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 potent leaders because they could induce folks to follow them. It was their abilities to articulate their vision that made them successful in realizing their goals.
In your organization you need to be the leader who caninspire the team to extreme heights. To make them follow you, be certain they are listening to your values and your vision, and then confirm the right environment for them to thrive and grow.
Values
When I mention values, everybody nods their heads as if of course, Daniel, that's obvious. However when I check up on this piece, I find the last time they discussed their values - personal and professional - with their team, was sometimes in the interview before their folk were even employed.
You need to obviously know your private values and your organization values to guide effectively. For instance, do the answers to these issues come promptly to mind?
Personally:
1. What do you stand for?
2. What's most important to you?
3. What do you want 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 content to do?
4. Do you have a professional mission statement?
Quality leaders don't change their values over time or to gain short-term success. Consistent core organizational worth systems form the robust underpinning for long term success.
A simple definition is that your values are the guidelines by which you play the game. A well defined worth system makes all decisions 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 following step. Sharing it widely with your team is crucial as well. Rather more importantly, your vision for the business must provide a unifying picture so that everyone 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 clearer the postulate 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 3 questions. And it must answer those three questions for everyone 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 is not a 30 minute, one meeting exercise. This needs 100% collaboration. It cannot be a top-down call. It must 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 begin to understand what is at the core of your team members, you can serve them and permit them to reach their full 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 work environment and you'll have loyal team members to steer. That implies, you have to make a workplace environment that respects each person, appreciates them and rewards their effort, and inspires an openness to change. Make it a secure environment, one which inspires trying fresh ideas. When you unleash personal creativity, each team member has a stake in the result. It?s an environment that promotes expansion at all levels. Blend all 3 elements and you've got a formula for galvanizing eminence and leading to discovery 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 certain they are listening to your values and your vision, and then confirm the right environment for them to thrive and grow.
Values
When I mention values, everybody nods their heads as if of course, Daniel, that's obvious. However when I check up on this piece, I find the last time they discussed their values - personal and professional - with their team, was sometimes in the interview before their folk were even employed.
You need to obviously know your private values and your organization values to guide effectively. For instance, do the answers to these issues come promptly to mind?
Personally:
1. What do you stand for?
2. What's most important to you?
3. What do you want 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 content to do?
4. Do you have a professional mission statement?
Quality leaders don't change their values over time or to gain short-term success. Consistent core organizational worth systems form the robust underpinning for long term success.
A simple definition is that your values are the guidelines by which you play the game. A well defined worth system makes all decisions 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 following step. Sharing it widely with your team is crucial as well. Rather more importantly, your vision for the business must provide a unifying picture so that everyone 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 clearer the postulate 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 3 questions. And it must answer those three questions for everyone 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 is not a 30 minute, one meeting exercise. This needs 100% collaboration. It cannot be a top-down call. It must 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 begin to understand what is at the core of your team members, you can serve them and permit them to reach their full 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 work environment and you'll have loyal team members to steer. That implies, you have to make a workplace environment that respects each person, appreciates them and rewards their effort, and inspires an openness to change. Make it a secure environment, one which inspires trying fresh ideas. When you unleash personal creativity, each team member has a stake in the result. It?s an environment that promotes expansion at all levels. Blend all 3 elements and you've got a formula for galvanizing eminence 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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