Business Leadership Advice

Strategic Thinking By Brian Tracy

2009-06-22T07:10:00.000-05:00

The Quality of Thoughtfulness...
The ability to think and plan strategically is perhaps the most important single skill of the effective executive.

In a longitudinal study of leaders who, in retrospect, made the best and most effective decisions, the single quality that stood out from all others was the quality of "thoughtfulness."

Thoughtfulness may be defined as a careful concern for the secondary consequences of each decision and each action. This is the essence of strategic thinking.

Your Most Powerful Tool...
The most powerful tool that you as an executive have to bring to bear on your work is your mind - your thinking ability.

Everything you do that sharpens and hones your ability to think with greater clarity before acting, will benefit you and help you to move upward and onward more rapidly in your career.

Use a Two Pronged Approach...
The best way to approach strategic thinking is two pronged. This means to work simultaneously on the personal and the corporate.

Increase Your "Return On Energy"...
In personal terms, strategic planning is an exercise in increasing "return on energy." Your greatest single asset is your earning ability.

And your earning ability is nothing more than the total of the mental, emotional and physical energies that you can apply toward getting valuable results for yourself and your company.

Anything that you can do to increase your return on energy invested will increase your overall levels of effectiveness and contribution in every area of your life, especially, and most importantly in your work.

Action Exercises:

Here are two things you can do immediately to increase your return on equity and your return on energy.

First, think about everything that you are doing in terms of its financial return to your organization. What are the things that you do that yield the highest return on equity? Whatever they are, do more of them.

Second, think in personal terms about the things you do that give you the highest return on energy. Where do you contribute the greatest value and achieve the greatest satisfaction? Whatever they are, do more of these things.
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Brian Tracy is one of the world's leading authorities on personal and business success. His fast-moving talks and seminars are loaded with powerful, proven ideas and strategies that you can apply immediately to get better results in every area. Visit the Brian Tracy web site.

*brought to you by BusinessLeadershipAdvice.com

-Is there anything you would like to add on the topic of strategic thinking as it relates to leadership? If so use the comments below.

In Tough Times-Silence Is Not Golden By Eileen McDargh

2009-06-18T10:15:00.001-05:00

In the face of this severe, take-no-prisoners economic downturn, far too many organizations are responding in knee-jerk reaction to the thought of holding all but the smallest of meetings.

Training budgets are slashed. Employees hunker behind their desk, hoping that no one from HR can find them or else they're huddled around a PDA, text messaging about possible layoff scenarios, pending mergers, or hiring freezes. Performance? Productivity? I think not.

Now more than ever, managers at all levels of the organization need to do that which separates us from the rest of the animal kingdom: TALK!

Here's why:

(1) In the absence of information, we connect the dots in the most pathological way possible.

(2) E-mail works fine for data but when emotions are involved, only face-to-face really carries the day.

(3) There's a huge benefit when people gather to share ideas, brainstorm new procedures, learn more about team members, have questions answered, or explore ways to streamline work loads.

(4) Smart companies will use this downtime to cross train, to coach for performance and career development, and involve employees in corporate decisions.

(5) Diverse perspectives are critical for innovation and these are best gleaned through conversation.

Bottom Line: The organization will have a solid, committed employee base, poised to move into front position when the turnaround comes.

But this will only happen if talk becomes the preferred vehicle of communication.

Four Communication strategies to increase your Talk Quotient (TQ).

STRATEGY # 1: CONDUCT A TALKING STICK MEETING ...

A talking stick meeting allows everyone to hear a wide variety of ideas and inputs because each person who "holds the stick" is assured free speech, no reprisals, no humiliations, and no interruptions. Many native American tribes used the stick as a way of allowing all voices to be heard.

Talking Stick Meeting Checklist:

(1) Create a focus question to present to the group, assuring them that all are invited to speak, without interruption or humiliation.

(2) Form a real circle with everyone in the circle. This brings equality.

(3) When everyone who wishes to has spoken, summarize the conversation and what you will do with the information.

STRATEGY #2: SEEK OUT THE "ORANGE BATONS" ...

If you happen to get a window seat on a plane that is coming into the terminal, look out and find the man or woman who is guiding a 737 aircraft (weighing over 90,710 pounds) into position. Those small orange batons wield plenty of authority in the moment. And well they should.

You see, there's a line painted on the tarmac to show exactly where the front wheel of the 737 MUST stop. Otherwise, passengers at the gate literally would have a pilot in their laps. The problem: the pilot sits too high to see that line. The pilot depends upon the "orange Batons" -- those closest to the situation-to move the craft into position.

Everyone has orange batons in the workplace. The higher up an organization a manager sits, the more crucial is the conversation. As customers, we've all been privy to disgruntled customer service reps who can't help us because senior managers have created practices that tie their hands. Recently, I asked to speak to the support service personnel on a Delta Sky Miles Account. The agent informed me that even they can't talk to support personnel. "We can only use FAX and Courier service," was the response. I was angry and so was the agent. "They" had
made decisions without asking the Orange Batons what the ramifications might be.

STRATEGY #3 PAY ATTENTION TO LITTLE DAVIDS ...

When Patrick Harker, now the former Dean of Wharton School, was asked what made the critical difference in the school's most successful fund-raising campaign ($425 million in six years), he replied that he made it a priority to engage the next generation of alumni leadership.

Listening to the voice of David is a tradition from the Middle Ages and the Benedictines. The abbot of a monastery made decisions after getting the input from all the monks, beginning with the youngest monk. Had the elders in the Old Testament listened to the young kid with the slingshot, the giant Goliath would have been dispatched quickly. Little David was right, but it took time for the tribe to understand that young (or new) did not mean "unskilled."

Who are the newest and/or youngest on the team-your David's? It is often the newest members who ask the most discerning questions. They are not jaded by politics, the past, or protocol. Ask them for their opinions. Tell them that you expect them to teach you something at the end of three months. I guarantee that those employees will search high and wide to bring you innovation or, at the very least, an insight into some of your procedures, products, or services.

"Words of wisdom are spoken by children at least as often as scientists." -James Newman, American Astronaut

STRATEGY #4 LAUGHTER LIFTS THE LOAD ...

In tough times, humor is an essential survival skill. Talk can also be funny. Not the sarcastic biting humor of put-downs and inside jokes, but rather the humor that can lighten a difficult situation or put something in perspective.

A travel agency was known for helping its agents get through difficult customers by awarding the Order of the Salmon. At the end of the week, agents would know which agent had the most challenging week with customers yet still managed to keep a positive interaction going.

With much fanfare, the agent explained the challenge and was urged to exaggerate and use as much humor as possible. She was then awarded a plastic salmon for her ability to swim up stream. Being able to talk about the week, laugh at the difficulties, and be rewarded for staying calm helped generate both fun and connection within the office.

Laughter can put people at ease if it is used to acknowledge what everyone is thinking. I was asked to speak at a convention in which the main session room temperature hovered around 50 degrees. People were wrapped in tablecloths. By the end of the second day, it still had not warmed up. When it was my turn to talk, I welcomed them by saying, "Welcome to the land of the frozen chosen."

Gales of laughter and applause burst out. It made a point. The attendees were chosen to be there. It was a privilege.

Humor also lets us divide the serious from the mundane. Yes -- the room was way too cold. But in the scheme of things, it was not as important as gathering to work out a new marketing strategy. Humor can also point out the trite and the silly things we all do in work, relieve tension, and probably improve a process. When one group acted out a very funny skit around the various voice mail doom loops a customer had to go through in order to get to a human being, everyone laughed... and the system changed in short order.

BREAK THE SILENCE ...

The last challenge will be pulling people away from their PDAs and text messaging to actually have a conversation. A number of organizations are experimenting with "topless" meetings-as in laptop-less meetings. San Francisco design firm, Adaptive Path, has also put a crackdown on "crackberries", as President Todd Wilkens calls them in his company-wide blog. He claims that people now look each other in the eye, develop closer connections and meetings are more productive.

Productivity? Performance? If the talk quotient is increase, you bet. Talk might very well become the golden key.

(c) McDargh Communications.
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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.

Sponsor: Dr. John C. Maxwell's Learning The 21 Irrefutable Laws Of Leadership DVD Training Curriculum - You and your team will get clear insight into timeless leadership principles and learn a process for continual growth in the life of your organization. Order your copy of this powerful leadership training program.

*brought to you by BusinessLeadershipAdvice.com

-What are your thoughts? Agree or disagree? Is there anything you would like to add to the ideas shared in the above article?

The Symptoms of a Leader By Matthew C. Horne

2009-05-10T10:40:00.003-05:00

There is one common denominator among leaders: They possess a vision, and their vision does their thinking for them. Leaders are no different than any one else, they just make the decisions that no one else is willing to make when faced with the real life situations we all encounter.

Everyone naturally may not be a leader in the traditional sense of guiding followers to a destination. But we must all be leaders of our lives and take ownership of the dreams and visions we possess, and let nothing deter us from our desired end.

Many situations in life place us at various crossroads which require us to make pivotal decisions that affect the course of our lives. A leader, when placed in this position, will choose to think with their future as opposed to their feelings.

Feelings are real, and can cloud the vision of anyone if nothing is in place to weigh them against. A good way to be a leader and allow your vision to think for you is to subject your feelings, in a given situation, against the overall vision of what you want for your life. With this practice, structure is created and anything that is a detriment to you achieving your vision is exposed and dealt with accordingly. In the words of Dr. Myles Munroe “Purpose protects you.”

Leaders know how to exclude the excess, and remove the waste from their life. If a vision or sense of purpose consumes you, it naturally begins to rearrange every facet of your life so it’s constantly pointing you in the direction of your vision. As this takes place your thoughts will begin to sound like this: Is this taking me closer to my vision, or is this taking me further away?

A clear-cut vision of the future is what all leaders possess. A sense of arrival never penetrates the thinking of a leader, because a place of arrival always exists, or else they couldn’t be who they are. Leaders are never without a destination.

The best-selling book of all time (Also known as the Bible) suggests that “Where there is no vision, the people perish.” A corollary to this must be “Where there is vision, the people flourish.”
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Matthew C. Horne is a motivational speaker and leading authority in maximizing human potential and self-development. He is also the president of Optimum Success International and author of "The Universe is Inviting You In", available at www.matthewchorne.com

-What did you think of the article you just read? Share your thoughts in the comments below.

If you're looking to be inspired and motivated in a big way order your copy (or multiple copies to give as gifts to your team) of Why Perfect Timing is a Myth!

