The Leadership Bridge

The Leadership Bridge
By Kenneth Strong

Leadership should be born out of the understanding of the needs of those who would be affected by it. - Marian Anderson

As a leader you will always be challenged with blending the wants of the organization and the wants of employees. Here is where the conflict lies; every organization has a fundamental desire to succeed and employees want to be successful in their work. Organizations use strategic plans, operational plans and human resources plans, however these planning tools hardly ever take into consideration the staff skill to carry out the organizational plans.

Here is where you come in you must become the bridge that spans the gap between the organizations goals and visions with your individual role of leading your section and department. You must effectively lead even if you dont have all the information needed to complete your tasks or if you dont fully understand the directives of your managers.

So what do you do to ensure your assigned task is completed on time and within acceptable company standards? You start by remembering that people support best what they help to create.

That means having each member of your team understand the requirements of the assigned task, time line of completion, resources available, why this assignment is important to the company, why they have been selected to be part of the team and what their role will be on the team.

Leadership begins with a complete understanding of the task assigned. If you dont have a complete understanding then your team members will not. It starts with you. Next you must assess the available human resources and select the best suited members to be on your team.

Kenneth E. Strong, Jr., MS, is co-founder 0f http://www.greateststrategies.com a web based community devoted to educating, supporting and developing life-long learners.

Mr. Strong has been a Health Care executive for 30 years. Mr. Strong received a Bachelor of Science in Health Services Administration from Providence College and a Master of Science in Health Care Administration from Salve Regina College He has had articles published by the American Geriatric Society and has spoken on a variety of topics for the American College of Health Care Administrators and the New England Not-for-Profit Providers Conferences. Mr. Strong has also served as Adjunct Professor at Stonehill College. He is also an evaluator for the Continuing Care Accreditation Commission and a certified Retirement Housing Professional. He is certified by Walden University as an online instructor and certified by Langevin Learning Services as an Instructional Designer/Developer and Master trainer. He is the author of http://www.greatnursinghomestrategies.com newsletter.

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Leadership Skill Training

Leadership Skill Training
By Stephanie Tuia

Quality leadership is a positive asset that is needed in every organization. Observe any successful club, committee or team and you will find a capable leader in each of these organizations. What makes a successful leader? Why do some leaders inspire confidence and have an innate ability to motivate while other leaders are mired in mediocrity?

Most successful leaders have received good leadership training as they have advanced in their careers. Here are three ideas that each organization can utilize to train their employees to become successful leaders:

The Individual Leader -There is a common notion that some people are born leaders. They are born with the skills and charisma that attracts others to follow them. That may be true, but that concept does not preclude anyone else from being a leader. Many people acquire leadership skills with time and experience. For example, a new employee might start a job at the bottom of the company and move up in time as they gain expertise and experience. The employees familiarity and understanding of the business gives them an edge for opportunity and promotion. Many organizations prefer to promote leadership roles from within their company, instead of betting on an unknown commodity.

The Collective Organization - Every member of an organization can serve an important role. An organization functions because members fulfill different roles that enable them to thrive. An organization will have a division of leaders and followers. Both parties serve together to fulfill the purpose of the organization. It is important that members be given opportunities to work together, build relationships, trust, and confidence in order to fulfill the mission of an organization.

The Training Provider - During grade school, I held a leadership role in our academic honors society. I, along with three other student leaders attended a leadership training camp at the start of the school year. At the camp we listened to motivational speakers and participated in a variety of activities, one of which was participating in a ropes course. The purpose of the course was to promote comradeship among our small group. Each individual in the group was able to contribute. Some of the brawnier members contributed strength, while some of the brainier members contributed ideas and strategy. The objective was achieved through communication, teamwork and a well-executed plan.

You didnt captain the high school football team to the state championship? You didnt create and head the grade school recycling program, saving thousands of old-growth trees? Despair not, with a little direction and the right resources you can still become an effective and capable leader.

Stephanie Tuia is a Client Account Specialist with 10x Marketing.

For information on professional Leadership Skill Training, visit CMOE

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The New Leadership Is A Sacred Calling

The New Leadership Is A Sacred Calling
By Brent Filson

You can greatly improve your job and career performance when you embrace leadership as a sacred calling.

The global marketplace is creating historic changes in human circumstances as broad and deep as those originated by the Industrial Revolution. But one significant change that observers are overlooking involves leadership.

From the outset of the Industrial Revolution, order-giving has been the standard of leadership. The word order comes from the Latin root meaning to arrange threads in a woof. In the Industrial Revolution's early years, workers were ordered or ranked like threads in a woof of textile production lines.

But globalization is creating a need for new leadership. Instead of ordering people to go from A to B, the new leadership has people want to go from A to B.

This simple, even simplistic, difference illuminates an enormous leadership opportunity. Clearly, people who want to are more competitive than people who are simply responding to orders, given their skills are commensurate. Your arousing want-to in others can be accomplished most effectively when you see your leadership as a sacred activity.

Sacred is commonly defined as being devoted or dedicated to a deity or some religious purpose. But the emergence of the global marketplace has necessitated a new meaning for the sacred. The sacred I speak of is not connected to any principle exclusive to a particular denominational religion. If it were, it could not be applied universally throughout the global market's interplay of many languages, cultures, and religions. Instead, the sacred aspect of leadership is based on the undeniable fact that all humans everywhere are interconnected through their relationships in profound, practical ways. The sacred flows from the wellsprings of those deep, human relationships.

Paradoxically, this ew leadership has been manifested since time in memorial. After all, when people needed to accomplish great things, a leader had to first gather them together and speak from the heart. In that gathering, in that speaking, in that sharing something truly sacred was established.

To examine the sacred, we must understand the stuff that leaders' activities must be made of: results. If you're not getting results, you won't be a leader for long. Results come in countless forms and functions. But one thing all results share is they are the outcomes of the relationships people engender to take action.

The word elationship comes from a Latin root meaning to carry back. To be involved in a human relationships is to both give and get. Such relationships are best realized in leadership when you engage in what I call the Leadership Imperative. The Imperative states: I will lead others in such a way that we together not only accomplish our needed results but we grow professionally and personally.

The Leadership Imperative is the rough, organizational equivalent of the Golden Rule that most religions, in one form or another, urge; but don't confuse it with a guide for conduct exclusively; it's also a way of getting great organizational results. When people understand that your leadership will improve their lives, their jobs and their careers, you'll establish a sacred bond with them, and they'll be more likely to be motivated to accomplish extraordinary things for you.

