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 instantly. They were strong leaders because they could induce folk to follow them. It was their ability 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 heights. To make them follow you, be absolutely certain they are listening to your values and your vision, and then determine the right environment for them to prosper and grow.
Values
When I say values, everyone nods their heads as if naturally, Daniel, that is obvious. However when I check on this piece, I find the last time they discussed their values - personal and professional - with their team, was often in the interview before their folks were even hired.
You must obviously know your personal values and your organization values to lead effectively. For example, do the solutions to these issues come promptly to mind?
Personally:
1. What do you stand for?
2. What is 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 willing to do to get new business?
3. What are you not willing to do?
4. Have you got a professional mission statement?
Quality leaders don't change their values over time or to gain short term success. Consistent core organizational price systems form the powerful underpinning for long term success.
A simple definition is that your values are the rules by which you play the game. A clearly defined price system makes all decisions simpler and inspires 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 as well. Rather more seriously, your vision for the business must offer 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 concept and the more clear (i.e, short and easy) the message is, the likelier you, and your team, can achieve the goal. Your vision needs to answer three 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 isn't a 30 minute, one meeting exercise. This needs 100% collaboration. It can not be a top-down call. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the heart of the first and incredibly able man before his brain can do its best." When you understand what is at the core 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 buyers. You need to treat them at least as well as your external buyers. This is the highest level of customer service.
Shape the right working environment and you may have trustworthy team members to steer. That means, you have got to create a workplace environment that respects each person, appreciates them and rewards their effort, and encourages an openness to switch. Make it a secure environment, one which encourages trying original ideas. When you loose private creativeness, each team member has a stake in the end result. It?s an environment that promotes growth at each level. Blend all three elements and you've a formula for inspiring greatness and leading to breakthrough success. Do it now!
In your organisation you need to be the leader who caninspire the team to great heights. To make them follow you, be absolutely certain they are listening to your values and your vision, and then determine the right environment for them to prosper and grow.
Values
When I say values, everyone nods their heads as if naturally, Daniel, that is obvious. However when I check on this piece, I find the last time they discussed their values - personal and professional - with their team, was often in the interview before their folks were even hired.
You must obviously know your personal values and your organization values to lead effectively. For example, do the solutions to these issues come promptly to mind?
Personally:
1. What do you stand for?
2. What is 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 willing to do to get new business?
3. What are you not willing to do?
4. Have you got a professional mission statement?
Quality leaders don't change their values over time or to gain short term success. Consistent core organizational price systems form the powerful underpinning for long term success.
A simple definition is that your values are the rules by which you play the game. A clearly defined price system makes all decisions simpler and inspires 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 as well. Rather more seriously, your vision for the business must offer 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 concept and the more clear (i.e, short and easy) the message is, the likelier you, and your team, can achieve the goal. Your vision needs to answer three 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 isn't a 30 minute, one meeting exercise. This needs 100% collaboration. It can not be a top-down call. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the heart of the first and incredibly able man before his brain can do its best." When you understand what is at the core 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 buyers. You need to treat them at least as well as your external buyers. This is the highest level of customer service.
Shape the right working environment and you may have trustworthy team members to steer. That means, you have got to create a workplace environment that respects each person, appreciates them and rewards their effort, and encourages an openness to switch. Make it a secure environment, one which encourages trying original ideas. When you loose private creativeness, each team member has a stake in the end result. It?s an environment that promotes growth at each level. Blend all three elements and you've a formula for inspiring greatness 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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