things go wrong. Therefore, leadership determines the culture, and culture determines performance. So improving the behavior of the leadership should be the initial course of action for a struggling business.

A large part of the culture is dictated by communication. Not just in what the organization itself communicates, but how it communicates it. A leader can chew on people all he or she wants, but all that accomplishes is a short-term drop in morale and a long-term drop in revenues.

A constructive culture on the other hand, will drive people to better performance. Unfortunately, many leaders take a passive approach to the culture of their organizations. And many times the business leaders don't know any better. In these cases, an outsider perspective may be extremely beneficial.

Question 5: How does a leader's positive attitude affect their organization?

The positive leader takes time to express a genuine interest in people. And he does so because he feels it is the right thing to do. The positive leader listens to people, and understands their concerns. He knows that he isn't always right and makes an effort to find solutions, even when he is actually part of the problem.

And positive leaders aren't concerned with what they can get out of people. Rather, they focus on how to invest in their people and how to help them succeed. They focus on the positives, not just to be nice, but because it leads to enhanced performance. They consider keeping a positive attitude as setting employees up for greater success.

Leaders can check themselves for a positive mindset by tracking the number of times in a work day they pay a compliment to one of their employees. A good leader should strive for at least five compliments per day.

A positive attitude can make a great difference in a person's ability, and not just as far as leadership is concerned. For example, when one negative job candidate with more skills and ability goes up against a positive job candidate with a shorter resume, most leaders would choose the positive person without a second thought. That person's positive attitude will carry over into eagerness, creativity, and better communication skills and results.

Question 6: What types of training are most important for good leadership development?

ASTD conducted a study and found that over eighty percent of managers in the United States became managers without any formal management training. Either the leader inherited the position through the family, was promoted because someone died or retired, or maybe the person was the most qualified candidate at the time the position opened, but he or she wasn't really ready for the responsibility. But these situations often can't be avoided, so sometimes people are thrown into leadership positions without the right training or coaching to properly prepare them for the job. And many times, leaders must come to this realization on their own and seek out training and mentors to help them succeed.

Most importantly, every new leader needs a mentor. Either before they move into the leadership position or just after they've taken on the new responsibility, someone needs to tell them the truth about what they need to do to be successful. The best mentors usually come from outside the organization, but they are always straightforward and honest.

Question 7: Should good leaders focus more on long-term or short-term goals?

Good leaders should focus short-term on interim goals. These are the small steps necessary for reaching the big goal. And accomplishing the small, short-term goals give everyone in the organization a confidence boost. But ultimately, the long-term goals should be more important to a good leader, who focuses on the disciplines of their business with patience and perseverance. These leaders account for the details and the follow-through required for reaching the smaller goals, while always keeping one eye on the long-term.

Good leaders also know that no firm can be instantly successful, and that one or two quarters do not make the success or failure of an organization. Effective leaders know that long-term efforts yield higher returns than cutbacks.

One of these long-term efforts should always be education. Leaders must understand that a huge competitive differential is a well-educated workforce, which takes time and persistence to develop. They also realize that the only thing worse than educating an employee that eventually leaves the organization, is not educating someone and having them stay.

Babson College conducted a twelve-year study which found that the only thing successful entrepreneurs had in common was a willingness to launch, or to stay out in faith. One of history's greatest leaders, Frederick the Great, said it best, "Audacity, audacity, always audacity." Whether in robust or recession times, organizations always need visionary leaders who are committed to creating an exciting future for themselves and for others.

Question 8: So, why are leaders open to certain degrees of risk?

They need to teach their people to take risks without the fear of punishment for mistakes. A good leader encourages their people to innovate solutions, and does not berate them for mistakes. Just because of their authoritative position over their employees, many people are naturally intimidated by leaders. And the leader may not mean to strike fear into their people, but they do. So therefore, leaders must acknowledge this power they possess, and strive to reposition themselves as approachable and understanding.

Question 9: What's the main difference between a manager and a leader?

Leaders focus on people. Most managers control and focus on the bottom line, while genuine leaders focus on people and the future. Although the bottom line is important, the people in an organization have a direct effect on success. Therefore, keeping the people happy will increase the bottom line.

