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 come to mind right away. They were potent leaders because they could evoke people to follow them. It was their power to articulate their vision that made them successful in realizing their goals.
In your organisation you need to be the leader who caninspire the team to great levels. To get them to follow you, be absolutely certain they are listening to your values and your vision, and then determine the right environment for them to thrive and grow.
Values
When I say values, everybody nods their heads as if of course, Daniel, that's apparent. when I check on this piece, I find the last time they spoke about their values - professional and private - with their team, was often in the interview before their people were even employed.
You should obviously know your private values and your organisation values to lead efficiently. For example, do the answers to these questions come quickly to mind?
Personally:
1. What do you stand for?
2. What's most crucial to you?
3. What do you want your life to show?
4. What is your personal mission in life?
Professionally:
1. What do you stand for?
2. What are you willing to do to get new business?
3. What are you not pleased to do?
4. Have you got a professional mission statement?
Quality leaders don't change their values over a period or to achieve short term success. Consistent core organizational price systems form the powerful underpinning for long-term success.
An easy definition is that your values are the guidelines by which you play the game. A well defined price system makes all choices less complicated and inspires your team to go where you lead.
Vision
It is simple to say you have a vision for your business. It is your lifeblood. You know it inside out. Writing it down is the following step. Sharing it widely with your team is imperative as well. Even more significantly, 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 importance of their role in getting there. Therefore , the more clear the concept and the clearer (i.e, short and simple) the message is, the more likely you, and your team, can achieve the goal. Your vision needs to answer three questions. And it must answer those three questions for everybody on the team.
1. What do we do?
2. How will 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 call. It has got to be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the guts of the first and incredibly able man before his brain can do its best." When you come to understand what is at the core of your team members, you can serve them and permit them to reach their total potential. Value their uniqueness. Your team members are your internal customers. You should treat them at least as well as your external purchasers. This is the highest level of consumer service.
Shape the right workplace environment and you may have loyal team members to lead. That implies, you've got to make a working environment that respects each person, appreciates them and rewards their effort, and encourages an openness to change. Make it a safe environment, one which inspires trying fresh ideas. When you unloose personal creativeness, each team member has a percentage in the end result. It?s an environment that promotes growth at every level. Mix all 3 elements and you've a formula for electrifying pre-eminence and leading to discovery success. Do it now!
In your organisation you need to be the leader who caninspire the team to great levels. To get them to follow you, be absolutely certain they are listening to your values and your vision, and then determine the right environment for them to thrive and grow.
Values
When I say values, everybody nods their heads as if of course, Daniel, that's apparent. when I check on this piece, I find the last time they spoke about their values - professional and private - with their team, was often in the interview before their people were even employed.
You should obviously know your private values and your organisation values to lead efficiently. For example, do the answers to these questions come quickly to mind?
Personally:
1. What do you stand for?
2. What's most crucial to you?
3. What do you want your life to show?
4. What is your personal mission in life?
Professionally:
1. What do you stand for?
2. What are you willing to do to get new business?
3. What are you not pleased to do?
4. Have you got a professional mission statement?
Quality leaders don't change their values over a period or to achieve short term success. Consistent core organizational price systems form the powerful underpinning for long-term success.
An easy definition is that your values are the guidelines by which you play the game. A well defined price system makes all choices less complicated and inspires your team to go where you lead.
Vision
It is simple to say you have a vision for your business. It is your lifeblood. You know it inside out. Writing it down is the following step. Sharing it widely with your team is imperative as well. Even more significantly, 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 importance of their role in getting there. Therefore , the more clear the concept and the clearer (i.e, short and simple) the message is, the more likely you, and your team, can achieve the goal. Your vision needs to answer three questions. And it must answer those three questions for everybody on the team.
1. What do we do?
2. How will 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 call. It has got to be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the guts of the first and incredibly able man before his brain can do its best." When you come to understand what is at the core of your team members, you can serve them and permit them to reach their total potential. Value their uniqueness. Your team members are your internal customers. You should treat them at least as well as your external purchasers. This is the highest level of consumer service.
Shape the right workplace environment and you may have loyal team members to lead. That implies, you've got to make a working environment that respects each person, appreciates them and rewards their effort, and encourages an openness to change. Make it a safe environment, one which inspires trying fresh ideas. When you unloose personal creativeness, each team member has a percentage in the end result. It?s an environment that promotes growth at every level. Mix all 3 elements and you've a formula for electrifying pre-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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