(An important tool for actualizing the Leadership Imperative is a methodology I've been teaching to leaders worldwide for nearly a quarter of a century. See my website for my information on the Leadership Talk.)

In our time, order leadership has held sway in all sectors of business and government. However, order leadership has nothing sacred to offer. Orders are sent, orders carried out or not. Deep, human, sacred connections are superfluous, even antithetical, to giving orders. And because order leadership can't get the consistently great results that the new leadership triggers, the order way of leadership is destined for history's scrap heap.

Don't be put off or discouraged if you can't immediately see the sacred in your leadership today. First, align your words and actions to conform to the Leadership Imperative. When you do, you'll see the sacred in the very practical necessities of your daily life. It's been there all along, waiting for you to find it and realize it. You may be in a bureaucracy that at first blush seems to have nothing to do with the sacred. But I submit that no matter what organization you're in, what job you hold, you'll get the best results when you work to manifest the sacred in your leadership. In fact, the sacred is the true reality of what you do, where you do it.

When you're realizing the sacred calling of the Leadership Imperative, everyone you encounter, every challenge you face, is invested with special meaning that can boost results.

The exigencies of the global economy are demanding a change in the standard of leadership. Your understanding and realizing the new leadership but also its sacred dimensions will notably advance your job and career performance.

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com

2006 The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. and for more than 21 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: 49 Ways To Turn Action Into Results, at http://www.actionleadership.com

For more about the Leadership Talk ==>http://www.theleadershiptalk.com

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Exploring the World of Servant Leadership Nu Leadership Series

Exploring the World of Servant Leadership - Nu Leadership Series
By Daryl Green

A man who won't die for something is not fit to live. Martin Luther King, Jr.

Why would a leader want to be a servant? You work hard to be on the top. Why should you even care about these employees? Isnt Servant Leadership just another management fad? Lets explore this matter closely on servant leadership. Outstanding leaders are concerned about their followers needs. Many employees observe the actions of their managers. Are they selfish? Do they possess an unselfish vision? Here are things to consider if you want to gain employee loyalty:

Place your employees needs before your own.
Provide a vision that employees can embrace.
Conduct your day-to-day operations in an ethical manner.
Model the habits that you want your employees to follow.
Communicate regularly to your employees.
Walk employees spaces so that they know you exist.
Reward your employees on achieving organizational goals before you reward yourself.

Employees want to follow a leader they respect. Hackman and Johnson, leadership experts, argue that followers are more inspired to be productive when they believe that a successful task completion will generate a valuable goal. Much of the concept of Servant Leadership is derived from a religious context. Winston, a leadership guru, notes the paradox of Jesus teaching is that whoever is to be first, must be last. Jesus philosophy is contrary to the worlds conventional wisdom. I think this would explain how some individuals are living a very confused lifestyle. They become takers. True leadership is about giving, however. Do you have the courage to serve? Start today and change your organization for the better.

References:

Johnson, C. & Hackman, M. (2000). Leadership: A Communication Perspective. Waveland Press.

Winston, B. (2002). Be A Leader for God's Sake. Virginia Beach, VA: Regent University.

(c) 2006 by Daryl D. Green

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of two acclaimed books, Awakening the Talents Within and My Cup Runneth Over. He is a columnist, lecturer, professor, and management consultant. Mr. Green has a BS in engineering and a MA in organizational management. Currently, he is pursuing a doctoral degree in strategic leadership. For more information, please email Mr. Green at pmla@att.net or visit his website at http://www.darylgreen.org.

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Optimizing Good Leadership: Avoiding Egoistical Leaders Nu Leadership Series

Optimizing Good Leadership: Avoiding Egoistical Leaders - Nu Leadership Series
By Daryl Green

Any committee is only as good as the most knowledgeable, determined and vigorous person on it. There must be somebody who provides the flame. Lady Bird Johnson

Elisa is a certified genius. She holds several college degrees (engineering, philosophy, etc.). Shes a team leader in a small organization. She routinely talks down to her staff. Elisa, however, feels that her staff appreciates her wisdom. Elisa is wrong. Her ego has made her the enemy of many employees. Elisa doesnt understand why new employees are not sent to her organization.

Does Elisa sound like one of your co-workers? Does she sound like you? Dont make the mistake of placing your technology before your people. If you should do so, expect to fail sooner or later. Lets take another history lesson. Follow me to the founder of the scientific movementMr. Frederick Taylor. Mr. Taylor was a brilliant consultant, but he was ignored by the key decision-makers in his time. How could that have happened? This is the question that Taylor probably asked himself before his death. Before the scientific management approach, American factories were simply inefficient and uncooperative in nature. Factories paid laborers based on output. Managers had no work performance standards for workers. Taylors philosophy provided appropriate work performance standards and wages for labor. Whats the problem with Mr. Taylor, then?

Lets explore Taylors leadership character. Wren and Greenwood, authors of Management Innovators, admit Taylor possibly wasnt the best salesman for his philosophy. Taylor was often arrogant, somewhat caustic, and inflexible about implementing his ideas. He was a well-known curser and often showcased it on the wrong occasions. Some would argue that his contributions outweigh his character flaws. This is true if you operate on a worldview, not a practical perspective. His Quaker-Puritan background couldnt hide the inner man. His personality didnt endear him with his clients. Despite his wealth and fame, the last five years of his life were hard. On March 21, 1915, Taylor died with unfulfilled dreams.

Finally, although Taylors contributions are significant, he missed the mark of modeling the way. Leaders need a good attitude with followers. Dont treat followers as your inferiors. As a matter of fact, leaders should treat everyone with dignity. Leave your arrogance at home. Mr. Taylor did not. Grow your relationships. Start today!

References:

Wren, D. (2005). The Evolution of Management Thought. Hooboken, NJ: John Wiley & Sons, Inc.

Wren, D. & Greenwood, R. (2005). Management Innovators. New York, NY: Oxford University Press.

2006 by Daryl D. Green

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of two acclaimed books, Awakening the Talents Within and My Cup Runneth Over. He is a columnist, lecturer, professor, and management consultant. Mr. Green has a BS in engineering and a MA in organizational management. Currently, he is a doctoral degree in strategic leadership. For more information, visit his website at http://www.darylgreen.org

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How to Think Strategically in a Government Environment Nu Leadership Series

How to Think Strategically in a Government Environment - Nu Leadership Series
By Daryl Green

Good leaders make people feel that they're at the very heart of things, not at the periphery. Warren G. Bennis

Why doesnt the federal sector engage in more strategic thinking in its operations? Clearly, the average American can witness strategic thinking in a war or other military combat. As a manager with over 17 years of management experiences, I have seen various types of organizational structures. Clearly, the federal system is an intriguing investigation for any organization behavior expert. In a bureaucratic structure, large organizations control employees by giving leader legitimate power and standardizing work processes. Bureaucratic leaders influence employees primarily on their legality of authority and the right to issue commands.