Also, managers thrive on catching people making mistakes, where leaders think, "What can I do to make this better?" For example, when a manager catches one of their employees doing something wrong, they might call them into their office and reprimand them. But a leader embraces the philosophy that failures are necessary for finding success. They allow their employees to try new methods, and may actually hold people accountable for doing so. Then if something doesn't go as planned, everyone can examine their actions and learn from the mistakes as a team.

Question 10: Finally, what actions do leaders take to foster teamwork?

Just by embracing this philosophy that mistakes are a learning experience, leaders foster teamwork among employees. This philosophy also supports peer mentoring relationships that allow employees to work together towards better solutions. Plus, when everyone knows mistakes are acceptable, they connect with each other through sharing experiences and having fun. No one can accomplish maximum results unless the process is fun. When people have fun, they throw more of themselves into their work - just because it's fun. Enthusiasm moves mountains.

Good leaders also invest considerable amounts of time in coalition building. This process requires listening, support, and encouragement so people aspire to greater things. Also, if any of their people try to hurt another person or team, leaders act fast to stop those negative behaviors. The leader wants a unified team - and voice.

Leadership for the Success

The universal ideal leader does not exist, but all good leaders possess certain traits. Listening to concerns with an understanding ear, a positive attitude, 100 percent honesty, and an approachable personality are the foundations of the quality leadership any organization needs to reach a higher level of success. And with an understanding of these characteristics, leaders can improve their methods and lead their organizations to rise above the competition. By applying these good leadership traits, any leader can be ideal.
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Bill Blades, CMC, CPS
William Blades, LLC
1240 Red Tail Way
Cheyenne, Wyoming 82009
307-635-1989
www.WilliamBlades.com.

Turning Disaster Into Opportunity By R. Philip Hanes

So you're faced with a challenge. Start solving it by giving it a positive name: call it an opportunity. Next, make it as simple as you can by breaking it into small pieces. Arrange the pieces in the order you wish to address them and then address them one at a time.

Often it helps to look at the situation in different ways:

- Can you turn it upside down or inside out?

- Can you diminish or enlarge it?

- Could the sequence of its parts be reversed or reordered?

- Can you brainstorm about the situation with others?

Embroidered on a pillow on the couch in my office is the title of a speech I once heard: "Anything worth doing is worth doing poorly." If you have a dilemma or a challenge to work with, don't wait around until boredom sets in and you put it aside or someone else takes away and runs with it.

GET MOVING! No matter what, take that first step. And correct mistakes as you go along. If you had the whole solution before you started, you wouldn't have the problem in the first place. A few setbacks along the way are insignificant compared to the total failure of not solving the problem itself.

The Japanese have a useful technique called kaizen -- take one small step at a time, but keep moving forward. When obstacles appear, meet them head on or go over, under, or around them. There is usually a way.

Several year ago, a warehouse belonging to one of the largest manufacturers of blue jeans in the United States flooded, causing considerable damage to the color of the denim. Transforming disaster into opportunity, the manufacturer advertised their new item as "distressed denims." And they're still selling, although today the company has figured out how to replicate the mottled appearance without flooding their warehouses.

Look for what's good about your problem.
Many years ago I read an article in Reader's Digest about the history of American advertising. Included was an account of two salmon fishermen who built a cannery in Alaska so that they could earn a living while pursuing their favorite sport. But the local salmon species had white flesh, and the fishermen were having a tough time marketing it. Instead of giving up, they dealt with the problem head on and promoted their brand as "salmon that won't turn pink in the can." Of course, today such a claim would be illegal. Too bad! Folks today just can't take a joke.

Try to make lemonade out of a lemon.
In 1978, when Winston-Salem's Contributions Council (which sets the calendar for major civic fund-raising projects) rejected the bid of the North Carolina School of the Arts to raise $6 million for a performing arts center, I went to Washington D.C. and collected a little more than half that sum in federal grants, then got permission to complete the funding locally.

Find another route to your goal.
When various members of the Wilson family turned aside my efforts to purchase the 9,000-acre side of Mount Mitchell I went back year after year after year for twelve years, until I persuaded them to sell it to our trout fishing club.

