Great leadership is the key to success. Great communication is the key to great leadership. Think about any great leader in modern time: Gandhi, Martin Luther King, Jr, and John F. Kennedy are evoked right away. They were strong leaders because they could evoke folk to follow them. It was their ability to articulate their vision that made them successful in attaining their goals.
In your organization you have to be the leader who caninspire the team to extreme heights. To get them to follow you, be sure they're listening to your values and your vision, and then confirm the right environment for them to prosper and grow.
Values
When I say values, everybody nods their heads as if of course, Daniel, that's apparent. However when I check on this piece, I find the last time they spoke about their values - personal and professional - with their team, was sometimes in the interview before their people were even hired.
You must clearly know your private values and your organisation values to steer efficiently. As an example, do the solutions to these issues arise promptly to mind?
Personally:
1. What do you stand for?
2. What's most critical to you?
3. What would you like your life to demonstrate?
4. What's your personal mission in life?
Professionally:
1. What do you stand for?
2. What are you pleased to do to get new business?
3. What are you not willing to do?
4. Do you have a professional mission statement?
Quality leaders don't change their values over a period of time or to achieve short-term success. Consistent core organizational value systems form the strong underpinning for long-term success.
An easy definition is that your values are the guidelines by which you play the game. A well defined value system makes all choices less complicated and encourages your team to go where you lead.
Vision
It's easy to say you have a vision for your business. It's your lifeblood. You know it inside out. Writing it down is the next step. Sharing it widely with your team is important as well. Rather more seriously, your vision for the business must supply a unifying picture so that everybody on the team - without reference to job function - can see exactly where you are going and the seriousness of their role in getting there. Therefore , the clearer the theorem and the clearer (i.e, short and easy) the message is, the more probable you, and your team, can achieve the goal. Your vision desires to answer three questions. And it must answer those 3 questions for everybody on the team.
1. What do we do?
2. How can we do it
3. For whom do we do it?
As Jim Collins demonstrated in his book, From Good to Great, this is not a 30 minute, one meeting exercise. This needs 100% collaboration. It cannot be a top-down decision. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the guts of the first and fantastically able man before his brain can do its best." When you understand what's at the center of your team members, you can serve them and allow them to reach their actual potential. Value their uniqueness. Your team members are your internal customers. You need to treat them at least as well as your external buyers. This is the top level of client service.
Shape the right working environment and you may have trustworthy team members to steer. That implies, you have got to make a working environment that has respect for each person, appreciates them and rewards their effort, and inspires an openness to modify. Make it a secure environment, one which inspires trying new ideas. When you loose private creativeness, each team member has a stake in the end result. It?s an environment that promotes expansion at every level. Combine all three elements and you have a formula for galvanizing eminence and leading to discovery success. Do it now!
In your organization you have to be the leader who caninspire the team to extreme heights. To get them to follow you, be sure they're listening to your values and your vision, and then confirm the right environment for them to prosper and grow.
Values
When I say values, everybody nods their heads as if of course, Daniel, that's apparent. However when I check on this piece, I find the last time they spoke about their values - personal and professional - with their team, was sometimes in the interview before their people were even hired.
You must clearly know your private values and your organisation values to steer efficiently. As an example, do the solutions to these issues arise promptly to mind?
Personally:
1. What do you stand for?
2. What's most critical to you?
3. What would you like your life to demonstrate?
4. What's your personal mission in life?
Professionally:
1. What do you stand for?
2. What are you pleased to do to get new business?
3. What are you not willing to do?
4. Do you have a professional mission statement?
Quality leaders don't change their values over a period of time or to achieve short-term success. Consistent core organizational value systems form the strong underpinning for long-term success.
An easy definition is that your values are the guidelines by which you play the game. A well defined value system makes all choices less complicated and encourages your team to go where you lead.
Vision
It's easy to say you have a vision for your business. It's your lifeblood. You know it inside out. Writing it down is the next step. Sharing it widely with your team is important as well. Rather more seriously, your vision for the business must supply a unifying picture so that everybody on the team - without reference to job function - can see exactly where you are going and the seriousness of their role in getting there. Therefore , the clearer the theorem and the clearer (i.e, short and easy) the message is, the more probable you, and your team, can achieve the goal. Your vision desires to answer three questions. And it must answer those 3 questions for everybody on the team.
1. What do we do?
2. How can we do it
3. For whom do we do it?
As Jim Collins demonstrated in his book, From Good to Great, this is not a 30 minute, one meeting exercise. This needs 100% collaboration. It cannot be a top-down decision. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the guts of the first and fantastically able man before his brain can do its best." When you understand what's at the center of your team members, you can serve them and allow them to reach their actual potential. Value their uniqueness. Your team members are your internal customers. You need to treat them at least as well as your external buyers. This is the top level of client service.
Shape the right working environment and you may have trustworthy team members to steer. That implies, you have got to make a working environment that has respect for each person, appreciates them and rewards their effort, and inspires an openness to modify. Make it a secure environment, one which inspires trying new ideas. When you loose private creativeness, each team member has a stake in the end result. It?s an environment that promotes expansion at every level. Combine all three elements and you have a formula for galvanizing eminence and leading to discovery success. Do it now!
About the Author:
CatalystMLM is a 'no pitch, just value ' community for multi-level marketers. The resource library geared towards direct sales training and is full of valuable training and interviews from top income earners like John Trahan of Syntek Global, Ray Higdon, Todd Falcone, Kate Northrup, and more
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