Is Your Performance Review System Outdated? By Doug Staneart

2009-04-15T09:13:00.000-05:00

One of the most common complaints that comes up in job satisfaction surveys is, "I never get useful feedback about how I am doing my job."

Most companies today use a performance appraisal system or an annual performance review system that was invented decades ago in a much slower business economy. So the assessment that is given to employees in annual, semi-annual, or even quarterly reviews tends to be outdated by the time it is received by the person who could benefit most from the information -- the employee.

In addition, the measurements that are in place in these appraisal forms are typically arbitrary and subjective. For example, when I was in college, I had an internship with a major Fortune 500 company. At the end of the 3-month internship, my performance assessment was reviewed by the other members of my department (in a 360 degree feedback method.)

All of these people thought that I was an exceptional intern, but they had to judge my performance based on the same five-point scale on the same form that they were judged by. I still remember the ache in the pit of my stomach when I saw all of the threes and fours on the job evaluation. My boss explained to me that very few people ever received fives on their evaluations, as that would leave little room for improvement.

After reading and re-reading the document, I was left with the same question that many employees today are asking: Did I or did I not do my job well?

In today's fast-paced economy, these traditional systems just don't work. Performance appraisals should be short, no more than ten-minutes, and should focus on the results expected from the employee's current position, and how effectively the employee's current goals are being met. And above all, the reviews should be easy to write!

For example, a Project Manager may have a number of different results that are expect from his or her performance. Is the project on schedule? Is it under budget? Are the company quality standards being met? Is the customer satisfied? Are employee expenses in line?

All of these results can and should be measured consistently. Intangibles can also be measured such as morale (through employee surveys, workplace absenteeism, and turnover,) leadership (productivity, development of people, and problem-solving skills,) and work ethic (are goals consistently met, are goals challenging, and are projects completed timely.)

With this system, a manager can schedule monthly "mini-interviews" taking just minutes. These sessions are valuable because they open lines of communication and they give the manager a chance to update the progress of the employee in different result areas.

If the employee is performing above expectations, then this is an opportunity to shine and set new goals, and if the employee is performing below expectations, then corrective actions can be taken. Then take just a couple of minutes to write the results.

These "mini interviews" make annual appraisals a piece of cake, because the employee and the manager now have as many as 12 separate (written) measured checkpoints along the way that show how the employee has performed over the last year.

This annual review now has documented facts to base an appraisal on. The employee sees that he or she was on budget 95% of the time versus receiving a four out of five, or that he or she is ranked in the 90th percentile of managers within the company based on leadership.

This system, although not foolproof, can greatly reduce the stress and tension associated with Performance Appraisals. It will cut down on the ill feelings associated with 360 degree method assessments as well. Companies using this type of system show dramatically higher productivity within months of implementation.
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Doug Staneart, doug@leadersinstitute.com, is CEO of The Leaders Institute, Management and Public Speaking Training. His classes focus on overcoming the fear of public speaking, building confident and autonomous leaders, and improving employee morale. He can be reached toll-free at 1-800-872-7830.

-What do you think are the key ingredients to ensuring that performance reviews are the most effective? Were there any ideas shared in the above article that you agree or disagree with?

*brought to you by BusinessLeadershipAdvice.com

Conducting Effective Business Meetings By Doug Staneart

2009-04-13T07:49:00.000-05:00

How would you describe meetings you have attended in the past? Last Tuesday, I was facilitating a workshop on how to facilitate more successful meetings, and to start things off, I asked the group that very question. The answers that they provided were very similar to answers that I have received from hundreds of workshop participants over the last ten years.

The first two responses were…
"Meetings are looooooooooong," and
"Meetings are BOW-ring (this workshop was actually held in my hometown of Fort Worth, Texas - thus the Texas twang.)"

Those two responses almost always come up when I ask the question. Others that also come up a lot are: Wastes of time, non-productive, confrontational, inefficient, repetitive, and a number of other negative descriptions. Every once in a while, I get a response like positive, informative, or necessary, but usually the other participants gang-up against the person very quickly.

Most people believe that business meetings are necessary evils, and in many cases, they are. But one of the most important things we can remember about business meetings is to NOT have one unless it is absolutely necessary. When your employees and coworkers are in staff meetings, they are not producing. Nothing is ever produced until after the meeting is over. Some one of my first pieces of advice to people who want to make meetings more effective is to have fewer of them.

About five years ago, I made this statement in a class, and a young lady in the front row raised her hand and said, "That sounds really good, but my whole job description involves going to meetings." I was intrigued, so I asked her to tell me more. She was a personal assistant to a manager of a Fortune 500 company, and she was hired by her boss to attend the meetings that he could not attend himself because there were not enough hours in the day.

After class, she and I sat down and identified 32-hours of wasted meeting time that she was participating in every week. These were meetings that neither she nor her boss was actually needed for, but that one of them attended every week. Over the next year, this one person increased productivity of her team by over 200%. Granted, this is an extreme case, but there are probably hours in each of our weeks that are wasted by ineffective meetings.

The tips below are strategies that I have collected over the years from class members who swear by their effectiveness. I hope they work for you as well.

1. Have an Agenda: Outline ahead of time what points will be covered in the meeting. Write it out, and distribute it to participants ahead of time. This will help avoid the "chasing of rabbits," and help participants be more prepared for the meeting.

2. Follow the Agenda: This sounds very elementary, but you'd be surprised by the number of people who take the time to create an agenda, and then totally disregard the agenda during the meeting.

3. Limit the Agenda to Three Points or Less: Ask yourself, "What are the three most important things we need to cover in the meeting?" Limit the agenda to these three points. The rest of the things you wanted to cover, by definition, weren't really that important anyway, so why waste everyone's time?

4. Set a Time Limit: I would suggest setting the time limit for the meeting to be no longer than 30-minutes. In future meetings, shorten the time by five minutes until the time limit is 15-minutes or less. The leader of the meeting will become much more efficient, and the participants will become much more focused as well. When the time limit is up, end the meeting.

You may not get to cover every single thing that you wanted to the first couple of times you try this, but within a short time, you will find that the major information points are being discussed and decisions are being made very efficiently.

5. Encourage Participation from Everyone, but don't Force Them: Instead of going around the table and asking for opinions or input, just ask a question and let people volunteer their answers. There will be times during any meeting that each person will "phase out" (especially if it is a looooong and BOW-ring meeting.) If we call on every person, it wastes time, and puts people on the spot.

Other ways of encouraging participation is to just ask a question, and after someone answers, say something like, "Good, let's hear from someone else." If there are people in your meeting who rarely speak, instead of calling on them directly, you might say something like, "I value the opinion of each of you, does anyone else have something to add." Then, just look at the person you want to hear from. If he or she has something to say, he or she will say it if encouraged in this way. If he or she doesn't, then you haven't embarrassed the person.

Meetings can be a very powerful way to communicate and solve problems. In past workshops that I have facilitated, we have shown leaders how to identify the root-cause of a problem, come up with dozens of possible solutions, come to a consensus as group on the best possible solution, and create a written plan of action that is measurable in 15-minutes or less.

Your meetings can be that efficient and that powerful too if you use these simple tips.
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Doug Staneart, doug@leadersinstitute.com, is CEO of The Leaders Institute, Management and Public Speaking Training. His classes focus on overcoming the fear of public speaking, building confident and autonomous leaders, and improving employee morale. He can be reached toll-free at 1-800-872-7830.

-Do you have any other advice you'd like to share on making the most of your business meetings?

Sponsor: Dr. John C. Maxwell's Learning The 21 Irrefutable Laws Of Leadership DVD Training Curriculum - This powerful training resource is designed to meet your leadership training needs! Order your copy of this powerful leadership training program.

*brought to you by BusinessLeadershipAdvice.com

Become a Strong Leader - Throw Out The Creative Filters, and Get Buy In! By Connie Timpson

2009-04-10T17:04:00.001-05:00

A great new idea is like striking gold for any leader and team. It can be collected, examined, enriched and sold. But the process of finding the gold can be difficult even for the best of leaders and managers.

Creative Filters that thwart creativity - “I will not offer my idea until I am sure it’s what my boss is really looking for.” “The last time I offered an idea my colleagues ridiculed me.” “My ideas are too off the wall for my manager.” “My ideas never get accepted, so I will not try.”

What risk is there in sharing ideas? Many, you say, theft, betrayal, ridicule, doubt? Oh yes, and let’s not forget jealousy and ego. As Albert Einstein said,

Great ideas often receive violent opposition from mediocre minds!

Remove the Filters ... We have learned to layer ourselves with filters that we believe protect our professional life. With training and coaching, a leader will be able to help his team feel safe during the creative process, strip off the filters, get the best ideas, and return the creative process to the most basic.

Give a child a shovel on the beach and he will create a dream castle. Give an adult a shovel and he will most likely store it in the garage. Millions of ideas have been stuffed into garages, attics, drawers, or abandoned in corners.

Tap Into Creativity and Gain Buy In ... Access both sides of the brain - unlock your team’s fears of being a little “wild.” Give them a green light to express their ideas. A strong leader will encourage every idea, while focusing on core principles like:

* There are no wrong answers - Encourage your team to put a lid on the left side that is always telling you, “Be careful, do not take professional risks, don’t share your ideas or someone will take them.”

Encourage every idea no matter how wild it might seem. At the age of fourteen Filo T. Farnsworth saw the idea for electronic television in the parallel lines of his father's potato field in Idaho. He battled with David Sarnoff of RCA until the bitter end. Sarnoff became rich and Farnsworth won only the title of “The father of television.” But while watching Neil Armstrong step on the moon, he said, “it was all worthwhile.”

* Rub one idea against another - Jim Henson created Kermit while home with the flu. He was inspired by his mother’s old green coat. He got the scissors, added a tennis ball, and Kermit was born! Having shared Kermit, his concept of a whole troop of lovable creatures got team love and development. Henson helped his crew rub one idea on the other to come up with the best ideas and characters.

* Defer judgment – keep comments positive. As the team leader you wield power over individuals. Your opinion influences advancement and stature. You have implicitly promised to keep ideas and people safe in the brainstorming session.

Gaining Buy In

Lead through discussion

* Focus on quality – which idea has monetary value, can be implemented and will advance the project.

* Analyze all possibilities - Grow and play with each idea. A better football, NERF balls, play dough, slime, all came from playing with an idea. The more they kicked it around and played with it the bigger the idea grew. Love the process – Stephen Spielberg said,” I dream for a living.”

* Lead your group to the best solution – “No, that does not mean – tell them what the best solution is.” Work through the ideas with the group until you come up with a common consensus that incorporates bits from many ideas that evolved during the creative session.