Persistence!
In short, if you believe you have a good idea, go for it, don't wait, move! Jump in as though it was meant to be, and then stick with it in spite of the obstacles. Certain projects that begin on an impulse may take years to complete.

"The most efficient committees consist of three people, two of whom are absent."

For fifty years, I joined one committee after another, the aim of each being the attempted revitalization of downtown Winston-Salem. All my suggestions were ignored, so in 2000 I decided to go it alone and hired my able partner Chris Griffith. In a little over two and a half years, we have supported a bevy of new restaurants, cafés, bars, art galleries and performance spaces -- sidewalk dining and a vibrant arts district -- the perfect confluence of art and commerce. And we did it with only the assistance of money loaned at low interest to enterprises that no bank would even consider. Much of what we accomplished was based on my four-day experience in San Francisco's Haight-Ashbury district in 1968. This model demonstrated to me that it is young people -- with dreams and determination and guts -- that will renew a city. The old folks in expensive suits who head for the suburbs in expensive cars at 5 P.M. will not.

Believe in your intuition.

* Reprinted with permission from How to Get Anyone to Do Anything. Copyright © 2006 by R. Philip Hanes, Ten Speed Press, Berkeley, CA.
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R. Philip Hanes was among the farsighted few who helped lunch the American arts council movement in the 1950s. This former CEO of Hanes Companies has served on the boards of more than fifty national, state, and local arts agencies. He has received three presidential appointments, three honorary university degrees, and twenty-four arts awards. Long before environmental activism became a fashionable cause, his love and respect for the outdoors led him to help found three national conservation organizations and to serve on the boards of nineteen others. Along the way he assembled one of the largest and most respected private collections of eighteenth- and nineteenth-century American fine art. He lives with his wife, Charlotte, in Winston-Salem, North Carolina, where they continue to serve their community and country. Visit www.rphanes.com for more information.

Lessons In Leadership - What NOT to Do from A Canoe! by Eileen McDargh

When it comes to fishing, my husband takes the lead. But his lack of leadership ability in a recent canoe trip on the Boundary Waters in Northern Minnesota offered wonderful lessons on how leaders can unknowingly screw up.

(1) Assign responsibility without authority.
Bill insisted that in order to cast his fishing line, he needed to be in the back of the canoe. I was to paddle as he cast and trolled his lure. The only challenge is that the ability to steer a two-person canoe is handled by the person in the back. He'd shout directions to me but I had little authority over the craft. Frustrated, I wanted to turn around and whack him with the paddle.

LESSON: If you assign someone a task, put them where they have full control to do what is required rather than hamstring them with your positional authority.

(2) Hire a skill set but don't let the employee use it.
The Boundary Waters are comprised of many lakes connected with islands and it is frequently necessary to portage the canoe to the next lake. I have a good eye for reading navigational maps. I would identify the portage spot as we approached. On more than one occasion, Bill would insist I was wrong and we'd spend time "looking", only to return to the site I had identified. I felt like throwing the backpacks up the trail.

LESSON: If you hire someone with a skill you don't have let them take the lead.

(3) Never believe someone closest to the problem.
We were fishing along a rock ledge jutting out from one of the islands. Bill was a distance from me when I suddenly yelled for help. "I have a fish and I can't tighten the reel." "No," replied Bill, "You don't have a fish." "Yes, I do. Please help me." He slowly made his way over and took the rod from my hand. A deft fisherman, he fixed the problem and to his amazement, pulled out a fish. I wanted to hit him with it.

LESSON: Pay attention to people down line. A removed view might very well be wrong.

(4) Practice unclear communication.
From my weak directional paddling position Bill would also holler out a specific direction. "Head toward that tree", he'd call. Now remember he is sitting behind me. The island is covered with trees. Just what is that tree? "The GREEN one," he'd say. " Sorry, Bill. They are ALL green!" Since the eyes in the back of my head were shut I couldn't see where his finger pointed. I wanted to bite that finger.

LESSON: Clairvoyance is not a skill set you can hire. Describe specifically what you want, and what you see. Bring people along into your vision.

