Great leadership is the key to success. Great communication is the key to great leadership. Think of any great leader in modern time: Gandhi, Martin Luther King, Jr, and John F. Kennedy come to mind instantly. They were strong leaders because they could evoke folk to follow them. It was their abilities to articulate their vision that made them successful in realizing their goals.
In your organization you must be the leader who caninspire the team to great levels. To get them to follow you, be certain they are listening to your values and your vision, and then confirm the right environment for them to flourish and grow.
Values
When I say values, everyone nods their heads as if naturally, Daniel, that's apparent. But , when I check on this piece, I find the last time they talked about their values - private and professional - with their team, was often in the interview before their folks were even employed.
You need to obviously know your personal values and your organisation values to guide effectively. As an example, do the answers to these issues come promptly to mind?
Personally:
1. What do you stand for?
2. What's most important to you?
3. What do you want your life to show?
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 pleased to do?
4. Do you have a pro 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 robust foundation for long term success.
An easy definition is that your values are the guidelines by which you play the game. A clearly defined worth system makes all decisions simpler and inspires your team to go where you lead.
Vision
It's easy to say you have a vision for your business. It is your lifeblood. You know it inside out. Writing it down is the very next step. Sharing it widely with your team is crucial too. Even more significantly, your vision for the business must provide a unifying picture so that everybody on the team - without reference to job function - can see exactly where you're going and the seriousness of their role in getting there. Therefore , the more clear the theorem and the clearer (i.e, short and easy) the message is, the likelier you, and your team, can achieve the goal. Your vision desires to answer 3 questions. And it must answer those three questions for everyone 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 requires 100% collaboration. It can't be a top-down decision. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the guts of the original and incredibly able man before his brain can do its best." When you understand what is at the center of your team members, you can serve them and allow them to reach their total potential. Value their uniqueness. Your team members are your internal shoppers. You must treat them at least as well as your external purchasers. This is the top level of customer service.
Shape the right working environment and you'll have steadfast team members to guide. That implies, you have 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 loose personal creativity, each team member has a percentage in the end result. It?s an environment that promotes expansion at each level. Mix all three elements and you've got a formula for galvanizing eminence and leading to breakthrough success. Do it now!
In your organization you must be the leader who caninspire the team to great levels. To get them to follow you, be certain they are listening to your values and your vision, and then confirm the right environment for them to flourish and grow.
Values
When I say values, everyone nods their heads as if naturally, Daniel, that's apparent. But , when I check on this piece, I find the last time they talked about their values - private and professional - with their team, was often in the interview before their folks were even employed.
You need to obviously know your personal values and your organisation values to guide effectively. As an example, do the answers to these issues come promptly to mind?
Personally:
1. What do you stand for?
2. What's most important to you?
3. What do you want your life to show?
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 pleased to do?
4. Do you have a pro 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 robust foundation for long term success.
An easy definition is that your values are the guidelines by which you play the game. A clearly defined worth system makes all decisions simpler and inspires your team to go where you lead.
Vision
It's easy to say you have a vision for your business. It is your lifeblood. You know it inside out. Writing it down is the very next step. Sharing it widely with your team is crucial too. Even more significantly, your vision for the business must provide a unifying picture so that everybody on the team - without reference to job function - can see exactly where you're going and the seriousness of their role in getting there. Therefore , the more clear the theorem and the clearer (i.e, short and easy) the message is, the likelier you, and your team, can achieve the goal. Your vision desires to answer 3 questions. And it must answer those three questions for everyone 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 requires 100% collaboration. It can't be a top-down decision. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the guts of the original and incredibly able man before his brain can do its best." When you understand what is at the center of your team members, you can serve them and allow them to reach their total potential. Value their uniqueness. Your team members are your internal shoppers. You must treat them at least as well as your external purchasers. This is the top level of customer service.
Shape the right working environment and you'll have steadfast team members to guide. That implies, you have 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 loose personal creativity, each team member has a percentage in the end result. It?s an environment that promotes expansion at each level. Mix all three elements and you've got a formula for galvanizing eminence and leading to breakthrough success. Do it now!
About the Author:
CatalystMLM is a 'no pitch, just value ' community for multi-level marketing experts. The resource library aimed towards direct sales training and is stuffed with valuable coaching and interviews from top earnings earners like John Trahan of Syntek Global, Ray Higdon, Todd Falcone, Kate Northrup, and more
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