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 are evoked instantly. They were powerful leaders because they could evoke folk to follow them. It was their power to articulate their vision that made them successful in achieving their goals.
In your organisation you need to be the leader who caninspire the team to extreme heights. To get them to follow you, be sure they are listening to your values and your vision, and then confirm the right environment for them to prosper and grow.
Values
When I say values, everyone nods their heads as if of course, Daniel, that is plain. But , when I check on this piece, I find the last time they spoke about their values - professional and private - with their team, was sometimes in the interview before their folks were even hired.
You should obviously know your private values and your organisation values to guide efficiently. For example, do the solutions to these issues arise promptly to mind?
Personally:
1. What do you stand for?
2. What is most crucial to you?
3. What do you want your life to show?
4. What is your private 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. 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 value systems form the strong underpinning for long-term success.
A straightforward definition is that your values are the rules by which you play the game. A well defined value system makes all decisions less complicated and encourages your team to go where you lead.
Vision
It is simple to say you have a vision for your business. It's your lifeblood. You know it inside out. Writing it down is the very next step. Sharing it widely with your team is imperative too. Rather more seriously, your vision for the business must provide a unifying picture so that everyone on the team - regardless of job function - can see exactly where you are going and the importance of their role in getting there. Therefore , the more clear the postulate and the more clear (i.e, short and straightforward) the message is, the likelier you, and your team, can achieve the goal. Your vision needs to answer 3 questions. And it must answer those three questions for everyone on the team.
1. What do we do?
2. How do 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% collusion. It cannot be a top-down call. It must 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 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 should treat them at least as well as your external buyers. This is the highest level of client service.
Shape the right work environment and you'll have steadfast team members to steer. That implies, you have got to make a workplace environment that has respect for each person, appreciates them and rewards their effort, and encourages an openness to change. Make it a safe environment, one which encourages trying fresh ideas. When you loose personal creativity, each team member has a stake in the result. It?s an environment that promotes expansion at all levels. Combine all three elements and you've got a formula for inspiring greatness and leading to discovery success. Do it now!
In your organisation you need to be the leader who caninspire the team to extreme heights. To get them to follow you, be sure they are listening to your values and your vision, and then confirm the right environment for them to prosper and grow.
Values
When I say values, everyone nods their heads as if of course, Daniel, that is plain. But , when I check on this piece, I find the last time they spoke about their values - professional and private - with their team, was sometimes in the interview before their folks were even hired.
You should obviously know your private values and your organisation values to guide efficiently. For example, do the solutions to these issues arise promptly to mind?
Personally:
1. What do you stand for?
2. What is most crucial to you?
3. What do you want your life to show?
4. What is your private 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. 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 value systems form the strong underpinning for long-term success.
A straightforward definition is that your values are the rules by which you play the game. A well defined value system makes all decisions less complicated and encourages your team to go where you lead.
Vision
It is simple to say you have a vision for your business. It's your lifeblood. You know it inside out. Writing it down is the very next step. Sharing it widely with your team is imperative too. Rather more seriously, your vision for the business must provide a unifying picture so that everyone on the team - regardless of job function - can see exactly where you are going and the importance of their role in getting there. Therefore , the more clear the postulate and the more clear (i.e, short and straightforward) the message is, the likelier you, and your team, can achieve the goal. Your vision needs to answer 3 questions. And it must answer those three questions for everyone on the team.
1. What do we do?
2. How do 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% collusion. It cannot be a top-down call. It must 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 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 should treat them at least as well as your external buyers. This is the highest level of client service.
Shape the right work environment and you'll have steadfast team members to steer. That implies, you have got to make a workplace environment that has respect for each person, appreciates them and rewards their effort, and encourages an openness to change. Make it a safe environment, one which encourages trying fresh ideas. When you loose personal creativity, each team member has a stake in the result. It?s an environment that promotes expansion at all levels. Combine all three elements and you've got a formula for inspiring greatness and leading to discovery success. Do it now!
About the Author:
CatalystMLM is a 'no pitch, just value ' community for multi-level promoters. The resource library aimed at direct sales training and is crammed with valuable coaching and interviews from top revenue earners like John Trahan of Syntek Global, Ray Higdon, Todd Falcone, Kate Northrup, and more
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