(5) Make others bail you out of the trouble you cause.
As we circled the various islands, Bill would cast toward the shore. He has a good eye for distance but on occasion his line would snag the low lying bushes and I'd have to climb out and untangle the mess. One foot almost landed on the back of a monstrous rock that moved: a moss covered snapping turtle with a shell the size of a toilet seat and jaws that could break my ankle. I screamed.

LESSON: You can be bailed out once. But for repeated errors, get out and do it yourself.

© 2004, McDargh Communications. All rights reserved.
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Eileen McDargh, CSP, CPAE is head of McDargh Communications, a training and consulting practice founded in 1980. She's also an award-winning author, radio commentator, and on the Board of the National Speakers Association. Eileen can be reached at www.EileenMcDargh.com.

Making A Difference Leadership Scroll by Sheila Murray Bethel, Ph.D.

You can be a leader, have a fulfilling life and make a difference in your home, job and community by building and enhancing these twelve success qualities!

1. Have A Mission That Matters - Your life goal is at the core of your success.

2. Be A Big Thinker - See people, places and things bigger and better than they are.

3. Be Ethical - True success means having and expecting high ethics.

4. Be A Change Master - Create your own future by being flexible and innovative.

5. Be Sensitive - Sensitivity to other's needs, wants and values builds loyalty.

6. Be A Risk Taker - Remember: "Anything worth doing is worth doing poorly at first."

7. Be A Decision Maker - Every decision you make releases more of your potential energy to succeed.

8. Use Power Wisely - Remember: "The higher up you go, the more gently down you reach."

9. Be An Effective Communicator - The key to productive relationships lies in your ability to communicate.

10. Be A Team Builder - Compete with yourself - cooperate with others.

11. Be Courageous - Every act of courage strengthens your resolve.

12. Be Committed - Commitment is the glue to your success. It is the difference between the winners and the losers.

This will be the best decade of your life if you set out to make a difference while pursuing success!

© Copyright Bethel Institute
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Sheila Murray Bethel, Ph.D. is author of the bestselling book, Making A Difference, 12 Qualities That Make You A Leader, host of the Public Television series Making a Difference, and recipient of the CPAE Speaker Hall of Fame award. She can be reached at 800-548-8001, e-mail: Sheila@BethelInstitute.com, or visit at her web site: www.BethelInstitute.com

Team Leadership - The Power of Team Leadership in Business By Michael K. McFadden

Leaders are often metaphorically compared to eagles. Rightfully so; because like eagles leaders posses a keen since of vision and have a tremendous strength of character.

However, the misnomer is when leaders assume they should be found alone like most eagles. The sighting of a noble leader may be rare; however a good leader should never be alone. When a leader acts as a lone ranger, taking all the responsibility upon himself; it is neither good for him or for the people. Both he and the people will eventually wear out.

The power of team leadership in business is that there is more strength in numbers. TEAM when taken as an acronym means Together Everyone Achieves More. Team leadership manifests the backbone of leadership – empowerment. Through training followers to become leaders, the leadership is replicated.

The replication of leadership in a group allows for more productivity in the same amount of time. For example when a leader is tasked with solving problems that his people are having, he may be able to meet with three people in an hour. However, if he has trained three of his people to be additional problem solvers, together they can see twelve people in the same hour. That is a four hundred percent increase in productivity.

The core discipline in leadership is problem solving. The leader is responsible for providing strategies that overcome the obstacles that seek to impede progress toward the goal. When team leadership is employed the burden of the obstacle is dispersed and the power for productivity is increased.

There are 3 steps to producing powerful team leadership.

Step 1: Create a New Identity

The leader must begin by changing his priorities with the team. He must no longer allow himself to be burdened with lower level problems; but must reserve himself to be available only for the most difficult problems. This is one the critical differences between progressive organizations and stagnate groups. When the pattern is set that the leader will solve everything, the members of the group are stifled; and are crippled from developing their potential.

Step 2: Develop a Training Culture

The leader must teach all his people all the principles and strategies he employs in making decisions and solving problems (fearful leaders are always scared of giving away trade secrets for fear of being replaced). It is important that he teaches his people to share with their peers their learning for reinforcement (this is critical to develop a culture of training). Open sharing is necessary to promote team because it builds trust. It is secrecy that breeds contempt and conspiracy.