Mintzberg, Ahlstrand, and Lampel, who are leadership experts, denote strategy as a plan, pattern, position, or direction. On the contrary, it is my theory that bureaucracies are often shortsighted in strategic thinking. Dont get me wrong. Bureaucracies have plenty of plans and consistency. However, they fall short on focus.

Let me expand on this concept. Wacker, Taylor, & Means, authors of The Visionarys Handbook, argue that intrinsic worth disappears as a measuring stick when circumstances change. In the federal environment, politics are high stakes. The top power positions change between 2-4 years.

How does an organization maintain a consistent vision when the key leadership change as often as changing an automobile tire? Therefore, any long lasting change flows upward until it reaches the right champion and the right climate. Leaders need to possess vision and think strategically even in a federal system.

References:

Bass, B. (1999). Bass & Stogdills handbook of leadership. New York: The Free Press.Mintzberg, H. Ahlstrand, B. & Lampel, J. New York: The Free Press.

Wacker, W., Taylor, J., & Means, H. (2000). New York: HarperBusiness.

Wren, D. (2005). The Evolution of Management Thought. Hooboken, NJ: John Wiley & Sons, Inc.

2006 by Daryl D. Green

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of two acclaimed books, Awakening the Talents Within and My Cup Runneth Over. He is a columnist, lecturer, professor, and management consultant. Mr. Green has a BS in engineering and a MA in organizational management. Currently, he is a doctoral degree in strategic leadership. For more information, visit his website at http://www.darylgreen.org

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Leadership 101 How An Effective Leader Creates An Innovative Culture

Leadership 101 How An Effective Leader Creates An Innovative Culture
By Daryl Des Marais

An effective leader in a retail organization will have a summary of specific behaviors and rewards that they are looking to implement. These leadership behaviors will create a culture that other employees look to, and follow behavior models that create a culture of rewards. This will be a direct benefit if certain behaviors are met that create the results that the entrepreneur wants to implement.

The behavior/rewards that are implemented may or may not be the original desired result. If they are not aligned to the initial desired result then the retail owner may need to rethink what is creating the situation that causes it to be out of misalignment. If the behavior results are greater than anticipated, the model should be defined and duplicated quickly before other competitors are privy to the model knowledge. If the desired behavior/result is less than anticipated, then the retail owner needs to determine if it was the design of the system that was ineffective, or the implementation of the system by the people implementing the system wasn't effective. Once this is determined a solid action plan must be taken with measurable goals and deadlines.

In the first instance if the desired behavior was not achieved due to ineffective systems, then the retail owner must look at changing the system. He can research past successful business models in this industry or try to use innovative tactics from other industries.

In the second instance, if the desired behavior was not achieved due to the implementation of the system then the retail owner needs to look at the way the system was implemented. Was it an ineffective time to implement the system? Was the system not created by understanding what all the different possible results may be? Was the system not the right system? Once this is assessed, then the retail owner needs to look at the people implementing the system?

In the third instance, did the people implementing the system not have the right skills? Were the people fully aware of how the system was supposed to work? Did all the people in the system have the same level of knowledge and were they all on the same page? Did the people understand what the desired result to be was in the system that was given to them? Did the people have empowerment to redesign the system if necessary?

Once these three pieces have been assessed, and the weak link is determined a re-evaluation of the leadership model must be made. Things may be adjusted to the model by using the same team and saving valuable hiring costs. The most effective entrepreneurs or retail owners understand that if circumstances change they can quickly change parts of this system to develop effective leaders in the organization.

Leaders that will follow the current system to the desired result and change behaviors or design if necessary. The most successful entrepreneur such as Steve Jobs and Bill Gates understand this. These people are more interested in finding people that are empowered to implement innovative styles that are specific to the culture or system without wasting time taking things along a path that does not lead to creating value for the organization.

http://www.usabusinessgrowth.com/coaches & Growth Secrets. Mr. Des Marais has assisted small businesses with expansion and growth for over 20 years. His expertise is in expansions, turnarounds and business development.He has been a consultant and held positions in some of Americas and Canada's fastest growing companies and led teams to top ten and #1 positions in Canada. He can be reached at (604)-338-6719.

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CoachingA Secret Ingredient for Effective Leadership

Coaching-A Secret Ingredient for Effective Leadership
By Rick Johnson

Coaching is the frontline to improved employee performance. Mentoring is a skill required for selected employee long term development. We are going to focus on coaching in this article. Coaching is proven to work when these two factors are present. First, the employee is willing and wants to grow, second, there is a gap between where they are now and where they want to be. These two basic factors are absolutely essential for you and the employee to solve problems, create a new life, turn a business around, to increase sales and profitability, and design and implement a plan of action.

Ultimately humans consistently do only that which they naturally and effortlessly love to do. Finding that passion again and determining what you really want for yourself and your business is your first task. Coaching will help distinguish between what the employee should want and have to want from what they truly want for themselves. Once you help them develop their vision, they are much more likely to naturally and consistently proceed in that direction.

Very few people ever learn the skills of how to think. In our schools, families, and social structures, we learn how and what to do and we learn what to think. Our world is full of individuals who have chosen dependent, me first, excuse ridden attitudes. It has become a way of life. This type of attitude is a dead end for employees. It is unwanted, unproductive, and unprofitable. Possibility thinking through coaching opens the door to a whole new way of seeing and interacting within the environment of the business world we find ourselves in.

The old saying No Pain, No Gain is exactly the same as the scientific principle of cause and effect. The employees you select to coach and mentor will learn to produce more with less effort. They become more productive and more valuable to the organization. Coaching can help employees eliminate roadblocks and help identify if not eliminate critical constraints that prevent success. Coaching helps employees intensify their focus and become more visionary and productive. Supportive and mutually beneficial relationships are what business and a friendly family culture are all about. Unfortunately, few people learn the communication, decision-making, and perception skills needed to nurture these incredible skills. It is amazing how simple they are to understand and how difficult they are to implement. Coaching can increase the skill level in each of these areas.

The Five Key Objectives of Coaching

1.Identifying the obstacles to success and helping the employee overcome them. Personal and professional success comes much more easily when you have a strong coach or mentor.

2.Better decisions are a result of the willingness to discuss ideas and concerns. Winners are always seeking feedback from others.

