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 immediately. They were strong leaders because they could inspire people to follow them. It was their abilities to articulate their vision that made them successful in achieving their goals.
In your organization you need to be the leader who caninspire the team to extreme heights. To make them follow you, be sure they are listening to your values and your vision, and then determine the right environment for them to flourish and grow.
Values
When I say values, everybody nods their heads as if naturally, Daniel, that is apparent. when I check up on this piece, I find the last time they discussed their values - private and professional - with their team, was sometimes in the interview before their folks were even hired.
You must obviously know your private values and your organisation values to guide effectively. As an example, do the solutions to these issues arise readily to mind?
Personally:
1. What do you stand for?
2. What's most crucial 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 pro mission statement?
Quality leaders don't change their values over a period of 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 worth system makes all decisions simpler and inspires 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 very next step. Sharing it widely with your team is important too. More importantly, your vision for the business must provide a unifying picture so that everybody on the team - without reference to job function - can see precisely where you are going and the importance of their role in getting there. Therefore , the more clear 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 desires to answer 3 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 isn't a 30 minute, one meeting exercise. This requires 100% collusion. It can not be a top-down decision. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the guts of the original and fantastically 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 shoppers. You must treat them at least as well as your external buyers. This is the highest level of client service.
Shape the right working environment and you'll have loyal team members to guide. That implies, you've got to make a working environment that has respect for everybody, appreciates them and rewards their effort, and inspires an openness to modify. Make it a safe environment, one which encourages trying original ideas. When you unleash private creativeness, each team member has a position in the result. It?s an environment that promotes expansion at each level. Blend all three elements and you've got a formula for galvanizing greatness 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 sure they are listening to your values and your vision, and then determine the right environment for them to flourish and grow.
Values
When I say values, everybody nods their heads as if naturally, Daniel, that is apparent. when I check up on this piece, I find the last time they discussed their values - private and professional - with their team, was sometimes in the interview before their folks were even hired.
You must obviously know your private values and your organisation values to guide effectively. As an example, do the solutions to these issues arise readily to mind?
Personally:
1. What do you stand for?
2. What's most crucial 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 pro mission statement?
Quality leaders don't change their values over a period of 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 worth system makes all decisions simpler and inspires 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 very next step. Sharing it widely with your team is important too. More importantly, your vision for the business must provide a unifying picture so that everybody on the team - without reference to job function - can see precisely where you are going and the importance of their role in getting there. Therefore , the more clear 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 desires to answer 3 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 isn't a 30 minute, one meeting exercise. This requires 100% collusion. It can not be a top-down decision. It must be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the guts of the original and fantastically 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 shoppers. You must treat them at least as well as your external buyers. This is the highest level of client service.
Shape the right working environment and you'll have loyal team members to guide. That implies, you've got to make a working environment that has respect for everybody, appreciates them and rewards their effort, and inspires an openness to modify. Make it a safe environment, one which encourages trying original ideas. When you unleash private creativeness, each team member has a position in the result. It?s an environment that promotes expansion at each level. Blend all three elements and you've got a formula for galvanizing greatness and leading to breakthrough 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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