Step 3: Initiate New Leaders

The final step is for the leader to empower his most initiated people to the role of problem solver. The new leaders would be responsible for solving all other problems in order to reserve the most difficult problems for the primary leader. The replication process of team leadership makes it uniquely powerful because of its inherent succession plan; thereby eliminating the break in continuity of leadership should the primary leader be absent or displaced.

Leadership is a powerful tool; it must be in order to get the team to overcome all its obstacles. Therefore, its power should not be horded by one person. Absolute power corrupts the best of intentions. However, the power of leadership dispersed throughout a team and harnessed by the unity of mission is the best medium for use of this power in business.
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Michael McFadden is a leadership and performance expert and founder of The Leadership Training Company that helps organizations and their leaders build and sustain productivity by learning to more skillfully manage the inner game of business and life successfully. Visit TheLeadershipTrainingCompany.com and sign-up for the FREE Leadership Coaching 7 Day e-course titled, “How to Inspire Your Employees to Reach their Potential.”

Leadership Lessons from Everyday Heroes By Patricia Fripp, CSP, CPAE

Leaders get results through others. There are everyday heroes you've never heard of who may teach you almost as much as famous business writers. Why? Because these people have developed the ability to discover extraordinary employees -- right under their noses.

Is there a gold mine of creativity, innovation, and leadership in your midst? Most companies do and don't know it. You may have such a worker right now and not be aware of it.

Patty Lake, one of my "everyday heroes," told me about a woman on her staff at Shell Services International who had worked in Payroll for over twenty-five years.

"In all that time," says Patty, "she had never received a promotion. She had never been recognized for her contributions, led a team or participated on a special project. She hadn't had a raise in several years. No one ever asked for her opinion or input. No one offered her training or development opportunities. No one had even bothered to find out if she enjoyed her job. And she was the lowest paid person in her job grade in the entire company.

"She had been given the lowest performance rating short of termination for many years. She didn't rock the boat. She just did her job and did not complain.

"Fortunately, I didn't know any of this. When I started at Shell, my manager agreed to let me give each employee a clean slate. I would not review past performance assessments nor listen to old gossip. Instead, I sat down with each staff member to find out about them and what they did. This woman, along with several others, expressed an interest in learning more about payroll and developing her skills and capabilities.

"I took her at her word and arranged for her to participate in the local American Payroll Association (APA) chapter. She took the basic payroll seminar offered by the national APA, took computer-application classes, and attended the statewide conference.

"She blossomed!

"Late this past fall, she led a project team for a customer's special needs project, a highly visible and very delicate undertaking. The outcome was phenomenal. She and her entire team were recognized and rewarded by the customer for their successful handling of the work.

In addition, she is now leading end-user training on the newly implemented web-based time and attendance system. She regularly speaks out in team meetings and has many creative and useful ideas. And she is planning to sit for the CPP (Certified Payroll Professional) exam this fall and studies for it every day.

"When she got her performance review this March, she earned a significant raise and an incentive bonus. She cried and told me that all she had ever needed was someone to believe in her. I did and I do."

Such a simple story from a woman you have probably never heard of and will never meet, but Patty Lake's example of discovering and developing leaders right under your nose could change your life and your own results as a leader. Now it's up to you.
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Patricia Fripp, CSP, CPAE is a San Francisco-based executive speech coach, sales trainer, and award-winning professional speaker on Change, Customer Service, Promoting Business, and Communication Skills. She is the author of Get What You Want!, Make It, So You Don't Have to Fake It!, and Past-President of the National Speakers Association. She can be reached at: PFripp@Fripp.com, 1-800 634-3035, www.Fripp.com.

What's Your Cat's Name? a Team-Building Exercise - By Patricia Fripp, CSP, CPAE

Games are an ancient and fun way to get people interacting, even in stressful situations. At one of my seminars, an attendee, Susan Peters of BorgWarner PTC Shared Services, shared this technique that she and her colleagues had found very valuable.

"After one of the sessions," said Susan, "we spoke briefly about our company's struggles while we are combining five divisions under one 'happy roof' with a shared services department acting as the building cheerleaders. In addition to the day-to-day payroll, our jobs are HR, IT, and finance, getting everyone to work together as a team.