3.Expand the self imposed horizon and boundaries the employee has created for themselves

4.Setting individual goals and objectives

5.Identifying and working on individual weaknesses that can impede success

The Umbrella Principles

Think of coaching like an umbrella. There are several principles that fall under this umbrella that support the five key objectives of coaching, these include:

Observing Behavior

Effective listening

Providing Feedback

Recognizing performance

Training

The Five Steps in the Coaching Process

An effective coaching process requires that goals and expectations are clearly understood. It is essential that the employee being coached receive all the appropriate training based on his job responsibilities and future developmental needs. Behavior observation, communication and finally behavior modification are essential to success at coaching. This includes feedback and positive reinforcement.

1.Set clear goals & expectations. Setting goals and objectives is no easy task. They must be specific, measurable, attainable, relevant and timely. (SMART) Goals and objectives are the very first step in effective coaching. The employee should participate in this process. After all, the goals should be specific to that individual and they must take ownership. As goals or expectations change, it is your job as coach to communicate these changes to your employees. The goal should be negotiated, not dictated.

2. Training. To be an effective coach, you need to understand the employees strengths and weaknesses. This includes a thorough understanding of their training needs and accomplishments. Do they have the necessary skills and knowledge to accomplish the goals and objectives that have been set? Making sure that the employee has the opportunity to get the required training to develop their skill set is a prerequisite to effective coaching. One of your basic challenging responsibilities as a coach is to identify the skills and knowledge the employee needs and then arrange for the appropriate training.

3. Behavior Observation. How does the employee react to a crisis? How do they handle themselves when they are placed in leadership situations? How do they react to peer pressure? As a coach observing the employees behavior and noting specifics that need attention and discussion is a primary responsibility. It is important that you collect and record both positive and negative performance along the way to add credibility to your feedback.

4. Feedback. Meeting with the employee regularly to discuss performance and other issues is absolutely critical to their development. The key is not in telling the employee what to do but it is helping the employee find the answers on their own. This can be done by asking very specific thought provoking questions. Make sure you give the employee kudos for all the positive behavior you have observed.

5. Positive Reinforcement.

Believe it or not, employees want to be held accountable. If we re going to hold employees accountable, they have to know how they are performing. Specifically we should emphasize the positive aspects of their performance. Focusing on the good things an employee accomplishes will motivate them to continue to do good work, and in turn will ensure repeat performance.

Its About Leadership

Make no mistake, coaching and mentoring is about leadership. It is difficult to be a coach or a mentor without leadership skills. Coaching and mentoring is all about the development of others. It requires effective development activities and projects related to current and future performance expectations. It requires the unique ability to recognize potential skill and ability in others that is worthy of development. A good coach or mentor possesses an innate ability to motivate and inspire others to achieve stretch goals. They have the ability, the knowledge and the sensitivity to generate an adaptive style according to the individual and circumstances at hand earning respect and trust. E-mail rick@ceostrategist.com for a list of the key characteristics of a good coach or mentor and a questionnaire to help define personal goals.

http://www.ceostrategist.com Sign up to receive The Howl a fre*e monthly newsletter and get your choice of CEO Strategist's Hiring and Interview Guide or The Guide to Effective Training Sessions, valuable resources for all levels of management. The Howl addresses real world industry issues. Straight talk about todays issues. Rick Johnson, expert speaker, wholesale distributions Leadership Strategist, founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage. Dr. Eric Rick Johnson (rick@ceostrategist.com) is the founder of CEO Strategist LLC. an experienced based firm specializing in Distribution. CEO Strategist LLC. works in an advisory capacity with distributor executives in board representation, executive coaching, team coaching and education and training to make the changes necessary to create or maintain competitive advantage. You can contact them by calling 352-750-0868, or visit http://www.ceostrategist.com for more information.Need a speaker for your next event, E-mail rick@ceostrategist.com.

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Charismatic Leadership

Charismatic Leadership
By Frank Salisbury

What motivates people to work and to achieve? What circumstances create an environment in which some people achieve and others do not? Does motivation come from within or does it come from others - from leaders or managers? Can you motivate the un-motivated? Does it have to involve money? Why is it that some work teams achieve and others do not? Is it that the better work unit has better people? If this is so, then does that mean that the better work unit would succeed whether they were led or not? Is leadership the same as management or is leadership a part of management? Are managers and leaders the same?

When I was researching the subject of success in the middle eighties I proposed the question 'What makes this sales team perform better than that one'? I was met with 'The difference is the manager'. It should not have been a surprise. Yet for my own part, having been part of various working groups throughout a successful commercial career, I felt uncomfortable that my exertions might likewise be explained away to some researcher as being the result of some managerial intervention rather than my own skill. It begs the question - 'Does a team, whether successful or not, have a separate distinct motivational entity, or does a team owe its success to a manager?' Indeed, if a team of workers relies upon its success to the sum total of the individual driving forces within it, does it need managing at all? Clearly, the responses I got to the question 'What makes this team more successful than that team' left me in little doubt that senior managers believe success to be determined by successful managers - but then they would say that wouldn't they?

I have conducted research with a number of top performers operating in teams. These top performers exist in all teams and whilst representing only 10-15% of the working population, they are in many cases responsible for 60% to 80% of results. It appeared to me that the PARETO principle of the 80/20 split was not just merely a theoretical statistic but a valid reality. I found that in teams where around only 10-15% of that team was successful, and the rest were not, most of that 10-15% were unequivocal in their condemnation of the team leader. Top performers it would appear have little time for average performing managers, or indeed for average performing colleagues. What I also found was that these top performers represented to their lesser performing colleagues a focus, which I found, replicated in Charismatic Leaders, in that they displayed in the eyes of their peers a set of values and behaviours missing from their team leaders. Seemingly, people want leadership, and when it is missing, they bestow the qualities associated with good leaders on anyone close enough to wear the mantle.

In sport it is held that managers are responsible for the teams performance, and whether the other team has better players or not, there is an implicit expectation that a good manager will produce a good team. Despite the introduction of Premier Leagues in all types of sport, which bring with it vast sums of sponsorship and corresponding transfer fees and marketing opportunities, good managers are still believed to deliver 'David' style punches to 'Goliath' challenges. In many ways, it can appear a reasonable assumption that where certain professions rely upon physical exertion and face to face confrontation with others, elements such as belief, confidence, commitment, positive attitude, and the inspiration of a leader, can and do play an important part in the eventual results of the team. It is not unusual for business teams to also adopt these trait descriptors as being a requisite for achievement of business goals. Yet whether these traits are relevant or not, or how to measure them, or even to instil them, is open to considerable debate.

