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 induce folks 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 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 prosper and grow.
Values
When I say values, everyone nods their heads as if naturally, Daniel, that is plain. However 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 people were even hired.
You should clearly know your private values and your organisation values to lead efficiently. For example, do the solutions 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'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. Do you have a professional mission statement?
Quality leaders don't change their values over time or to achieve short-term success. Consistent core organizational price systems form the powerful foundation 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 inspires your team to go where you lead.
Vision
It is simple 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 as well. Even more seriously, your vision for the business must offer a unifying picture so that everyone on the team - without reference to job function - can see precisely where you're going and the seriousness of their role in getting there. Therefore , the clearer the concept and the clearer (i.e, short and straightforward) the message is, the more probable you, and your team, can achieve the goal. Your vision desires to answer three questions. And it must answer those 3 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% collaboration. It can not be a top-down call. It has to be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the center of the original and supremely able man before his brain can do its best." When you come to understand what's 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 shoppers. You must treat them at least as well as your external purchasers. This is the top level of client service.
Shape the right working environment and you may have trustworthy team members to lead. That suggests, you have to make a workplace environment that respects everyone, appreciates them and rewards their effort, and encourages an openness to switch. Make it a secure environment, one which inspires trying original ideas. When you unloose private creativity, each team member has a stake in the outcome. It?s an environment that promotes growth at each level. Combine all three elements and you've a formula for galvanizing greatness and leading to discovery success. Do it now!
In your organisation you need to be the leader who caninspire the team to great heights. 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 prosper and grow.
Values
When I say values, everyone nods their heads as if naturally, Daniel, that is plain. However 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 people were even hired.
You should clearly know your private values and your organisation values to lead efficiently. For example, do the solutions 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'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. Do you have a professional mission statement?
Quality leaders don't change their values over time or to achieve short-term success. Consistent core organizational price systems form the powerful foundation 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 inspires your team to go where you lead.
Vision
It is simple 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 as well. Even more seriously, your vision for the business must offer a unifying picture so that everyone on the team - without reference to job function - can see precisely where you're going and the seriousness of their role in getting there. Therefore , the clearer the concept and the clearer (i.e, short and straightforward) the message is, the more probable you, and your team, can achieve the goal. Your vision desires to answer three questions. And it must answer those 3 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% collaboration. It can not be a top-down call. It has to be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the center of the original and supremely able man before his brain can do its best." When you come to understand what's 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 shoppers. You must treat them at least as well as your external purchasers. This is the top level of client service.
Shape the right working environment and you may have trustworthy team members to lead. That suggests, you have to make a workplace environment that respects everyone, appreciates them and rewards their effort, and encourages an openness to switch. Make it a secure environment, one which inspires trying original ideas. When you unloose private creativity, each team member has a stake in the outcome. It?s an environment that promotes growth at each level. Combine all three elements and you've a formula for galvanizing greatness and leading to discovery 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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