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 instantly. They were strong leaders because they could inspire folks to follow them. It was their power to articulate their vision that made them successful in attaining their goals.
In your organization you need to be the leader who caninspire the team to extreme heights. To make them follow you, be certain they are listening to your values and your vision, and then establish the right environment for them to flourish and grow.
Values
When I say values, everyone nods their heads as if naturally, Daniel, that is apparent. when I check on this piece, I find the last time they spoke about their values - private and professional - with their team, was sometimes in the interview before their folk were even employed.
You need to clearly know your personal values and your organisation values to steer effectively. As an example, do the answers to these questions come quickly to mind?
Personally:
1. What do you stand for?
2. What's most important to you?
3. What would you like your life to demonstrate?
4. What is your private mission in life?
Professionally:
1. What do you stand for?
2. What are you happy 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 of time or to gain short term success. Consistent core organizational price systems form the robust base for long-term success.
A straightforward definition is that your values are the guidelines by which you play the game. A well-defined price system makes all decisions 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 is your lifeblood. You know it inside out. Writing it down is the next step. Sharing it widely with your team is important too. More significantly, your vision for the business must supply a unifying picture so that everybody on the team - irrespective of job function - can see precisely where you're going and the importance of their role in getting there. Therefore , the clearer the theorem and the clearer (i.e, short and simple) the message is, the more probable you, and your team, can achieve the goal. Your vision wants to answer 3 questions. And it must answer those 3 questions for everybody 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 requires 100% participation. It can not be a top-down decision. It has 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 understand what's at the center of your team members, you can serve them and allow them to reach their full potential. Value their uniqueness. Your team members are your internal shoppers. You need to treat them at least as well as your external customers. This is the top level of consumer service.
Shape the right work environment and you may have loyal team members to lead. That suggests, you've got to make a workplace environment that has respect for everybody, appreciates them and rewards their effort, and encourages an openness to change. Make it a safe environment, one which inspires trying original ideas. When you unleash personal creativity, each team member has a stake in the end result. It?s an environment that promotes expansion at every level. Combine all 3 elements and you've a formula for inspiring eminence and leading to breakthrough success. Do it now!
In your organization you need to be the leader who caninspire the team to extreme heights. To make them follow you, be certain they are listening to your values and your vision, and then establish the right environment for them to flourish and grow.
Values
When I say values, everyone nods their heads as if naturally, Daniel, that is apparent. when I check on this piece, I find the last time they spoke about their values - private and professional - with their team, was sometimes in the interview before their folk were even employed.
You need to clearly know your personal values and your organisation values to steer effectively. As an example, do the answers to these questions come quickly to mind?
Personally:
1. What do you stand for?
2. What's most important to you?
3. What would you like your life to demonstrate?
4. What is your private mission in life?
Professionally:
1. What do you stand for?
2. What are you happy 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 of time or to gain short term success. Consistent core organizational price systems form the robust base for long-term success.
A straightforward definition is that your values are the guidelines by which you play the game. A well-defined price system makes all decisions 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 is your lifeblood. You know it inside out. Writing it down is the next step. Sharing it widely with your team is important too. More significantly, your vision for the business must supply a unifying picture so that everybody on the team - irrespective of job function - can see precisely where you're going and the importance of their role in getting there. Therefore , the clearer the theorem and the clearer (i.e, short and simple) the message is, the more probable you, and your team, can achieve the goal. Your vision wants to answer 3 questions. And it must answer those 3 questions for everybody 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 requires 100% participation. It can not be a top-down decision. It has 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 understand what's at the center of your team members, you can serve them and allow them to reach their full potential. Value their uniqueness. Your team members are your internal shoppers. You need to treat them at least as well as your external customers. This is the top level of consumer service.
Shape the right work environment and you may have loyal team members to lead. That suggests, you've got to make a workplace environment that has respect for everybody, appreciates them and rewards their effort, and encourages an openness to change. Make it a safe environment, one which inspires trying original ideas. When you unleash personal creativity, each team member has a stake in the end result. It?s an environment that promotes expansion at every level. Combine all 3 elements and you've a formula for inspiring eminence and leading to breakthrough 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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