What is it that managers do that affect performance? When I explored the reasons that people gave for successful managers and what was the special quality that they possessed, the word 'Charisma' emerged time and time again. Successful managers, those who extract successful performance from others, it is said, have Charisma. Closer questioning of what Charisma is leads you nowhere. The sorts of responses I got were - 'Some people have just got it; 'Its feeling you get about someone else; 'I haven't got a clue but I know it when I see it'. Clearly there are those people whose behaviour is an inspiration to others.

There is a significant weight of evidence that point to the existence of Charismatic Leadership and its effect on followers. Margaret Thatcher had charisma, but John Major and latterly Ian Duncan Smith lacked it. It might be argued that Neil Kinnock had charisma - but failed, and perversely that Blair with less charisma succeeded. But then the opposition was different. On the other hand, insofar as Thatcher is concerned, it could be said that she did not have any charisma until appointed leader of the Conservative Party, after which, the fact that she was the first female Prime Minister, invested her with charisma. Its also important to remember that having charisma does not necessarily guarantee positive achievement. The sword of charisma can be wielded on behalf good and evil. It has a double edge. It is the dark side of charismatic influence that has probably been publicised most. Jack Kennedy was said to be charismatic, as was Churchill, but then so was Mussolini, and no doubt latterly Saddam Hussein. Charismatic qualities can be used for good and evil.

In 1932 Max Weber said that 'Charisma can only be 'awakened' and 'tested'; it cannot be 'learned' or 'taught'. However, more than 40 years later Robert House said 'It is entirely possible that charismatic leaders present themselves as highly confident and as having a strong conviction in the moral righteousness of their beliefs but do not indeed believe in either themselves or their beliefs. Some leaders may have charismatic effects because of their ability to act as though they have such confidence and convictions'.

This means that charismatic behaviours can be taught, which was proven by research undertaken in 1989. By 1992 I was able to identify those behaviours and have been able to develop them into training events for all those who dreamed of being charismatic, and for those who have it but cannot quantify it.

Frank Salisbury is a motivational an inspiring business coach and trainer. He has designed and delivered a range of personal development programmes for individuals and organisations aimed at helping people achieve their potential. He has spoken at numerous conferences and seminars where his style has received acclaim from those who hear him speak with a passion for life and achievement.

In 2006 Frank was elected a Lifetime Honorary Fellow of the Sales Institute of Ireland. He is also a Fellow of the Institute of Commercial Management; a member of the Institute of Leadership & Development; a member of the Association for Coaching, and a Council Member of the Gerson Lehrman Group Business Services Council.

http://www.btsolutions.ie

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Business Process Consulting Leadership Skills Development

Business Process Consulting - Leadership Skills Development
By Peter McLean

Every successful business owner wants his or her business to be number one. Being out in front or being the first to market with a product or a service or being the winner of a race all have the common characteristic of leading or of being in the lead. If you want your business to be a leader in its field, it makes perfect sense to have Leadership Skill Development as one of the top items on your organizational strategic agenda. This is why it is such a critical area of Business Process Consulting.

The reason that highly successful companies value high performing leaders is because they consistently deliver outstanding results, they concentrate their effort on developing value-based cultures, and they develop and bring along the people around them.

Successful leaders are clear about their personal mission, vision and values and they love what they do. This is what makes them champions in their fields of endeavor they always ensure that their goals are aligned with those of their organization.

Leadership Skill Development is critical because it drives the leadership mindset into every part of the organization. Leadership is one of those abilities and gifts that is evoked or called forth from that part of the organization or from that person who can step up to the plate in a specific and particular way to lead at a given point in time based on their situational maturity or their specific knowledge base.

Sometimes this is a part played by the business owner or manager, from within their span of control, but equally, it can be a staff member or another manager who can show the way in a specific circumstance.

When we talk about leading people, it is not something we do to them, but something that we engage with and through them by way of conversation, discussion, debate, disagreement and resolution. This notion of leadership has the obvious counterpoint of followership. This interaction and dynamic is part of an ongoing dialogue within an organization, and it has both its formal and informal elements. This style of leadership delivers innovation and adaptive behavior, and it creates flexible and responsive companies.

Everything that is done in organizational life is undertaken and accomplished by people. Leadership Skill Development, in that sense, is everyones business and everybodys responsibility.

My assumptions, analysis and experience bear witness to the fact that the kind of organizational environment we design and create is fundamental in calling forth and developing leadership. The formal organizational structure must be built in a manner that nurtures and facilitates the development of leadership within its confines. Also, shared leadership must be exercised within the framework of Mission, Vision and Values and Strategy Formulation.

Successful business owners see the investment in Leadership Skill Development as being an imperative because it is building the bench strength of their organization both for today and for tomorrow in terms of succession, ongoing profitability and the legacy that they will leave long after they have gone.

Peter McLean is a highly experienced Coach, Senior Manager, Consultant, Business Owner and Company Director. He successfully coaches top Executives in some of Australias leading multi-national companies. One such Senior Executive recently won an International Award for Excellence within his particular field. In addition, Peter works extensively in the Public, Private, Commercial and Not-for-Profit sectors, delivering outstanding results for his clients. To learn more of how you can benefit from Peters experience, visit the Essential Business Coach web site!

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FullContact Leadership

Full-Contact Leadership
By Wally Adamchik

Much has been written about the leadership (or lack of leadership) crisis in America today. No business is immune to this crisis, and some are even more susceptible to it than others. Real leaders today are few and far between. We have great technicians and great managers, but few great leaders.

To truly succeed as a leader today, we cannot simply go through the motions. We must charge ahead at full speed. In this hyper-competitive world, its not enough just to show up and look good. Leadership is a full-contact, sometimes risky position with no hazardous duty pay.

The term full-contact generally brings to mind the image of physical contact. But it presents itself in other ways as well.

First, as leaders, we must be fully in contact with ourselves. This is not the natural state of things for many of us, and its far easier to be out of touch with our thoughts, moods, and biases.

As leaders, we must also be in full contact with our own purpose. Our purpose is our vision of the future, our values and mission. The importance of purpose cannot be overstated. Our role as leaders is to change the status quo. We must always keep one eye trained on that future that we want to create. And we must have a fundamental sense of the actions needed to arrive at that future--to achieve that vision.

Next, we leaders must be in full contact with others in our organization. This includes peers, subordinates, and senior management. Leadership is about change but it is also about behaviors. Leadership involves a great deal of soft skills and interaction with people. These interactions cannot be casual if the leader is to be respected and to make an impact.