"As a team-building exercise within the Shared Services area, we were all instructed to send three interesting facts about ourselves to the meeting organizer, Laurie Schamber, Manager of Organizational Learning. Her staff then took these facts and made up bingo cards, no two alike. When we got to the meeting, we were each handed a card and given twenty minutes to quiz the others in the room, trying to match the people to their squares on their card.

"What ensued was actually quite funny. A conference room with 26 people, most of whom had never worked together before, and everyone was scurrying around, asking: 'Do you speak Croatian?' -- 'Did you meet your husband on the internet?' -- "Are your cats named Boom-Boom and Bam-Bam?' Prizes were awarded for the first four people who got 'Bingo!' There were questions about family, pets, years married, hobbies, how many years the person had worked for the Company, where they grew up and went to school. The exercise also offered insights into which people were willing to disclose personal information and which were going to be 'strictly business.'

"We later did this with a group of over 100. For this exercise, Human Resources provided basic biographical information, rather than polling participants. The questions were less exotic, but still intriguing: 'Who went to school in North Dakota?' '"Who once worked as a cab driver?' 'Who has twins?'

"While this exercise wasn't a magical key to getting everyone working as a team, we each learned more about the people we will be working with. That was the organizer's intention."

Organizer Laurie Schamber says this game of People Bingo has been around for some time. "I can't tell you who originated it, but what I can tell you is that it works!"
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Patricia Fripp, CSP, CPAE is a San Francisco-based executive speech coach, sales trainer, and award-winning professional speaker on Change, Customer Service, Promoting Business, and Communication Skills. She is the author of Get What You Want!, Make It, So You Don't Have to Fake It!, and Past-President of the National Speakers Association. She can be reached at: PFripp@Fripp.com, 1-800 634-3035, www.Fripp.com.

How To Lead Without Even Trying By Mitch McCrimmon

Leadership is mistakenly portrayed as an exclusively intentional activity. Most commonly, we think that we need to make a speech to lead. It’s allegedly a matter of making a deliberate appeal to people to follow us along a particular path.

Leadership can, however, be shown by example, unintentionally. Every time you achieve something at work against the odds, work extra hard, propose a better way of working or simply set an ethical example for others, you might be having a leadership impact on those around you without knowing it.

If you want to be seen as a leader, you need to understand all the ways in which you are already showing leadership. If you focus only on your intentional leadership efforts, you will have a narrow view of leadership.

Compare leading to selling. If you have the sort of personality that makes you a natural salesperson, you will often sell people on things, say taking a trip to your most recent vacation spot, without even realizing it, let alone intending to sell them on this action. Just describing where you spent your recent holiday in vivid, passionate language has an impact on people even though you may not intend it.

People without this natural gift who want to become better at selling need to learn and practice sales techniques in a very conscious way. Similarly, if you want to improve your leadership effectiveness or change your leadership style, you need to make a deliberate effort to behave differently.

But this is not the whole story. Whether you are in a formal leadership role or seen as an informal leader, you are already doing all sorts of things that are having a leadership impact on those around you. If your work is of high quality, your colleagues will be taking note and some will be trying to follow your good example. Such unintentional leadership is much more common than is generally recognized.

We all play to our strengths at work, otherwise we wouldn’t be successful. Because everyone has strengths that others don’t have, playing to them can have a leadership impact on those around us. Unfortunately, we have a bad habit of overlooking our strengths.

The fact is that everything we enjoy doing and find easy to do is indicative of strengths, but precisely because we find them easy, we discount them. We say, surely anyone can do that! Or, that’s just part of my job. We shrug our shoulders while others are amazed at what we have done. It comes naturally to us but is a struggle for others.

If people look up to you at work, you have no doubt shown leadership to them in a number of ways other than your intentional leadership efforts to show leadership. This is important because if, like most people, you tend to discount your strengths, you may be unnecessarily agonizing over what you need to do consciously to show leadership when you are already doing enough, or at least 80 percent of what others want from you in the way of leadership.

The bottom line is that when you think about improving your leadership effectiveness, be sure to recognize that you may just need to round off an already good enough picture. It may not be a matter of starting from scratch.