Every new idea is a great one. Learning how to become an effective leader, who knows how to manage his people and get the best ideas from his team, will help you advance your professional course.

The only bad idea is the one that stays in your heart and head.
An effective leader can convert those creative nuggets into gold.

Bill Gates - We are not even close to finishing the basic dream of what the PC can be.

Taking a risk on your team’s ideas, giving the ideas flesh and voices, may be a bit daunting. But ideas will never be brought together and grown if they remain silent. We can help you learn how to be a highly effective leader, who can turn ideas into gold.
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Connie Timpson, is an instructor and personal coach for The Leaders Institute, Management and Supervisor Training. Her classes focus on overcoming the fear of public speaking, building confident and autonomous leaders, and improving employee morale. She can be reached toll-free at 1-800-872-7830.

-What are your thoughts on the ideas you just read?

Sponsor: Dr. John C. Maxwell's Learning The 21 Irrefutable Laws Of Leadership DVD Training Curriculum - This powerful training resource is designed to meet your leadership training needs! You and your team will get clear insight into timeless leadership principles and learn a process for continual growth in the life of your organization. Order your copy of this powerful leadership training program.

*brought to you by BusinessLeadershipAdvice.com

Today's Economy Demands A Critical Skill: Optimism By Eileen McDargh

2009-04-02T10:44:00.001-05:00

Global warming. Water shortages. Terrorism. Failing health care system. Wars around the globe. Gas prices. Severe economic downturn. Look at the headlines and it's enough to make you stay in bed.

But wait! There is hope. It's not the cock-eyed optimism sung about in South Pacific, the hottest show on Broadway. Rather it's what psychologists in France are calling "intelligent optimism." Such optimism does not deny the reality of today's world, but rather seeks to Learn how to fashion a life amid such difficulties. Martin Seligman, the psychologist who had made optimism and happiness his life's work, would agree with the French: optimism can be taught.

Consider these basic steps:

(1) Focus on what you can control. Don't get carried away by circumstances you cannot change. You might not change global warming, but you can control your energy consumption. You can't stop the downsizing in your company, but you can arm yourself with marketable skills. You cannot halt the bleeding on Wall Street but you can rebalance your portfolio.

You can take a hard look at expenses and determine what are necessities and what are nice-to-have items that can be dropped. At the same time, do resolve to spend some money or time on something that truly gives you pleasure and lightens your spirit. Two-for-one hamburgers at the local joint with my best friend make my heart glad and brings a smile to two faces.

(2) Reframe the event so that you are not a victim. There is always another way to view a situation. The flight cancellation that caused me to miss (and forfeit) a major engagement was not "planned" to "get" me. It just was. My choice is to figure out what I can do to help the current client and what I will put in place of the cancelled work.

When Hurricane Katrina wiped out the home of a nurse, she told me that she focused every day on what she still had and she had her children do the same thing. Every day started with gratitude. She refused to see herself as a victim.

(3) Think "enough". When we concentrate on what we don't have, we miss all the many things we do have. The truth of the matter is that if you are reading this article, you do have enough computer power. You do have enough intelligence. You do have enough. It might not be as much as you would like but, for today, it is enough.

(4) Cultivate optimistic responses. Like a farmer tending a field, optimism will never grow unless it is watered, fed, weeded, and nourished. We all have days in which negativity can take over. And, sometimes, that is a wise response because it keeps us grounded in reality. Just make sure it is reality and not the imagination making extraordinary leaps into conjecture.

Weed out that conjecture. Ask what you can do to see a result that gives you a sense of power. As Alexander Graham Bells stated, "Sometimes we stare so long at the closed door we fail to see the one that is opening." The 3M engineer who thought he had failed to make a glue compound that would stick discovered what we all now call Post-In Notes(tm).

(5) Remember the power of generations. Children of depressed parents are more prone to depression. Children of optimists are more prone to be optimists. What do you choose to pass along? Even if your parents were negative, you can break the cycle by stopping, freeze-framing a situation, listening to the negative self-talk, and then literally giving yourself a different message. Yes, this is a practice. A hard practice. But you can make it a habit if you work it over time.

(6) Sing. When all else fails-start singing. It is impossible to feel negative when you lift your voice in song. Music allows you to formulate words, to add nuance, and to even get your toe tapping.

(7) Refuse to watch or read anything that puts a dark pall over your day. Instead of tuning into gloom, read a book that transports you to another time and a better mood. Go play with the baby next door. And if you are one of those folks who just can't stand children, take a walk with your dog, dig in the yard, or get a bucket of balls and practice your golf swing. Better that than walking around with heart and mind weighted down.

(8) Refuse to participate in a chorus of negative conversations if the only thing you will hear is whining, complaining and moaning. Tell your group that they have three minutes to throw a hissy fit but then it must stop and the next six minutes must be devoted to either finding something positive about the situation or something that they can do.

Lastly, practice saying this mantra, "This too shall pass." It always has and it always will.

(c)McDargh Communications.
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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.

-Consider some ways that implementing a few of the ideas above would make you a better leader. Try one or two of them and see for yourself the positive results that happen as a result.

Sponsor: Dr. John C. Maxwell's Learning The 21 Irrefutable Laws Of Leadership DVD Training Curriculum - You and your team will get clear insight into timeless leadership principles and learn a process for continual growth in the life of your organization. Order your copy of this powerful leadership training program.

*brought to you by BusinessLeadershipAdvice.com

4 Simple Steps To Identify and Clear Bad Employee Behavior By Stephanie Frank

2009-03-11T21:34:00.001-05:00

Are bad employees ruining your business?

It’s a brand new day. You wake up after a great night’s sleep and get ready for work. You have objectives to meet, deadlines approaching and meetings scheduled which will make for a very full day. After a quick breakfast and a cup of your favorite morning beverage, you head to work.

Then your day goes haywire.

Traffic jams make you cranky. Nothing on the news you wish to hear. The parking lot is full and it is hot outside. You finally make it to the office, already tired and sweaty from the commute. You walk in to find your employees, the same ones who are supposed to be helping you move forward, stuck in permanent water-cooler chatter. They scurry back to work just as you arrive.

Mistakes, apologies, Internet surfing and just plain goofing off are ruining your productivity and the productivity and profitability of your company. In short, you have C.R.A.P. – Confusion, Resistance, Apathy and Procrastination in the driver’s seat. It’s time for a new approach to getting things done!

Before we go any further, let’s get real here for a minute. Do you really believe that people come to work saying to themselves “I wonder how I can mess up this company and get paid for it?” Probably not. Down deep, every human being wants to be a part of something they can be proud of. The rampant “what’s in it for me” apathetic approach to work cannot be tolerated. At the same time, it’s an almost insurmountable job for an organization or individual to be responsible for changing the attitude of every employee individually. While simple steps can be taken to reprimand bad employees, the root of the problem must be addressed as an organization before real change is to take place.

The root of the solution to the problem is a simple formula called F.A.S.T. In short, your employees need to have the right Focus, take the right Action, have the right Systems, and be on the right Team in order to provide your company with the most profitable return on investment.

So how does this formula work? Let’s take a look:

1. The Right Focus – Bad employee behavior is rampant when employees or managers are isolated and do not know the “bigger picture.” People need to know what is expected of them and why. With downsizing happening, many employees have taken on the job of others and have lost sight of this original focus. They are unsure how their job fits in with the company objectives, which can lead to resistance and procrastination.

Additionally, employees need to know the actual requirements of their job and what is considered success. For example, a bank teller may be required to process a particular type of transaction in a specified amount of time, or may be required to process x number of customers in an hour. This sets a guideline for both employees and management/leadership of the organization by which success or failure can be measured.

2. The Right Action – Time productivity is a primary component of success, yet we are all bombarded with daily distractions, interruptions and “can you just fit this in now?” requests. Ill-equipped to handle the ever-increasing amount of information, email and phone messages, many employees are simply overwhelmed by the amount of work required and goof off because they can’t handle it all.

In order to set people up for success, allow them to have an hour a day of “focus time” where they are not allowed to be interrupted. They will use this time to tackle those high priority items on their list of tasks to complete. This promotes a feeling of accomplishment and success and demotes the frustration of having too much to do.

3. The Right Systems – Take a look at how things are being done – do employees take the simplest and cleanest route to accomplishment or are they stuck in the process maze? The harder it is to get things done, the more your employees are apt to be confused, nervous or just plain resistant to going through the pre-established systems.

It may be time to do an internal systems check. Ask your employees which systems make it difficult to do their job in an efficient and timely manner. Prioritize those which are most often reported, and fix it. Create new and more streamlined systems that do the work with less effort, and employees will step up to be more productive.

4. The Right Team – We all know how important it is to have the right person for the job, and the right team to make it happen. Yet all too often, people are asked to step into doing jobs that have been vacated with disastrous results. Simple tasks to some people may be daunting to others, which leads to decline of the organization.

It may be time for an internal individual audit of each of your team members. Schedule a private interview with each one and ask them what they believe they contribute to the team, what is working for them and what is not working for them. Then ask them what they need to be completely successful in their position. The results may shock you, and when you take corrective action, they will also take corrective action, and profitability (not to mention productivity) will grow to new heights.

People have always been, and probably will always be the single most important asset to any organization. At the same time, those same people can be the biggest problem in any organization. By putting this formula into place, you will immediately see where you or your organization can create a structure that enhances both employee happiness and productivity which eliminates confusion, resistance, apathy and procrastination – and all those wasted trips to the water cooler.
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Stephanie Frank works with organizations who want to improve people performance and pump up their power to profit. She is the author of the best-selling book, The Accidental Millionaire and founder of The Success IQ University, specializing in personal success, productivity and leadership education. What’s YOUR Success IQ? Find out here...

-What are your thoughts on the advice you just read?

*brought to you by BusinessLeadershipAdvice.com

The Foundation of Leadership By Brian Tracy

2009-02-16T07:44:00.001-06:00

The most important quality of leadership, the one quality for which you want to be known, is extraordinary performance, with the goal of achieving extraordinary results.

These results then serve as an inspiration to others to perform at equally exceptional levels. People ascribe leadership to those men and women who they feel can most enable them to achieve important goals or objectives.

Why People Respect You...
We develop great perceptions of those men and women we can count on to help us achieve what is important to us. Men and women who make great sales, or who establish admirable sales records, develop influence in the minds and hearts of their coworkers and superiors. They are spoken about in the most positive way.