The leader must be in full contact with the values of the organization. Ultimately, the rest of the organization will live up to, or down to, the level set by the leader. In the absence of corporate values, that level is open for discussion and can vary. With firm corporate values, the people in the organization have sound principles by which to guide their behavior. Enron had values written on paper, but the leadership of the organization lost contact with those values.

Today, it is also essential to be in full contact with customers. They are demanding and have high expectations. Ultimately, they pay our salary. Yet, far too often, businesses operate in a vacuum and are blind to the customers needs. This data is borne out in many image surveys that indicate businesses are, in a word, unresponsive. The leader who is in full contact with his or her customers actively seeks them out and engages them in conversationreal talk about more than just the product at hand.

Finally, full-contact leaders are aware that the being in a position of leadership involves some risk. Like athletes engaged in full-contact sports, these leaders know they may take some hits (and give some out, too), but they dont shy away from the impact. They recognize it as an integral part of a full-contact position.

Full-contact leaders must merge all these contact points into a single, unified effort. They set direction, articulate the vision, and know just where they want to bring the organization. They can visualize it in their mind, smell it, taste it, feel it. They are able to balance multiple perspectives because of their grounded perspective.

2006 FireStarter Speaking and Consulting

Wally Adamchik is President of FireStarter Speaking and Consulting. His new book is NO YELLING: The Nine Secrets of Marine Corps Leadership You MUST Know TO WIN In Business. Visit him online at http://www.beafirestarter.com. He can be reached at 919-673-9499 or wally@beafirestarter.com.

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The Leadership Factor

The Leadership Factor
By Valarie Washington

What is the last leadership opportunity that you passed up?

When I posed this question to a group of employees who had been singled out for their leadership potential:

• 50% named the title/position they failed to apply for or had not been offered.
• 10%said they hadn't been offered an internal position but had passed up aleadership position in an outside organization or a chance to leadtheir extracurricular sports.
• 40% said that they hadn't been offered any leadership position and therefore had passed up no opportunities.

I was certain that every one of them had missed a prime leadershipopportunity that they were not even aware of. Ask yourself if yourdepartment, team or organization is the best that it can possibly be? Are you giving your best to make the situation better?

If there is one project in your department that is delayed, if your group is challenged to do more work with less budget, or if you have yet to exhaust all of your talent to move the group forwardyou have passed up a powerful opportunity to step out in front and establish yourself as a leader. Leadership is not about the title you have but the decisions you make and the actions you take.

Don't wait for extraordinary opportunities seize common occasions and make them great. Orison Swett Marden

Becominga leader is about developing a reputation for producing value-addedresults. It's taking a position when a project is off track. Leadersdon't wait for permission of position. They look for thepossibilities and suggest what can be done rather than why somethingcan't be done. Look for what you can do to impact a situation versuswhy you can't be the one to do it. When you have ability to influenceyour environment and the people around you toward positive result youhave the leadership factor.

The leadership factor is ameasured combination of vision, determination, skills, actions andresults. It is a conscious decision to step up to the plate and do whatneeds to be done in a time of uncertainty or chaos. Here are ten stepsto help you plot your course, engage others along the way and keepfocused on the end result.

Look for leadership opportunities.

Leadership opportunities are present whenever there are unresolvedbusiness problems or issues. Within your organization, department,workgroup, or team identify an opportunity or issue that needs to besolved. Think about the questions that continue to come up but no onehas found an answer for. Consider the feedback that you get frominternal or external customers about what they need or would like moreof. If your organization is like most you shouldn't have to lookfarmore unresolved problems equals more chances for you to stepforward as a leader.

Find the GAP and build a bridge.

There is an old proverb that says a leader must be a bridge. The personwho emerges as the leader of the group is the one who is adapt atseeing the option between the two seemingly opposite positions. Toraise your visibility and develop a reputation of leadership look forthe two unconnected shores that you can bridge. A bridge might bebetween the old way and the new way, the past and the future, themajority group and the minority group, between company policy andcustomer needs, between what is available and what is needed. Lead byfinding the critical link between today's challenge and tomorrow'sopportunity.

Do your homework.

Examine the problem from all sides. Ask a series of why questions.Why is this happening? Why have we not been able to solve this beforenow? Why is it important to solve this issue? Why have previousattempts failed? Why are other departments resisting the changes?Asking why? without judging the answers helps you develop a deeperunderstanding of the situation. When you can see the problem from manyangles and as viewed through different eyes you gain the wisdom ofmultiple perspectives.

Clarify the GOAL.

It's the goal. It's the goal. It's the goal. Determine what your groupneeds more of. Communicate clearly how tackling this issue will helpthe group recoup lost time, maximize limited resources, reduce costs,speed up processes and/or improve return on investment. You will gainthe attention of those around you when you can effectively tell themwhat they will gain for their efforts. You will benefit by tying yourwork directly to the improved results.

Develop a list of viable options.

Excellence is said to come from having many options. Once you haveothers focused on the goal, ask for their input on how it might beachieved. As a leader you don't need to have all of the answers. You dohave to set the direction, suggest paths for getting there andstimulate the thinking of others in development of creative solutions.It is important that you continually test any proposed suggestionsagainst the desired result. Ask yourself and others, Will this help usreach the goal?

Select the best option(s).Given enough money, people, time and resources almost any problem canbe resolved. Leadership is about determining how the goals will bereached within the time allowed, the budget given and the availablephysical and human resources. As a leader look for ways to leveragewhat you have readily available. The best option is the one that getsyou to the goal with the least overall costs.

Identify roles and tasks.

As a leader of the effort you may not have the authority to assignspecific people but you will have to clearly define roles required. Toooften we assign tasks simply out of habit and not because they arenecessary for goal achievement. Constantly check the progress and don'tbe afraid to throw out any unnecessary tasks. There should be NO taskson your project list that you can not show are absolutely required toreach the end goal.

Track and report your success.

Report what you and/or your team accomplished. Quantify the results asmuch as you can. If your goal was to increase productivity by 25% andyou only gained a 15% increase, report it! Make sure to link yourresults to the organizational goals. While you may not have hit your25% target 15% may still represent a considerable savings or gain tothe company.

Report your learnings.As important as it is to report your success you must also report whatyou learned from the process. Focus on what you learned personally.Consider what you learned about the business, your customers, teaming,and your own decision making ability. Ask for feedback. Include grouplearnings. Leave a record of the pro's and con's for others who mayface the same challenges.

Look for the next opportunity.

Don't take too long celebrating your last win. For as good as thingsseem success is a moving target. Keep your eyes and ears open, yournext opportunity may be right around the corner.

