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 spring to mind right away. They were potent leaders because they could induce people to follow them. It was their power to articulate their vision that made them successful in realizing their goals.
In your organisation you have to be the leader who caninspire the team to great heights. To make them follow you, be sure they're listening to your values and your vision, and then determine the right environment for them to flourish and grow.
Values
When I say values, everyone nods their heads as if naturally, Daniel, that is plain. when I check up on this piece, I find the last time they talked about their values - personal and professional - with their team, was often in the interview before their folk were even hired.
You need to obviously know your personal values and your organisation values to steer effectively. For example, do the answers to these issues arise 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 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 worth systems form the robust base 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 calls 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's your lifeblood. You know it inside out. Writing it down is the next step. Sharing it widely with your team is imperative too. Even more significantly, your vision for the business must provide a unifying picture so that everyone on the team - irrespective of job function - can see exactly where you're going and the seriousness of their role in getting there. Therefore , the clearer the theorem and the clearer (i.e, short and easy) the message is, the more probable you, and your team, can achieve the goal. Your vision wants 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% participation. It can't be a top-down call. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the center of the original 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 actual potential. Value their uniqueness. Your team members are your internal customers. You need to treat them at least as well as your external purchasers. This is the highest level of customer service.
Shape the right working environment and you'll have loyal team members to guide. That implies, you've got to create a workplace environment that has respect for everybody, appreciates them and rewards their effort, and encourages an openness to modify. Make it a secure environment, one which inspires trying original ideas. When you unloose personal creativeness, each team member has a position in the end result. It?s an environment that promotes expansion at each level. Blend all 3 elements and you have a formula for inspiring greatness and leading to discovery success. Do it now!
In your organisation you have to be the leader who caninspire the team to great heights. To make them follow you, be sure they're listening to your values and your vision, and then determine the right environment for them to flourish and grow.
Values
When I say values, everyone nods their heads as if naturally, Daniel, that is plain. when I check up on this piece, I find the last time they talked about their values - personal and professional - with their team, was often in the interview before their folk were even hired.
You need to obviously know your personal values and your organisation values to steer effectively. For example, do the answers to these issues arise 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 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 worth systems form the robust base 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 calls 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's your lifeblood. You know it inside out. Writing it down is the next step. Sharing it widely with your team is imperative too. Even more significantly, your vision for the business must provide a unifying picture so that everyone on the team - irrespective of job function - can see exactly where you're going and the seriousness of their role in getting there. Therefore , the clearer the theorem and the clearer (i.e, short and easy) the message is, the more probable you, and your team, can achieve the goal. Your vision wants 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% participation. It can't be a top-down call. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the center of the original 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 actual potential. Value their uniqueness. Your team members are your internal customers. You need to treat them at least as well as your external purchasers. This is the highest level of customer service.
Shape the right working environment and you'll have loyal team members to guide. That implies, you've got to create a workplace environment that has respect for everybody, appreciates them and rewards their effort, and encourages an openness to modify. Make it a secure environment, one which inspires trying original ideas. When you unloose personal creativeness, each team member has a position in the end result. It?s an environment that promotes expansion at each level. Blend all 3 elements and you have 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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