The Halo Effect...
Men and women who are responsible for companies or departments that achieve high levels of profitability also develop charisma. They develop what is called the "halo effect." They are perceived by others to be extraordinary men and women who are capable of great things. Their shortcomings are often overlooked, while their strong points are overemphasized. They become charismatic.

The Source of Charisma...
Charisma actually comes from working on yourself. It comes from liking and accepting yourself unconditionally as you do and say the specific things that develop within you a powerful, charismatic personality.

Be Determined and Purposeful...
When you set clear goals and become determined and purposeful, backing those goals with unshakable self-confidence, you develop charisma. When you are enthusiastic and excited about what you are doing, when you are totally committed to achieving something worthwhile, you radiate charisma.

When you take the time to study and become an expert at what you do, and then prepare thoroughly for any opportunity to use your knowledge, skill or experience, the perception that others have of you goes straight up.

Accept Complete Responsibility...
When you take complete responsibility and accept ownership, without making excuses or blaming others, you experience a sense of control that leads to the personal power that is the foundation of charisma. When you look like a winner in every respect, when you have the kind of external image that others admire, you build your charisma.

When you develop your character by setting high standards and then disciplining yourself to live consistent with the highest principles you know, you become the kind of person who is admired and respected everywhere. You become the kind of person who radiates charisma to others.

Focus on Results...
Finally, when you concentrate your energies on achieving the results that you have been hired to accomplish, the results that others expect of you, you develop the reputation for performance and achievement that inevitably leads to the perception of charisma.

You can develop the kind of charisma that opens doors for you by going to work on yourself, consistently and persistently, and becoming the kind of person everyone can admire and look up to. That's what charisma is all about.

Action Exercises:
Here are two things you can do immediately to put these ideas into action.

First, ask yourself every day, "What is the one thing that I and only I can do, that if done well, will make a real difference to my company?" Whatever your answer, go to work on that.

Second, decide upon the most important results you can get for your company and make sure that you and everyone else is working on those results every hour of every day.
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Brian Tracy is one of the world's leading authorities on personal and business success. His fast-moving talks and seminars are loaded with powerful, proven ideas and strategies that you can apply immediately to get better results in every area. Visit the Brian Tracy web site.

-In the article above, Brian Tracy mentions being "determined and purposeful". What are some ways you go about (or have seen to be effective in your company or organization) staying on purpose and determined?

Sponsor: Dr. John C. Maxwell's Learning The 21 Irrefutable Laws Of Leadership DVD Training Curriculum - This powerful training resource is designed to meet your leadership training needs! You and your team will get clear insight into timeless leadership principles and learn a process for continual growth in the life of your organization. Order your copy of this powerful leadership training program.

*brought to you by BusinessLeadershipAdvice.com

Corporate Leadership Training: The Influential Leader Empowers By Mark Bowser

2009-02-05T04:13:00.001-06:00

It was leadership experts John Maxwell and Jim Dornan who said “When you empower people, you’re not influencing just them; you’re influencing all the people they influence.”

But, what exactly is empowerment? It is a buzz word that we hear all the time, but what does it really mean? Well, the word “empowerment” can be defined as “to give the ability to.” So, when we empower someone we are actually giving them the ability to do something.

The problem with empowerment is in how we give it to someone. We walk up to team member Jane and we say, “Jane, project ABC is now your baby. It is your project. Make it happen. Oh, by the way, if you need to make any changes, then come check with me first.” Do you see what just happened? We just handcuffed Jane. We gave her the responsibility for project ABC but we didn’t give her any authority. That is not empowerment.

Empowerment is actually an equation. It is not an equation original with me but very accurate and very powerful.

Empowerment = Responsibility + Authority

That is true empowerment. We give Jane the ability to do project ABC by not only giving her responsibility but also the authority to make decisions to make it happen. That not only empowers her but also begins developing her leadership skills. It also frees us up so that we can focus on the things that only we can do. We must never micro-manage people. When we empower Jane, it frees her and us to be our best. It also makes the team stronger. We become a leadership focused team where we are developing everyone’s leadership abilities.

You might be saying, “But what if Jane messes up?” If she does, that is not a big deal. Use it as a teachable moment. We all mess up from time to time. When we learn from our mistakes, they actually make us stronger and draw us closer to our goal’s completion.

Another point to remember is that we can’t empower every team member the same way. Why? Because not everyone has the same experience or gifts. If we over-empower someone then they are over their head and they begin to drown. I have seen this happen and it not only is devastating for the team member but also the team. Everyone is an individual and we must lead them to success at their own pace. Help each member on your team be the best they can be... and your success (and theirs) is secure.

So, how do we do this? Well, we start with what are the qualifications to empower. Do we have the qualifications to empower this team member? It is a good question. Let’s explore the answer together. There are four qualifications that I believe must be present in order to effectively empower someone.

One, position. Fred Smith said, “Who can give permission for another to succeed? A person in authority. Others can encourage, but permission comes only from an authority figure: a parent, boss, or pastor.” Mr. Smith is right. Are you a person of authority with this person you seek to empower? If not, you can’t empower them. You can motivate and inspire them but not empower them. You must have the position to truly empower someone.

Two, relationship. You must have some sort of a relationship with them. If they have very little contact with you, then you won’t be able to effectively empower them. Even if you are their boss, you can’t empower them unless you have a working relationship with them.

Three, respect. There has to be a mutual respect with each other for the empowering relationship to be truly effective.

Four, commitment. There needs to be a commitment on your part as a leader. You are in it for the long haul. You don’t give them their assignment and then disappear to another project. As a leader, you need to be available. Available for guidance, available for strength, and available for help. The team member needs to be committed to you as their leader and to the organization to do the very best job they can. The commitment to go the extra mile, to give that extra amount.

Those are the four qualifications to empower someone. Once they are in place, we can move to the empowering process itself. There are also four keys to empowering people.

How To Empower People

1. Discover their strengths
2. Develop their strengths
3. Give them a project
4. Help them succeed

First, we have to discover their strengths by observing them. Second, like a great coach, we must help them develop their strengths. Their strength is like a muscle. Without use, it gets weak. With constant use, it grows strong and powerful.

The third thing we must do to empower them is give them a place to use it. A basketball player might have a sweet jump shot but it doesn’t really do any good until the coach puts him in the game. We must put them in the game. Once they are in the game, we move to the fourth thing which is to help them succeed. Chances are they will make some errors. Not a big deal. Coach them to success. Even Michael Jordan needed a coach. We all do. A great coach can pull out the best from their team members.

So, do you sometimes feel overwhelmed at work? Too much to do and not enough hands to do it? Or is it you haven’t empowered those hands to do it? Take a good look at your winning team and start empowering them today.
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Mark Bowser is one of the top Leadership Trainers and Speakers in the world today. He is the author of three books Power Nuggets, Unlocking the Champion Within, and Three Pillars of Success. You may receive his ezine "The Empower Newsletter" by going to http://www.MarkBowser.com

-Can you share some examples you have either implemented in your organization or seen put into place that truly empowered yourself or others? Perhaps you can share some examples where you have seen great leadership in action.

Sponsor: Dr. John C. Maxwell's Learning The 21 Irrefutable Laws Of Leadership DVD Training Curriculum - This powerful training resource is designed to meet your leadership training needs! You and your team will get clear insight into timeless leadership principles and learn a process for continual growth in the life of your organization. Order your copy of this powerful leadership training program.

*brought to you by BusinessLeadershipAdvice.com

Becoming a Motivational Leader By Brian Tracy

2009-01-23T06:25:00.000-06:00

Create a Big Vision - To become a motivational leader, you start with motivating yourself. You motivate yourself with a big vision, and as you move progressively toward its realization, you motivate and enthuse others to work with you to fulfill that vision.

Set High Standards - You exhibit absolute honesty and integrity with everyone in everything you do. You are the kind of person others admire and respect and want to be like. You set a standard that others aspire to. You live in truth with yourself and others so that they feel confident giving you their support and their commitment.

Face Your Fears - You demonstrate courage in everything you do by facing doubts and uncertainties and moving forward regardless. You put up a good front even when you feel anxious about the outcome. You don't burden others with your fears and misgivings. You keep them to yourself. You constantly push yourself out of your comfort zone and in the direction of your goals. And no matter how bleak the situation might appear, you keep on keeping on with a smile.

Be Realistic About Your Situation - You are intensely realistic. You refuse to engage in mental games or self-delusion. You encourage others to be realistic and objective about their situations as well. You encourage them to realize and appreciate that there is a price to pay for everything they want. They have weaknesses that they will have to overcome, and they have standards that they will have to meet, if they want to survive and thrive in a competitive market.

Accept Responsibility - You accept complete responsibility for results. You refuse to make excuses or blame others or hold grudges against people who you feel may have wronged you. You say, "If it's to be, it's up to me." You repeat over and over the words, "I am responsible. I am responsible. I am responsible."

Take Vigorous Action - Finally, you take action. You know that all mental preparation and character building is merely a prelude to action. It's not what you say but what you do that counts. The mark of the true leader is that he or she leads the action. He or she is willing to go first. He or she sets the example and acts as the role model. He or she does what he or she expects others to do.

Strive For Excellence - You become a motivational leader by motivating yourself. And you motivate yourself by striving toward excellence, by committing yourself to becoming everything you are capable of becoming. You motivate yourself by throwing your whole heart into doing your job in an excellent fashion. You motivate yourself and others by continually looking for ways to help others to improve their lives and achieve their goals. You become a motivational leader by becoming the kind of person others want to get behind and support in every way.

Your main job is to take complete control of your personal evolution and become a leader in every area of your life. You could ask for nothing more, and you should settle for nothing less.

Action Exercises:
Here are two things you can do immediately to put these ideas into action.

First, see yourself as an outstanding person, parent, coworker and leader in everything you do. Pattern your behavior after the very best people you know. Set high standards and refuse to compromise them.

Second, be clear about your goals and priorities and then take action continually moving forward. Develop a sense of urgency. Keep moving forward and you'll automatically keep yourself and others motivated.
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Brian Tracy is one of the world's leading authorities on personal and business success. His fast-moving talks and seminars are loaded with powerful, proven ideas and strategies that you can apply immediately to get better results in every area. Visit the Brian Tracy web site.

-What are your thoughts on what you just read? Can you share some specific ways you motivate yourself as well as members of your team? Do you have any examples you can share where you've seen "motivational leaders" in action within your organization or company?

*brought to you by BusinessLeadershipAdvice.com

Corporate Leadership Training: The Styles of Leadership By Mark Bowser

2009-01-19T06:41:00.000-06:00

There are three basic styles of leadership. All of us use these three styles. Now, let me pause here for a minute and say that I am not suggesting you change your style. What I am suggesting is that you become flexible with the styles.

