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 instantly. They were powerful leaders because they could induce folks to follow them. It was their power to articulate their vision that made them successful in achieving their goals.
In your organisation you must be the leader who caninspire the team to great levels. To make them follow you, be certain they're listening to your values and your vision, and then determine the right environment for them to thrive and grow.
Values
When I say values, everyone nods their heads as if of course, Daniel, that's obvious. But , when I check on this piece, I find the last time they discussed their values - professional and private - with their team, was sometimes in the interview before their people were even employed.
You should obviously know your personal values and your organization values to guide effectively. As an example, do the answers to these questions come readily to mind?
Personally:
1. What do you stand for?
2. What is most crucial to you?
3. What would you like your life to demonstrate?
4. What's your private 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 content 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 price systems form the robust base for long term success.
An easy definition is that your values are the guidelines by which you play the game. A well-defined worth system makes all choices simpler 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 following step. Sharing it widely with your team is crucial too. Rather more seriously, 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 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 can 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% collusion. It can't be a top-down call. It has to be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the guts of the first and fantastically able man before his brain can do its best." When you understand what's 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 shoppers. You must treat them at least as well as your external purchasers. This is the top level of consumer service.
Shape the right working environment and you may have loyal team members to lead. That means, you have to make a workplace environment that has respect for everybody, appreciates them and rewards their effort, and inspires an openness to switch. Make it a secure environment, one which encourages trying original ideas. When you unleash private creativity, each team member has a position in the result. It?s an environment that promotes growth at every level. Mix all 3 elements and you've a formula for inspiring greatness and leading to breakthrough success. Do it now!
In your organisation you must be the leader who caninspire the team to great levels. To make them follow you, be certain they're listening to your values and your vision, and then determine the right environment for them to thrive and grow.
Values
When I say values, everyone nods their heads as if of course, Daniel, that's obvious. But , when I check on this piece, I find the last time they discussed their values - professional and private - with their team, was sometimes in the interview before their people were even employed.
You should obviously know your personal values and your organization values to guide effectively. As an example, do the answers to these questions come readily to mind?
Personally:
1. What do you stand for?
2. What is most crucial to you?
3. What would you like your life to demonstrate?
4. What's your private 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 content 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 price systems form the robust base for long term success.
An easy definition is that your values are the guidelines by which you play the game. A well-defined worth system makes all choices simpler 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 following step. Sharing it widely with your team is crucial too. Rather more seriously, 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 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 can 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% collusion. It can't be a top-down call. It has to be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the guts of the first and fantastically able man before his brain can do its best." When you understand what's 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 shoppers. You must treat them at least as well as your external purchasers. This is the top level of consumer service.
Shape the right working environment and you may have loyal team members to lead. That means, you have to make a workplace environment that has respect for everybody, appreciates them and rewards their effort, and inspires an openness to switch. Make it a secure environment, one which encourages trying original ideas. When you unleash private creativity, each team member has a position in the result. It?s an environment that promotes growth at every level. Mix all 3 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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