Valarie is CEO of Think 6 Results -- a knowledge broker passionate about learning and improving performance in organizations. Shes a writer, presenter, and executive coach on a mission to get every employee and organization focused on and thinking about the SIX business driving goals that matter.

We want you to share this article with others. Feel free to copy this article when you include the copyright and contact information listed below.

Contact Valarie at washington@think6results.com or by calling 630-705-1189. Visit us at http://www.Think6Results.com.

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Entelechy Speaks to Bill George about Authentic Leadership

Entelechy Speaks to Bill George about Authentic Leadership
By Terence Traut

Ive had the pleasure and honor to meet some of the worlds greatest leaders and leadership gurus, from Sir Richard Branson, General Tommy Franks, and Captain Mike Abrashoff to Dr. Warren Bennis, Dr. Henry Mintzberg, and Tom Peters.

I recently had the opportunity to meet with Bill George, former chairman and chief executive of Medtronic, Inc., the worlds leading medical technology company, and author of the best-selling book, Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value.

Bill George speaks boldly against the shareholders are king philosophy that has created many of the problems facing businesses today. With corporate accounting scandals rampant and CEOs being handsomely rewarded even while their companies are rushing headlong to failure, George believes that leaders must reexamine their values and principles and refocus their companies on the things that create true sustainable value: satisfied customers serviced through valued employees.

In the pursuit of shareholder not customer value, CEOs have been driven to pursue quick riches almost always at the expense of long-term growth and customer service. Worse, this misguided pursuit of shareholder profits has led some as evident in Enron, WorldCom, Adelphia, and others to create the illusion of profitability and growth.

Wheres the leadership? In many cases, the leadership is as vaporous as the long-term profits.

Bill George calls on all of us to demonstrate authentic leadership, to return to the core values of sound business. He argues that taking good care of employees and customers will result in a higher stock price than focusing on shareholder value. And his arguments are persuasive. During his tenure as CEO at Medtronic, revenues grew from $750 million in 1989 to $5 billion in 2001. The companys market capitalization rose from around $1 billion to more than $60 billion a 37.5% growth rate compounded annually.

Bill George has faced many of the same pressures all leaders face: the CEO cult of personality, the 24/7 workday, the passionate pursuit of earnings, the excesses of ego, and the breach of trust by far too many corporate leaders in the 1990s. In his book, Mr. George draws from his rich experiences as well as from those of leaders he admires and disdains to illustrate his five dimensions of authentic leaders:

Understanding why you want to lead
Practicing solid values
Leading with a heart
Establishing connected relationships
Showing self-discipline

Terence R. Traut is the president of Entelechy, Inc., a company that helps organizations unlock the potential of their people through customized training programs in the areas of sales, management, customer service, and training. Terence can be reached at 603-424-1237 or ttraut@unlockit.com

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Maximize Leadership Performance: An Exploration of Agrarian Values Nu Leadership Series

Maximize Leadership Performance: An Exploration of Agrarian Values - Nu Leadership Series
By Daryl Green

Summary: Leadership and learning are indispensable to each other.John F. Kennedy

Dont you hate it when people talk about the good old days? Everything was perfect, and there were no problems. Im not taking you on that path, but organizations can learn from the past. Life hasnt always been hectic for people. Life was once very simple. Lets explore how this experience can help our contemporary organizations. Leaders must return to agrarian values to maximize success. First, technology doesnt automatically improve society. In over 50 years, America has gone from rural to city and from national to international market. Critchfield, author of Trees, Why Do You Wait, argues that these advancements have weakened our core values such as family tradition and work ethic. Secondly, the disintegration of the agrarian code has destroyed our moral stability. Davidson, author of Broken Heartlands, suggests that technology and the economic prestige of the agricultural system brought a host of social ills such as poverty, depopulation, and soil erosion.

Conversely, organizational leaders can use our agrarian heritage as a competitive advantage. Mayo postulated that this could happen in a modern society if society rebuilds social solidarity and promotes small working groups; he argued that a society vastly removed from nature would lose sight of its meaning. Critchfield advocates using an agrarian model as the ideal cultural blueprint. Why? Agrarian values promote teamwork while maintaining individual independence.

Finally, I would suggest that the farther humanity moves away from its agrarian calling (viz., information-gathering, technology-focused), the harder it will be to lead our Emergent Workforce. Undeveloped countries are embracing Western technologies while abandoning the land. Leader, you dont need to till the land to gain credibility, but it helps when you dont treat your followers like dirt, either. Celebrate the simple things in life like the agrarians. Start today!

References:Critchfield, R. (1991). Trees, Why Do You Wait. Washington, D.C.: Island Press.

Davidson, O. (1990). Broken Heartland: The Rise of Americas Rural Ghetto. New York, NY: The Free Press.

Wren, D. (2005). The Evolution of Management Thought. Hooboken, NJ: John Wiley & Sons, Inc.

2006 by Daryl D. Green

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of two acclaimed books, Awakening the Talents Within and My Cup Runneth Over. He is a columnist, lecturer, professor, and management consultant. Mr. Green has a BS in engineering and a MA in organizational management. Currently, he is a doctoral degree in strategic leadership. For more information, visit his website at http://www.darylgreen.org

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The Seven Faces of Servant Leadership

The Seven Faces of Servant Leadership
By Kenneth Rice

The 7 Faces of Leadership

Most people can manage when things go well, but true leadership is how we cope with people when times are tough. Our expectations are often unrealistic and not centered on what leadership is really about. Too often people confuse a strong-willed personality as an effective leader. Leadership is not being strong-willed, rather having a strong sense of purpose and compassion. Too many organizations substitute strong-willed people for ethical leaders and see no distinction, because the people who put them in power dont know the difference. Effective Leadership involves equipping people to live competently and confidently.

Effective leadership traits are as varied and numerous, not to mention subtle, as the human mind and heart themselves. No list will ever be complete, nor will it be the best suited for each individual reader. The bible gives some insight of the essential characteristics of effective leadership in I Corinthians, Ephesians, and 2 Timothy such as humility, integrity, focus, courage, discipline, compassion, and encouragement. The following paragraphs will place those characteristics into an organizational context.

The Humble Leader

Be completely humble and gentle; be patient, bearing with one another in love. (Ephesians 4:2)

Humility is not just about our relationship with God but its also about our relationship with other people. Relationships are built on listening, to Gods Word and to each other. The relationship between a leader and follower is only as good as their ability to listen. The effective leader will not be a force of just personality and power plays but relationship oriented, centered on building and mentoring.