Would you agree with me that your style works some of the time and fails miserably some of the time? Why is that? Because one style doesn’t fit every situation. What I am suggesting is that you use a more flexible situational leadership when it comes to the Leadership Styles. Use the style that best fits the situation and the people involved.

Having said that, what are the three Leadership Styles? The styles are:

1. Autocratic
2. Democratic
3. Free Rein

Let me explain what each style is and when to use it...

Autocratic: The Autocratic Leader is more like a general. The commander of an army. They are quick decision makers and they tell others what to do. We saw this style a great deal in the corporate world in the 1950’s through the 1980’s. We still see it today but not quite as much as those earlier decades.

Why did we see it so much in the past? Well, where did the CEOs and Presidents of organizations get their training? Many of them came out of the military. Is autocratic leadership a good style for the military? Absolutely. Particularly in war time. Why? Because we are in crisis or emergency mode. Decisions had to be made and made quickly or people would die. Autocratic leaders took action and won wars.

After the war, these leaders came back and took their place in the corporate world. They discovered that their civilian counterparts didn’t take to orders like their military counterparts. This caused them some challenges. The leaders discovered that their style didn’t work in every situation. They learned that they had to be flexible in their leadership styles. There is still a place for autocratic leadership in the corporate world because we have emergencies and other situations that require quick decisions and quick actions. But what we have to do in order to maximize our effectiveness is not get stuck in one style. Use the style that best fits the situation.

Democratic: The second style of leadership is the Democratic style. This is the leadership style of teamwork. It is run by democracy. We put things to a vote to make decisions and the majority rules. This is great for building team loyalty and participation but let me ask you a question. Should every decision at your office be put to a vote? Of course not. So, when is this a good leadership style to use? When you need to get buy in (by having open discussions where you can answer questions and sell your vision) and when the decisions aren’t a major importance. Use this style to create rapport and teamwork.

Free Rein: In this style of leadership, we get out of the way and let our team do their thing. It is a style where there is definitely no micro management. That is good. The challenge is that your team members have to be excellent, well trained, and go getters for it to succeed. If you have a lot of entry level workers or workers who are new to the job, this is not the best style to be in. Those workers will need more of your input and guidance for at least the short term.

Well, there we have it. Three styles of leadership: autocratic, democratic, and free rein. They all have their pluses and they all have their minuses. Use the style that best fits the situation and the team members involved and you will find yourself succeeding in all leadership situations.
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Mark Bowser is one of the top Leadership Trainers and Speakers in the world today. He is the author of three books Power Nuggets, Unlocking the Champion Within, and Three Pillars of Success. You may receive his ezine "The Empower Newsletter" by going to http://www.MarkBowser.com

-Do you have any thoughts on the leadership training ideas you just read? Anything you would like to add which might be helpful?

Sponsor: Dr. John C. Maxwell's Learning The 21 Irrefutable Laws Of Leadership DVD Training Curriculum - You and your team will get clear insight into timeless leadership principles and learn a process for continual growth in the life of your organization. Order your copy of this powerful leadership training program.

*brought to you by BusinessLeadershipAdvice.com

Corporate Leadership Training: The Three Facts of Leadership By Mark Bowser

2009-01-13T05:28:00.000-06:00

There are Three Facts of Leadership. If we understand these facts then our influence has the opportunity to grow. And when our influence grows so does our effectiveness as leaders.

Three Facts of Leadership

1. One person can make a difference
2. Start leading today
3. The office doesn’t make the person

Fact Number One: One Person Can Make a Difference

This is probably not a new saying to you, but what pictures came to your mind when you read that statement? If you are like many people, it was pictures of Billy Graham, Martin Luther King, Jr, Mother Theresa, Ghandi, and many others. However, do you see someone missing from that list? I do. That someone is YOU!

Mother Theresa didn’t go out to become a saint, she went out to save one dieing person. She was walking down the street and saw a person dieing in a gutter. She said to herself, “That is not right. Everyone should die with dignity.” And the rest they say is history. Great leaders, great physicians, sales champions, and consultants figure out how their influence can touch a life and by doing that their influence may touch hundreds, thousands, and maybe even millions of lives.

So, the question is where can your leadership grow to make a bigger difference then you are today? You are probably making a difference, but how can your leadership grow? You make a difference and people need you!

Fact Number Two: Start Leading Today

Many times, young leaders for example will say, “I’m not ready to lead. I will wait till I read that leadership book, or go to that seminar, or learn that skill, etc….” Now, those are all important things and I encourage them but the truth of the matter is that your organization and your team can’t wait. You need to start leading today… and learn as you lead. None of us will ever know all there is to leadership. It is a continual growing process. We can’t wait till we know all there is to leadership or we will do absolutely nothing. We must become influential today and grow throughout our leadership journey.

Fact Number Three: The Office doesn’t make the Person

Leadership is not about the corner office. Have you ever worked for someone who thought it was? They were more concerned with their promotion, their prestige, and there accolades. In the process, they lost their team (and many times their customers) as a result.

Now, please don’t misunderstand me, I have no problem with comfortable offices and a comfortable work environment. In fact, I am actually for it. But we must not put the cart before the horse.

Today, my family’s company, the Bright Corp. has a comfortable work environment and the executives have nice offices. But it wasn’t always that way. My dad and my uncle made sure the horse came before the cart and now the company has the resources to support that type of environment. They were more concerned with helping their team succeed and serving their customers then they were about having a cushy sofa and a picture window in their office.

As a result of this wise decision, they don’t have a revolving door for their team or worst yet for their customers. Their team has tremendous loyalty. They have team members that have worked for the Bright Corp. for over twenty years. They have customers that also go that far back. How rare is that? Very!!! Focus on your team and focus on your customers and the rest will take care of itself.
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Mark Bowser is one of the top Leadership Trainers and Speakers in the world today. He is the author of three books Power Nuggets, Unlocking the Champion Within, and Three Pillars of Success. You may receive his ezine "The Empower Newsletter" by going to www.MarkBowser.com

Sponsor: Dr. John C. Maxwell's Learning The 21 Irrefutable Laws Of Leadership DVD Training Curriculum - This powerful training resource is designed to meet your leadership training needs! You and your team will get clear insight into timeless leadership principles and learn a process for continual growth in the life of your organization. Order your copy of this powerful leadership training program.

*brought to you by BusinessLeadershipAdvice.com

The Keys to Empowered Leadership By Mark Bowser

2009-01-09T06:04:00.000-06:00

The big question we have to ask today is what is leadership? Leadership is probably the most important element to our success.

Leadership can be defined as motivating one or more people to move in a certain direction. That move can be in the form of taking some action and/or acquiring a new belief. So, by this definition, leadership can also be defined as Influence and it also can be defined as Sales. Both are fundamental elements in your success.

You may have never thought of it that way. Be honest, how many of you thought becoming better at Leadership, Influence, and Sales would help prosper your life? Probably not very many of you. However, I am going to give it my best to “influence” you on the absolute truth of that fact.

Effective leadership is the most vital element to any organization. With it and you can reach the stars. Without it and the murkiest swamp will become your home. As John Maxwell says, “Everything rises and falls on leadership.”

So, what is effective leadership and how do we become that kind of leader? I believe one of the best definitions comes from author J. Oswald Sanders’ when he described leadership as “Influence.” Sound familiar? We all influence people everyday. It may be as simple as influencing your co-workers on where to go eat lunch or as vital as influencing your teenager not to use drugs.

The first thing I think we need to understand is that there is a difference between an “Influential Leader” and a “Positional Leader.” The Positional Leader has the title. I am the President. I am the Director. I am the King of the nation. Well, that is great. But that doesn’t in and of itself make you influential. The Influential Leader may be the peasant of the kingdom or the entry level employee.

Influence is about inspiring and moving people into action in order to reach a desired goal. I hope you have the position, but I also hope you have the trust, respect, and heart of your people. Whatever your position is at this time, I want to help you develop into the Influential Person that you were born to be.

Before we can go any further, I believe it is important that we dig a little deeper into the explanations and actions of leadership. Let me ask you a question. Is there a difference between a leader and a manager? There is, isn’t there. Ok. What does a leader do? What is the first action that they take? Right. They create a vision. They may not create a vision for the entire organization but they definitely do for their part of it. Alright, what does a manager do? Right. They make it happen. They implement the vision.

The leader creates where we are going and the manager breaks the vision into manageable parts and assigns the tasks to the right people and assures that it happens. Ok, let me throw another concept out there? What does a coach do? A coach motivates, inspires, teaches, provides resources, disciplines when necessary, etc…

Which are we? A Leader, a Manager, or a Coach? That is right. We are all three. I don’t think we can separate it anymore. We have to be all three. We are a Leader / Manager / Coach. Now, that makes our task a little more daunting but will make us much more effective and successful in the long run. As I close this article, I encourage you to let this concept be a seed in the fertile soil of your mind. Let it grow. Let it develop and before you know it, so will your influence.
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Mark Bowser is one of the top Leadership Trainers and Speakers in the world today. He is the author of three books Power Nuggets, Unlocking the Champion Within, and Three Pillars of Success. You may receive his ezine "The Empower Newsletter" by going to www.MarkBowser.com

-What are your thoughts? Do you have any thing you would like to add on this topic?

*brought to you by BusinessLeadershipAdvice.com

A Formula for Changing Human Behavior By Chris Widener

2008-12-09T07:41:00.000-06:00

Some time ago I spoke for a group about Extraordinary Leadership, and a leader there asked me how to deal with people who are passive-aggressive.

As I thought about it, I concluded that what it really comes down to is setting goals, setting boundaries, holding them accountable and rewarding right behavior.

And that in turn got me thinking, isn't all of life about that?

Now, we all know that we can really only change our behavior, but the basics for changing human behavior, whether our own or potentially influencing others, is in engaging in that process:

Set goals
Set boundaries
Have accountability
Reward

Whether it is setting ourselves up for success, training our children or leading employees, I'd say that is a pretty good formula for success in changing human behavior.

Give that formula a shot this week and see what happens!
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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. You can learn more about Chris at ChrisWidener.com

-What do you think about what you just read? You can share your thoughts in the comments section.

*brought to you by BusinessLeadershipAdvice.com

In Praise Of Failure By Eileen McDargh

2008-11-26T17:03:00.000-06:00

As counter-intuitive as this sounds-given the massive failure of global financial institutions and the despicable revelations about executive payouts in companies like Lehman Brothers and AIG, much can be learned from failure.