If you want help in determining how you are showing leadership now, have someone interview a few of your colleagues and ask them to name two or three things they are doing differently since working with you. Perhaps someone in your HR department can gather some feedback for you around what things you do are viewed by your colleagues as showing leadership to them.

The next question, given that you don’t have to start from scratch, is this: How can you build on the good things you are already doing? There may be some common themes across the people interviewed, but keep in mind that leadership is in the eye of the beholder, so everyone might want something slightly different from you. Like successful sales people, leaders need to flex their approach to move different people.

In conclusion, start to develop yourself as a leader by determining the minimal changes you need to make for maximum improvement in your leadership effectiveness. This is just good strategic thinking.
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See LeadersDirect.com for more information on this and related topics. Mitch McCrimmon's latest book, Burn! 7 Leadership Myths in Ashes was published in 2006. He is a business psychologist with over 30 years experience of leadership assessment and executive coaching.

The Holy Grail of Full Team Engagement By Kevin Eikenberry

“If I could just get my team really engaged in this project . . .”

“The problem is that people don’t seem to really care. If they were more committed to this work, we’d get better results. . .”

“You can’t get people to really work hard any more . . .”

I’ve heard all of these comments, and many like them, and so have you. You may have even thought or said them yourself.

Every leader wants to have his/her teams fully committed and engaged in their work. Why? Because we know that when people are fully engaged miracles can occur. Projects will be completed ahead of schedule. Customers will be delighted. Budgets will be met. Morale will be high and turnover low. Productivity skyrockets.

Miracles, indeed.

And no matter if you have personally experienced this magic, you likely know that engagement and commitment are the keys. So you continue to look for the idea, the technique, the tool, or the potion that will lead you to full team engagement.

There is no tool, technique or perfect process. In fact, you can’t fully engage teams at all. You can only help individuals become fully engaged.

The good news is that when each individual becomes engaged, the team becomes engaged.

Tip #1 – Don’t engage teams, engage individuals.

Engaging Individuals...

The good news is that you are an individual! So, if you reflect on what engages you, you will have major clues as to what will engage others. Let me help you think about this. There are three major things that we need for complete commitment or engagement in anything. We need to:

* Understand it.
* Own it.
* Believe it.

Let’s explore each of those components.

Understand It...

How can you be fully committed to something you don’t fully understand? How many people on your team fully understand the task, their roles and, most importantly, the purpose of their work? How well have you communicated these things to them?

There is a major lack of communication in organizations today. Without this clarity of role, task and purpose we can never expect to get to the levels of commitment where magic can occur.

Tip#2 – Communicate, communicate, communicate. Help people understand the task, goals and objectives of their work.

Own It...

How does it feel when you own something? There is pride. There is desire to maintain this thing, to care for it, right? When you feel a sense of ownership to something, what happens to your level of commitment?

For people to be more fully engaged in their work they have to have a sense of ownership. How do you create that ownership? By letting them own it! People can’t become committed until they are truly involved.

Tip #3 – To build ownership, let people own it. Commitment can’t be achieved without involvement.

Believe It...

Are you committed to things you don’t believe in? Will your team members be committed to things they don’t believe in?

People may not always agree with the details of the plan, or the exact work process. But people can endure any approach (and they will likely work hard to improve it), if they believe in the reasons why they are doing it in the first place.

You will create engagement when you help people see the big picture for their efforts. How will people be served? How will the world be a better place? How will their work and the end result contribute? Helping people answer these questions will help them believe.

Tip #4 – Help people believe. Help them see the biggest possible picture and how their work contributes to that picture.

How will you know when you are there?

This week, a friend of mine said, “When you are committed, there is no decision, you just do it. If you are questioning and deciding each time, you aren’t yet fully committed.” He’s right.

Fully engaged teams may argue and discuss things at length, but they aren’t discussing if they are going to reach the goal or if it is valuable to reach the goal. They are talking about the best ways to reach the goal! Reaching it is a given.

These three steps lead to individual commitment and engagement. Help every team member understand, own and believe in their work and you have reached the holy grail. It sounds simple, and it is. But it is far from easy.

Humans are complex beings, and teams are significantly more complex. Taking these steps will help you navigate these complexities and lead teams to be more committed, and therefore more productive.