In fact, our very reluctance to admit that something is NOT working is one of the reasons for our current protracted wars, severe financial meltdown, and no wide and deep commitment to develop alternative energy sources.

British author J.K.Rowling pushed the failure envelope in her 2008 speech to the gradating class of Harvard. She admitted that it was at the lowest point of her life (single parent, no job, one step away from being homeless) that she decided to stop pretending to be anyone else but herself and throw all her energies into writing. The Harry Potter series and a fortune of $1.1 billion testify to Rowling's belief that "you will emerge wiser and stronger, secure in your ability to survive."

ABANDON EGO but NEVER YOUR INTEGRITY ...

Integrity can be translated as faithfulness to one's self and one's ability whereas ego is viewed in terms of what others think. Some of the world's most impressive successes started out as failures. Beethoven's teacher told him he was hopeless as a composer and then, even as he became deaf, Beethoven wrote ravishing music. Churchill suffered numerous defeats in WWII and was kicked out of office. Yet, he is still regarded as England's greatest wartime hero.

Michael Phelps astounded the Olympic swimming world, and yet his childhood was marked by failures to fit in. As Churchill stated, "Success is the ability to go from failure to failure with no loss of enthusiasm." Or perhaps Henry Ford who went bankrupt many times before getting Ford Motor Company off the ground said it best. "Failure is the opportunity to begin again, this time more intelligently."

DON'T HIDE FAILURE. FOCUS ON LEARNING ...

Throwing the same strategies and tools at a failure is destined to only get more of the same. The research conducted by Stanford University psychologist Carol Dweck confirms that when failure is viewed as a learning experience, people respond with greater effort. Those who believe they have only a finite talent for learning report that they stop trying and might even consider cheating to get ahead. In the business world, risk -- and possible failure-is essential for success.

Companies like Apple and Xerox encourage effort and innovation and see failure as a steppingstone.

One of the bigger leadership mistakes would be to use social systems to bail people out of their failures rather than use systems to help people learn from such failures. No excuses. Just lessons learned and next steps to take.

THE OPPOSITE OF SUCCESS ISN'T FAILURE BUT MEDIOCRITY ...

Failed companies are rarely the fodder for case studies. That's unfortunate because we have much to learn from the failure. In his book, The Strategy Paradox, Michael Raynor, a professor at the Richard Ivey School of Business in London, Canada, looks at the Sony flop of its Betamax video-cassette versus Matsushita's VHS technology. Sony lost because it maintained an iron grip on licensing and high cost whereas Matsushita used opposite strategies. Although Sony lost, no one would regard Sony as a failed enterprise. WHY? Because Sony continued to take big risks and learn from them. The firm COULD have sunk into mediocrity.

LOOK BEYOND THE RESULT ...

In the world of science and technology, amazing innovations have come as a result of what might be termed "failure". The ability to see beyond the obvious has given rise to everything from rubber tires and post-it notes to Viagra and wine-in-a-box. A great example is failuremag.com. This is an online breakup service founded by Ren and Deanna Thompson. The Thompson's encountered so many online dating mis-matches that they started a Web-based "breakup service" that delivers bad news to the rejected party.

Faced with failure in many of our organizations and our national systems, we have two choices: hunker down, hide and live a mediocre life. Or-we can participate in our own leadership spheres of influence to learn from these failures and create something stronger, durable, and equitable for all.

(c) 2008, McDargh Communications.
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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.

Sponsor: Dr. John C. Maxwell's Learning The 21 Irrefutable Laws Of Leadership DVD Training Curriculum - This powerful training resource is designed to meet your leadership training needs! You and your team will get clear insight into timeless leadership principles and learn a process for continual growth in the life of your organization. Order your copy of this powerful leadership training program.

*brought to you by BusinessLeadershipAdvice.com

Leadership Case Studies : Ray Kroc - A Salesman's Leader By John Baldoni

2008-10-27T05:17:00.000-05:00

In all the talk of business leaders, one name rarely surfaces among the Welches, the Goizuetas, the Waltons, and the Gateses. And that’s the name of one who has been gone for a decade and half, but whose example is just as clear and vivid as ever.

I refer to Ray Kroc, the founder of the McDonald’s Corporation: a leader driven by vision, but one willing to nurture talent and ideas not his own, a rare combination for an entrepreneur.

Look beneath the "Golden Arches" and you will find a leader of near-irrepressible enthusiasm who discovered late in life what his true mission would be. At age fifty-two, Ray Kroc invested himself, and over the next few years nearly everything he owned, to fulfill his dream. For the first eight years, Ray Kroc didn’t take one dime from McDonald’s. He lived entirely on the modest salary he took from his milk-shake mixer business.

The neglect of Kroc may perhaps be due to the fact that McDonald’s is an ubiquitous presence (some would say too much so) on the American landscape. But that presence, some 25,000 restaurants strong around the world, never would have occurred without the drive, enthusiasm, will, and sheer optimism of a man who dreamed of a chain of restaurants coast-to-coast that would all serve the same food prepared the same way in the same restaurants in the same fast and friendly way.

Once McDonald’s become established, the world forgot Kroc’s humble origins and instead focused on his life as a multimillionaire; e.g., owner of the San Diego Padres and contributor to Nixon’s second re-election effort. Forgotten too was his leadership style, which to this day, is very applicable to anyone who dreams of starting a business, or managing it.

Here are some of the principles Ray Kroc lived and led by.

* Vision … Once he had witnessed the McDonald brother’s hamburger drive-in in San Bernardino, Kroc knew he had found what he was looking for: the opportunity to establish a nationwide chain of standardized, fast-food eateries. Today it seems obvious, but given the time, 1954, it seemed closer to fantasy.

Friends of Kroc warned him that he was crazy to consider building a business on 15-cent hamburgers. It must be said that Kroc initially envisioned McDonald’s as a opportunity to sell more Multi-mixers, but the more he investigated and the more he invested, he realized that McDonald’s had the potential to rewrite the fast-food rule book and in the process establish the quick service restaurant business.

* Conviction … "There’s almost nothing you can’t accomplish if you set your mind to it" he told a group of MBA students in 1976. And he lived those words. Kroc held fast to his dream of McDonald’s restaurants. And furthermore to the idea that the restaurant concept would only succeed if everyone in the system—operators, suppliers, corporate—held to the same strict standards in food offerings, food preparation, food delivery, and service principles.

* Flexibility … As rigidly as Kroc held to strict standards in food preparation and service, he was open and eager for new ideas, chiefly from operators. New products like Big Mac and Egg McMuffin emerged from operators; Kroc’s attempts at new products—the Hula Burger and a strawberry dessert, to name two—were abject failures. Yet Kroc was smart enough to run with a good idea no matter who originated it. That’s leadership.

* Cooperation … Kroc built the McDonald’s System on the simple, but fundamental philosophy, that everyone would profit or no one would. For this reason, he established a system that put operator profits first. Only by ensuring operator profitability would the system succeed. (In contrast to other franchisers of the time, Kroc charged no markup for supplies and equipment. He sold everything at cost.) He applied the same philosophy to his suppliers. This faith in letting others prosper first cost McDonald’s dearly in the early years, but it paid off handsomely in the end.

* Enthusiasm … Ray Kroc loved the hamburger business. He could wax lyrically about the water content of french fries, or the curves of a hamburger bun. More so, he enjoyed talking up his restaurant business; it was his passion and his avocation. This kind of enthusiasm seems innate to many salespeople, and they need it in spades. Ardor for what they do steels them against the rejection that salespeople face on a daily basis. Kroc possessed so much enthusiasm; he was contagious. Since his enthusiasm was so infectious, he was able to attract so many of the right people to him.

* Toleration of Dissent … Many entrepreneurs live by the rule, "my way or the highway." Not Kroc. His boldest move in this area was his hiring of Harry Sonneborn as his finance manager in 1956. As different as night and day, Kroc and Sonneborn formed a remarkable team. Where Sonneborn was taciturn and detail-driven, Kroc was outgoing and visionary. But without Sonneborn, McDonald’s would never have survived.

It was Sonneborn’s idea to establish the Franchise Realty Corporation, a real estate venture that enabled McDonald’s Corporation to profit from the growth of the chain. Sonneborn and Kroc clashed constantly, but Kroc tolerated the dissent because he knew Sonneborn was good for the System. (Sadly, the two eventually parted, but it was well after Sonneborn was a multi-millionaire and had prospered from his ideas.)

* Mentoring … Salesman that he was, Ray Kroc had an eagle eye for talent. He plucked Fred Turner, the organizational mind behind the McDonald’s operating system, from the ranks of potential operators. Kroc nurtured Turner as he did others; and in the process, built his business by selecting the right people at the right time. (It must be said that Kroc was sometimes arbitrary. In a fit of pique he might demand that man who didn’t shine his shoes, or wore his hat incorrectly, be fired. Typically, the order would never be carried by Ray’s executive team who knew better. And in time, Kroc would forget the incident.)

* Giving … As generous as he was with advice, Kroc was generous with a dollar. After becoming a centi-millionaire several times over, he established a foundation to support his charitable efforts. Even before he was wealthy, McDonald’s staged promotional events linked to local Chicago charities. To be certain, the original aim was publicity; but over time, Kroc and his team initiated a culture of giving that is alive and well today throughout the McDonald’s System.(The Ronald McDonald House, which provides housing for relatives of children undergoing lengthy hospital stays, is one such example.)

Of course, the point of giving is not to "get something back," but rather to "give something back"; For leaders, giving helps create a culture where everyone in the organization becomes more outwardly focused in ways large and small that help benefit others. Kroc understood this principle and the organizations he built are a testament to it.

* Optimism … If ever there were the archetype of salesman who’s always looking for a rainbow in a hailstorm, it’s Ray Kroc. "I have always believed that each man makes his own happiness and is responsible for his own problems," so wrote Kroc in his autobiography, Grinding It Out. It was a philosophy that served him well. Faced with adversity throughout his life, he overcame much of it and succeeded beyond his wildest dreams.

Curiously, Kroc’s original passion was music; he was a piano player in nightclubs. But since it was not the kind of lifestyle that appealed to his wife -- nor to Kroc’s own entrepreneurial aspirations -- Kroc gave it up for a career in sales. Still, he possessed the irrepressible optimism that come from someone who can break into a song to please a crowd.

All of these traits contributed to Kroc’s leadership style, but perhaps the greatest was his ability to sell an idea. The reason he was so persuasive was not because he was a good storyteller (he was); a good socializer (he was); had a way with words (he did). No, the chief reason for his leadership was Kroc was able to sketch out his vision and have the listen participate in it with him.

Whether Ray was talking about french fries, or the McDonald’s System, he believed in absolute truth of what he was saying. His sense of conviction, larded with plenty of optimism, dwarfed doubt and helped the listener participate in the dream with him. Most important, this vision also was predicated on the idea that the listener would benefit by sharing in the dream with Kroc that would enrich and ennoble all who shared it.

Couple Kroc’s conviction with his overwhelming optimism and you have a leader of whom salesmen can be proud… and from whom managers everywhere can learn.

(c) John Baldoni - all rights reserved

References:

Kroc, Ray with Anderson, Robert (1977) Grinding It Out: The Making of McDonald’s. New York: St. Martin’s Books.
Love, John F (1986, 1995) McDonald’s: Behind the Arches. New York: Bantam Books.
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John Baldoni is an internationally recognized leadership expert, executive coach, speaker and author of seven books on leadership. His newest book, Lead by Example: 50 Ways Great Leaders Inspire Results (Amacom) describes how leaders encourage others to follow their lead. John writes the "Leadership at Work" blog for Harvard Business Publishing and as well as his own leadership blog. John’s website, www.JohnBaldoni.com, contains coaching podcasts and videos, leadership articles, and information about his books and workshops.

*brought to you by BusinessLeadershipAdvice.com

Sponsor: Dr. John C. Maxwell's Learning The 21 Irrefutable Laws Of Leadership DVD Training Curriculum - This powerful training resource is designed to meet your leadership training needs! Order your copy of this powerful leadership training program.

Leadership Tips: Learning to Reflect By John Baldoni

2008-10-25T04:04:00.000-05:00

1. Close the door and clear your mind of minute-to-minute thoughts.

2. Stretch and relax.

3. Focus on one issue you want to consider.

4. Look at the issue from more than one perspective. (Your employee's? Your customer's? Your bosses? Your competitor's?)

5. Do not expect immediate answers.

6. Continue to mull over possible solutions. (This is called ruminative thinking, a technique favored by comic philosopher-performer John Cleese.)
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John Baldoni is an internationally recognized leadership expert, executive coach, speaker and author of seven books on leadership. His newest book, Lead by Example: 50 Ways Great Leaders Inspire Results (Amacom) describes how leaders encourage others to follow their lead. John writes the "Leadership at Work" blog for Harvard Business Publishing and as well as his own leadership blog. John’s website, www.JohnBaldoni.com, contains coaching podcasts and videos, leadership articles, and information about his books and workshops.

-Your thoughts? Do you care to share any other ways you've found helpful for preparing to reflect on issues related to leadership?

*brought to you by BusinessLeadershipAdvice.com

Leadership Tips: Dealing with the Challenging Employee by John Baldoni

2008-10-22T06:03:00.000-05:00

1. Consider what is causing the problem. (Is it the employee, or is it the situation?)

2. Ask the employee why he or she is having a problem. (Look for ways to provide assistance.)

3. Focus on behavior, not personality.

4. Be specific in your criticism. (Provide specific examples of what the employee can do to improve.)

5. Set expectations. (Give one assignment with a firm deadline.)

6. Review performance and repeat process. (How often you repeat the cycle depends on your patience and the demands of your organization.)
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John Baldoni is an internationally recognized leadership expert, executive coach, speaker and author of seven books on leadership. His newest book, Lead by Example: 50 Ways Great Leaders Inspire Results (Amacom) describes how leaders encourage others to follow their lead. John writes the "Leadership at Work" blog for Harvard Business Publishing and as well as his own leadership blog. John’s website, www.JohnBaldoni.com, contains coaching podcasts and videos, leadership articles, and information about his books and workshops.

-Do you have any helpful advice regarding dealing with challenging employees or team members?

*brought to you by BusinessLeadershipAdvice.com

Leadership Tips: Becoming More Creative By John Baldoni

2008-10-20T15:54:00.001-05:00

1. Keep an open mind. (Sometimes creative thoughts come when you are at your busiest.)

2. Think sideways and upside down. (Assume different perpsectives - your competitor's, your employer's, your customer's.)

3. Brainstorm with colleagues.

4. Look to combine one, two or three ideas into one terrific idea.

5. Let thoughts ruminate in your brain overnight. (John Cleese, the gifted comedian, practices this technique.)

6. Trust your instincts. If the ideas do not come right away, walk away and begin doing something else (You never know where the next great idea will come from.)
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John Baldoni is an internationally recognized leadership expert, executive coach, speaker and author of seven books on leadership. His newest book, Lead by Example: 50 Ways Great Leaders Inspire Results (Amacom) describes how leaders encourage others to follow their lead. John writes the "Leadership at Work" blog for Harvard Business Publishing and as well as his own leadership blog. John’s website, www.JohnBaldoni.com, contains coaching podcasts and videos, leadership articles, and information about his books and workshops.

*brought to you by BusinessLeadershipAdvice.com

Solving Problems Effectively -- By Brian Tracy

2008-10-03T06:39:00.000-05:00

Your ability to communicate is the most important skill you can develop to get on to the fast track in your career.

Perhaps the most important thing you do in business is to solve problems and make decisions, both by yourself and with other people.

Use A Systematic Process ...
A major type of communication in the business organization is meetings for problem solving and decision making.

The key to effective problem solving and decision making discussions, is for you to all go through the process systematically.

Define the Problem Clearly ...
Right at the beginning, you ask the question, "What exactly is the problem?" Clarity of definition will resolve 50% of the issues before they go any further.

Focus on the Future ...
When discussing a problem, be sure to focus on the future over the past. Ask the question, "Where do we go from here?" "What do we do from here?" "What are our options for the future?"

Too many problem-solving discussions end up focusing all of the attention of all the people present on what happened in the past and who is to blame.

The effective executive uses this type of communication to focus on where the company and the individuals are going, and what can happen in the future - the only part of the equation over which anyone has any control.

Talk About the Solutions ...
A second element in effective problem solving communications, is for you to talk about the solutions instead of talking about the problems.

It is for you to keep the attention of the individuals in the meeting focused on the possible solutions and what can be done rather than what has already happened.

Release Creativity ...
The discussion of solutions is inherently positive, uplifting and has a tendency to release creativity amongst the group.

A discussion of problems is inherently negative, demotivating and tends to inhibit creativity.

The Key to Positive Thinking ...
You can become a positive thinker simply by becoming a solution-oriented person rather than a problem-oriented person.

If you get everyone in your organization thinking and talking in terms of solutions, you will be astonished at the quality and quantity of ideas that will emerge.

Action Exercises:

Now, here are two things you can do immediately to become a better problem solver and decision maker.

First, take some time to be absolutely clear about the problem that is under discussion. Give some thought to what an ideal decision or solution would accomplish. Instead of focusing on the situation as it is, talk about the situation as you would like it to be.

Second, keep the conversation focused on solutions, on what can be done in the future. The more you think and talk about solutions, the more positive and creative everyone will be and the better ideas you will come up with.
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Brian Tracy is one of the world's leading authorities on personal and business success. His fast-moving talks and seminars are loaded with powerful, proven ideas and strategies that you can apply immediately to get better results in every area. Visit the Brian Tracy web site.

- Do you agree or disagree with what you just read? Would you like to share any ideas that you believe would be helpful as it relates to developing leadership skills?

*brought to you by BusinessLeadershipAdvice.com

Develop A Clear Vision By Brian Tracy

2008-09-30T22:51:00.000-05:00

The one quality that all leaders have in common is that they have a clear and exciting vision for the future.

This is something that only the leader can do. Only the leader can think about the future and plan for the future each day.

Take the Time to Think...
Excellent leaders take the time to think through and develop a clear picture of where they want the organization to be in one, three and five years.

Leaders have the ability to communicate this vision in such a way that others "buy in" and eventually see the vision as belonging to them.

Motivate People to Give of Their Best...
It is the vision of the future possibilities, of what can be, that arouses emotion and motivates people to give of their best.

The most powerful vision is always qualitative, aimed at and described in terms of values and mission rather than quantitative, which is described in terms of money and numbers.

Money is Important...
Of course, money is important, but the decision and commitment to "be the best in the business" is far more exciting.

Keep Your Cool...
Another key to leadership success is for you to "keep your cool." A study at Stanford Business School examined the qualities that companies look for in promoting young managers toward senior executive positions, especially the position of Chief Executive Officer.

The study concluded that the two most important qualities required for great success were, first, the ability to put together and function as part of a team.

Since all work is ultimately done by teams, and the managers' output is the output of the team, the ability to select team members, set objectives, delegate responsibility and finally, get the job done, was central to success in management.

Practice is Everything...
The second quality required for rapid promotion was found to be the ability to function well under pressure, and especially in a crisis.

Keeping your cool in a crisis means to practice patience and self-control under difficult or disappointing circumstances.

People Are Watching...
The character and quality of a leader is often demonstrated in these critical moments under fire, when everyone is watching, observing and privately taking notes.

As Rudyard Kipling once said, "If you can keep your head when all around you are losing theirs and blaming it on you, then the world is yours and all that's in it".

Your job as a leader is to have a clear vision of where you want to go and then to keep your cool when things go wrong, as they surely will.

Action Exercises:
Here are two things you can do immediately to put these ideas into action:

First, project forward 3-5 years and imagine your ideal future vision. What does it look like? What steps can you take immediately to begin turning your future vision into your current reality?

Second, resolve in advance that, no matter what happens, you will remain calm and cool. You will not become upset or angry. You will take a deep breath and focus on the solution rather than on the problem.
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Brian Tracy is one of the world's leading authorities on personal and business success. His fast-moving talks and seminars are loaded with powerful, proven ideas and strategies that you can apply immediately to get better results in every area. Visit the Brian Tracy web site.

Sponsor: Dr. John C. Maxwell's Learning The 21 Irrefutable Laws Of Leadership DVD Training Curriculum - This powerful training resource is designed to meet your leadership training needs! You and your team will get clear insight into timeless leadership principles and learn a process for continual growth in the life of your organization. Order your copy of this powerful leadership training program.

*brought to you by BusinessLeadershipAdvice.com

Deckplate Leadership -- By Charles Lutz

2008-08-26T10:41:00.002-05:00

My first two years in the Navy were less than productive. As a young 18 year old, I was loud, obnoxious, and thought many things were funny that my supervisors didn't. On the opposite end, I was also smart, eager and enthusiastic -- but I asked a lot of questions and wanted to know the "why?" of what we were doing.