Copyright © 2007 - All Rights Reserved, Kevin Eikenberry and The Kevin Eikenberry Group.
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Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group, a learning consulting company that helps Clients reach their potential through a variety of training, consulting and speaking services. To receive your free special report on Unleashing Your Potential click here or call us at (317) 387-1424 or 888.LEARNER.

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Encouraging Your Employees By Chris Widener

"I have never seen a person who could do real work except under the stimulus of encouragement and enthusiasm and the approval of the people for whom he is working." -- Charles M. Schwab

One of the most important things you can do to help your business or venture succeed is to encourage your employees. I know that for many the tendency is to think that an employee should be encouraged by their paycheck (and they should), but employees are people, and people need encouragement.

Here are some ways to help you encourage your employees.

Tell them that you appreciate them. For many, this is all they need. A simple “You know, I really appreciate the hard work and determination you put into this job,” is enough to encourage them and get them on the road again.

Give them some time off. Have you ever considered just saying, “You know, you do such a great job, I want you to take an extra day off this week. Make it a three day weekend.”

Buy them a gift. A good way to do this is to be aware of what hobbies and interests your employees have. Then when you are out and about and see something that has to do with that particular interest, pick it up for them. Coming into the office and saying “Hey, you know, I really appreciate what you do for the company, and I got this for you as a small token of my appreciation,” will do wonders!

Be sure to say “Thanks.” No matter what, always be sure to say thank you to those who work for you. Yes they do it for a paycheck, but it always helps to know that their work is recognized.

And as for recognition, a great way to encourage your employees is to recognize them in front of their peers. Stand them up and praise them before their co-workers. And watch their faces light up, their countenances change, and their work get better!

Encourage!
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Chris Widener is a popular speaker and writer as well as the President of Made for Success, a company helping individuals and organizations turn their potential into performance, and succeed in every area of their lives and achieve their dreams. Visit his web site and take advantage of the many resources available -- while you're there be sure to take advantage of his newsletter.

The Challenge to Lead By Chris Widener

What would I say if given just one more chance to give a short speech that would challenge people to step forward and lead? Here it is:

The topic of leadership has been and continues to be one of the most vital topics in human history. From ancient civilizations to modern day multi-national corporations, men and women of passion, fervor and zeal have sought to discover the secrets of moving others beyond the gray of their mundane reality to the rich array of colors that embody the palate of the extraordinary life.

Every organization or collection of people, from large to small, requires ardent and skilled leaders. It has been said that everything rises and falls on leadership, and it is true. Every group – families, cities, churches, associations and yes, even nations – fulfills its purposes and potential based on the leadership it is shown.

As leaders we are given the charge, the responsibility, and the privilege to see grand visions, to dream lofty dreams, to forge new ground, and to challenge and encourage those who would follow our leadership to ascend the heights with us. We beckon them to come. We implore them. All for their own good. This is to lead them toward their possibilities.

Be assured that there will be a leader of every group. There will be those who influence others, even if you don’t. There may even be unscrupulous people who use their abilities to lead others astray. The quote “All it takes for evil to prevail is for the good man to do nothing,” remains true today, as it has through the annals of time. This is the compelling motive for you to rise up and lead the way for others.

Our families depend on it.

Our community groups depend on it.

Our nations depend on it.

People will follow you for two reasons: They follow you because of your character, for who you are. They also follow you for your skills, for what you can do. Make it your every effort to impart skillful and honorable leadership for them that would look to you for your wisdom, your guidance and your belief in the promise of the human spirit.

Someone will lead. Will it be you? If not you, then who will lead? If you will not lead now, then when?

Today, more than ever, you are needed. Your strong character is needed. Your finely honed skills are needed. I know you will rise to the challenge.

Lead boldly. Lead with faith. Lead others to the pinnacle of the human existence. This is the highest calling and the reward is of the utmost kind.
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Chris Widener is a popular speaker and writer as well as the President of Made for Success, a company helping individuals and organizations turn their potential into performance, and succeed in every area of their lives and achieve their dreams. Visit his web site and take advantage of the many resources available -- while you're there be sure to take advantage of his newsletter.

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