This wasn't very popular with the crowd I was working for. Most of them had grown up in the Navy during the Viet Nam War and were not used to some "punk kid" asking why. My job was to do. My job was to take orders. I knew this but still wanted to know why it was we did things the way we did. As a result of a lack of "connection" with my supervisors, I was moved around from department to department because no one wanted this "kid" to work for them.

My morale suffered, my productivity suffered and I was on my way out of the organization. That was until Chief Petty Officer Denny Higgins checked onboard. Denny was a "Deckplate Leader." He took on the challenge of readying a young Sailor for future success. He was sometimes tough, pushed me to my limits, and always maintained the integrity needed to secure and maintain my trust. He was the turning point in my career and proved to be the catalyst for other successes I was able to accomplish.

Are you a deckplate leader? Here's how to tell:

They Know Themselves

Deckplate leaders know what makes their own machine operate. They have a clear vision of where they are going, how they fit in and what value they can provide to other people. This isn't by chance. Deckplate leaders objectively reflect on what has been working, what hasn't been working and how things can be improved upon.

Chief Higgins knew what made his own machine operate and he stood firm in his values. His actions modeled integrity, confidence, and a willingness to connect as people versus supervisor and subordinate. He had nothing to prove by barking orders, he knew who he was and it showed in all he did.

They Know Their People

Deckplate leaders aren't afraid to get dirty. When there is a job to be done, they model the way. When, as a Deckplate leader, you work alongside your people you get to know them. You learn what motivates them, what inspires them, what scares them, and how their machine operates. More importantly, you build a covenant of trust. A covenant that says that, no matter what, I've got your back.

Chief Higgins worked alongside me, showing how to make the most of the talents I had and pushed me to explore new possibilities. This couldn't have been accomplished from behind a desk. Deckplate leaders jump in with gusto, serve their team, and build that covenant.

They Know the Situation

For the division, department, or for the entire organization, Deckplate leaders know how their team fits in. They keep the lines of communication open at all levels -- letting others and their team members know the value they provide in getting the mission accomplished. Before Chief Higgins, I went through the motions of doing what I needed to do to get the job done and operated at minimum efficiency and effectiveness.

After his arrival, I knew how what I was doing helped so many others. That it wasn't menial work -- it was important work. My work was something that needed to be done so that others could build on it and do their part. It motivated me to work smarter, harder, and perform at my best -- each and every time. This wasn't by chance, it was a deliberative effort on his part to connect me to my work and it worked!

Are you a Deckplate leader? Do these three descriptions resonate with you? No matter where we fall in the wheel of the organization, everyone can benefit from Deckplate leadership. You don't need a fancy title, position, or office to do it. All you need is reflective spirit, a want to serve others, and a willingness to help your team move to the next level in creativity, productivity, and engagement.

Like I said, Chief Higgins was the turning point in my career. Without him, I wouldn't have stayed in the Navy and I wouldn't have served others in the capacity that I did. Don't hesitate on being a Deckplate leader, there is someone out there counting on you to step up today.
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Chip Lutz is a professional speaker, trainer, and retired Navy Officer with 22 years leadership experience. He speaks and trains on the power of positive leadership and the infusion of humor in the workplace to increase morale, productivity, and teamwork. Additionally, he is adjunct faculty for two colleges where he teaches classes in leadership, teamwork, and organizational behavior. Learn more about his work at FunSquadInc.com or email him at czar@funsquadinc.com to be put on his weekly newsletter distribution.

*brought to you by BusinessLeadershipAdvice.com

The Three Types of Team Commitment By Kevin Eikenberry

2008-08-14T09:55:00.000-05:00

Larry, Michelle and George had been friends a long time. They met in college, and though they each went to work in different organizations, they committed to getting together once a year to discuss their careers, opportunities and challenges. Over the years they had each risen to senior leadership roles within their organizations. At their most recent annual retreat the topic of team commitment came up.

As it turned out, they were as puzzled after their conversation as they had been before they began. Why? Because they all believed that team commitment was important, and they all felt they had it, and yet the performance of their teams weren’t as strong as they hoped for or felt was possible.

Listen in to part of their conversation...

Larry knew something wasn`t connecting for his team in terms of productivity, but wasn`t sure just what. "If anything, we have great team commitment. People understand the organizational goals and have truly bought into that direction. It`s clear from their words and actions that they are committed to our organizational goals. And yet, something is still missing. I`m not sure what it is."

Michelle said, "We’re missing something in the productivity area as well, but my team is committed too. They are staunchly proud of the team - in fact they wave the team banner regularly - I`m surprised they haven`t had t-shirts made! They believe in the team`s role, they know that what they do is important, and like I said, man, are they proud!"

George concluded the comments of the trio. "My team is tremendously committed to each other. They are supportive, give each other great feedback and are always looking out for each other - more so than any other team I`ve ever seen. With all this commitment I`m baffled why they aren`t more successful!"

The conversation continued along a similar vein, with no real conclusions, until the next morning at breakfast.

The Morning Aha

At breakfast, Michelle said, "I was thinking about our team commitment conversation last night, and I woke up this morning with an idea! I think we do all have committed teams - but they aren`t committed to the same things. I think what we really need is a combination of the three types of commitments each of our teams have! Look at it this way..."

Michelle then drew three concurrent circles. In the inner circle she wrote "Commitment to Each Other." In the middle circle`s area she wrote "Commitment to the Team." And in the outer circle she wrote "Commitment to the Organization."

With this picture the group discussed the idea at great length and how to build the two types of commitment their teams didn`t have. They also decided to talk in a couple of months about their progress.

The Three Circles

Commitment is critically important to team success. Of course there are other factors for success (like relationships, clear goals and more), but commitment is one that often is overlooked. More specifically, teams need three forms of commitment to be most successful:

1. Commitment to each other and each other`s success. Teams that are comprised of individuals that actively support, believe in and care about the success of each other will be more successful. This type of commitment promotes the comfortable shifting of duties and responsibilities among team members as necessary and allows teams to have less stress and higher productivity.

2. Commitment to their team and the team`s success. Team pride and commitment is important to ultimate success. The commitment that arises from a team that understands their role and relishes achieving it is hard to undervalue. Teams with this type of commitment will overcome long odds due to their strength and unity and willingness to band together to get through a tough situation. Why? Because they see the effort as worth it for the good of the team.

3. Commitment to the organization and organizational goals. When teams see their work as supporting valuable and important organizational pursuits, this type of commitment is strengthened. This can`t be built without a clear understanding of company direction and goals, but with those in place this commitment can grow. Like the internal team commitment, this manifests in organizational pride and a clear sense of obligation to the greater good.

Thinking about each of these separately as a team leader or a team member will help you determine where gaps might be. Hopefully your team has high marks in each area. If not, this list gives you a place to start in building higher levels of commitment in the areas that might be lacking.

Potential Pointer: The important team commitments include commitment to the organization, the team and each other. The stronger and more balanced these commitments are, the more successful and productive any team will be.
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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. You can contact him to learn more about how he can help you or your organization improve your skills and results.

Sponsor: Dr. John C. Maxwell's Learning The 21 Irrefutable Laws Of Leadership DVD Training Curriculum - This powerful training resource is designed to meet your leadership training needs! You and your team will get clear insight into timeless leadership principles and learn a process for continual growth in the life of your organization. Order your copy of this powerful leadership training program.

*brought to you by BusinessLeadershipAdvice.com

A Leader Has High Ethics By Sheila Murray Bethel, PhD.

2008-08-13T09:05:00.001-05:00

A young executive recently said to me, "How can I worry about ethics when our company is involved in a hostile takeover and we're fighting for our very existence?"

My answer was, "You don't have to put ethics on the shelf while doing corporate battle. Without ethics, even if you win you lose."

Every time we say or do something unethical we chip away at the foundations of our moral character and the reputation of our organization. If we're going to make a difference we must set examples of high ethics for others to follow.

I'm sure that you agree that the prime purpose of businesses is to make profit. But when profits become the only measure of success, we've lost sight of our shared values. When unethical business practices create unfair situations that go beyond a healthy competitive environment we are in deep trouble.

In a competitive market, doing business often involves beating out the other guy, getting the best of the deal, turning one million into five million. In this adversarial climate clear definitions of ethics can be difficult. How do you know when an action is a brilliant tactic or unscrupulous double-dealing? One way is to ask yourself if this action might harm an individual or business.

No one ever said that being ethical is easy. We live in a world with more and more ethical gray areas. Circumstances pull at us every day urging us to take the easy way out, to twist something just a little, or to close our eyes for just a second. Acts of omission can be just as unethical as acts of commission. Saying and doing nothing can be just as unethical as the committed act. The distinction between what is legal and what is unethical has become blurred.

Human Values - Business problems are ultimately human problems and so, human values must be applied to their solutions. These human values and solutions come from you and me. The good news is that the profit motive and social responsibility can coexist and prosper when we operate with high ethical standards and compassion. The stronger our ethical behavior, the better leaders we become. Harry J. Gray, former Chairman of United Technologies said, "How we perform as individuals determines how we perform as a nation."

Situational Ethics - Each of us makes daily decisions about our ethical behavior in various situations; thus we live with situational ethics. Since we are not perfect, we rarely operate consistently at the highest ethical level. Instead, the best we can do is to try to develop the wisdom and judgment to get as close to perfection as possible. For example, absolute honesty means never lie. That sounds like a good idea. But all of us have told "white lies" to keep from hurting someone's feelings.

Remember the last time a friend ask if you liked his or her new clothing, If you didn't, there was little point in saying so. If you found a neutral comment that was appropriate but that did not tell the absolute truth, are you unethical? Most of us would answer "no" So we use our experience (wisdom and judgment) and our conscience (moral character and integrity) to tell us how far we stray from absolute honesty.

Situational ethics or not, if something is ethically or morally repugnant on a personal scale, it is equally repugnant in our jobs and professions. In both areas, our personal lives and our business lives, the leader sets the standards, tries to live by them, and communicates the same expectation to others.

Shared Values - In the United States our pledge of allegiance says, "with Liberty and justice for all." If our nation is to remain great we must reestablish what our forefathers created for us: E. pluribus Unum, one composed of many. In the new decade just ahead we need to work together for our common interests, hopes and values, more than ever before We must examine our personal standard of conduct -- our ethics, and have the courage to turn the spot light on our actions, habits and examples.

Our differences are part of our great strength. We are a melting pot of peoples, religions and ideas. Out of this wonderfully diverse mixture has come our shared values system of ethical values. You make a difference as a leader when you set an example of high ethics.
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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.

-what are your thoughts on what you read above? Anything you would like to add?

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