From and organizational context humble leaders invite feedback and turn lessons into failures. The leader that is poor in spirit recognizes that many people know more than he or she does and, as such, shows respect to everyone. (Winston 2002) Humility is acceptance of our human limitations coupled with the resolve to do something about it I cant do it alone so I will enlist the help of others. This is the essence of leadership.

The Honest Leader

Each of you must put off falsehood and speak truthfully to his neighbor, for we are all members of one body. (Ephesians 4:25)

Honesty is achieved through Discretion and truthfulness. Discretion keeps our minds and focus on sound judgment, giving serious attention and thought to what is going on. It will carefully choose our words, attitudes, and actions to be right for any given situation, thus avoiding words and actions that could result in adverse consequences. Truthfulness means being straight with others and doing what is right.

Its after we have contemplated our own actions, measuring how they align with our values, intentions, and words, that we are most likely to make a contribution of integrity to the world. (Sherman, 2003) Discretion and truthfulness allow leaders to earn trust by being accurate with facts and situations. This doesnt simply mean honesty, or acting in accordance with a consistent set of values. This also means integrity in the sense of soundness, completeness, and unity. Aligning our personality with our values and not compromising ourselves is the spirit of leadership.

The Focused Leader

Leaders must be willing to carefully explore their values and how they can move their organization in the direction of a vision that is unwavering. Effective Leaders lead with a purpose rather than run like a man running aimlessly (1 Corinthians 9:26-27). From the biblical sense this means that we live for His purpose, not ours. As Christians, we recognize that our need for Christ will bring us beyond our failures so we can grow increasingly effective for our Lord. As we grow in Christ, we will become aware of our futility and inadequacy as human beings.

From an organizational perspective, leaders need to continually put the vision and mission (related to the purpose) in front of followers. (Winston, 2002) Followers must understand the organizations vision and know their role in support of the mission. They must know their purpose and how it contributes to organizational success, this is the soul of leadership.

The Courageous & Disciplined Leader

For God did not give us a spirit of timidity, but a spirit of power, of love and of self-discipline (2 Timothy 1:7)

The goal of the servant leader must be to do Gods will. Otherwise we will be too afraid to go beyond our comfort zones to do anything of significance. When we are dependent on the Holy Spirit; then our self-confidence becomes rooted and dependent in Christ working through us. So we are not self-driven but Christ driven; resulting in our will to be in total surrender to Gods will as the driving force for our existence. When were aware that we are not responsible for the results of our leadership, but only the obedience to His call, only then can we persevere to press on to serve Him without the fear of failure.

Malphurs (2003) refers to courage as the strength to lead in these difficult circumstances, meaning that courageous leaders are strong and unlikely to quit. This kind of courage displays itself in an organization when a leader is willing to admit his mistake, when she is willing to stand up for her beliefs, or when he must challenge others.

Courageous leaders routinely get extraordinary results from their followers because they arent afraid to do whats right. This is evident in Pauls letter regarding discipline in 1 Corinthians 8:13, if what I eat causes my brother to fall into sin, I will never eat meat again, so that I will not cause him to fall. Conveying who you are, your goals and what you stand for can have a significant impact on follower performance and attitudes. Controlled discipline, according to Winston (2002), draws people closer to you, whereas uncontrolled discipline drives them away. Leaders and followers are two sides of a single coin and the actions of one impact the other. Courage and discipline are the armor of leadership.

The Compassionate Leader

The compassionate leader is rooted and grounded in the spiritual disciplines of faith. Put on the full armor of God so that you can take your stand against the devil's schemes. (Ephesians 6:11). With the power of the Holy Spirit and the conviction of faith in Christ, when we are modeling His image with love, we become a strong building with the foundation of Christ and the power of the Holy Spirit who gives the realization to be our best for Gods glory.

Loyalty and devotion to task and grow out of trust and the knowledge of protection that comes from the employment relationship. (Winston, 2002) Compassionate leadership is acting in the interest of your followers, your peers, and your organization. This is the boss for whom the employees are willing to work their hardest. The employees can feel her support for them and are compelled to give their full support in return. This manager brings out the best in her subordinates by her own example. There is often a line of people waiting to join this department. This is the heart of leadership.

The Encouraging Leader

Make every effort to keep the unity of the Spirit through the bond of peace. There is one body and one Spiritjust as you were called to one hope when you were called. (Ephesians 4:3-4)

The effective leader will not be a force of just personality and power plays. Servant Leaders cannot be power seeking controllers of others lives, when it is the Lord who is in control. Effective leaders must be relationship oriented, centered on building and mentoring others.

In an organizational framework, an encouraging leader is a motivator. Leadership is being able to both motivate and administrate. (Miller, 1995) A leaders ability to motivate revolves around his or her ability to leverage power and influence within the organization, among peers, and over followers. Influence involves moving people to change their thinking and ultimately their behavior. Power is the ability to exert control over another person, thing, or event. Power and influence are intertwined in the leadership process. Most often leaders use both depending on the situation and the people involved. (Malphurs, 2003) Leaders will sometimes use power to influence followers. Power itself is amoral. However, the use power (abuse or neglect) determines how leaders influence others. The proper use of that power is encouragement, which is the igniter of leadership.

The Call to Servant Leadership

In Matthew 5 Jesus makes us aware of what God expects from not just Christian leaders, but from all Christians. Effective leaders are expected to lead by example. If our actions cause our followers to fail because they followed our example as in 1 Corinthians 8:13 then we should avoid such things because those who indulge will become more and more ungodly. (2 Timothy 2:15) Everything that we do as leaders is under scrutiny by our followers. In the Beatitudes, Jesus gives very specific characteristics: humility, compassion, gentleness, righteousness, mercy, honesty, and perseverance.

In organizations, just as in the Christian community, there are times when leaders fall away from these characteristics through personal loss or personal sin. Building and developing these characteristics is not something we just learn from a book or hear from a sermon. It does not sneak up on us in the middle of the night. It does not come automatically, accidentally, or suddenly. It is a process that comes from living in it. It is a slow process. Many fail to realize they have it until others point it out. Effective leadership is not permanent once it is formed. It requires our continual appreciation and practice.

References

Fields, Bea (2005). The Ten Pillars of Leadership and Business Development. Retrieved electronically. http://www.art-of-leadership.com/index.html

Holy Bible (1985). King James Version Study Bible. Zondervan, Grand Rapids Michigan

Malphurs, Aubrey (2003) Being Leaders: The Nature of Authentic Christian Leadership. Baker Books. Grand Rapids, Michigan.

Miller, Calvin (1995). The Empowered Leader: 10 Keys to Servant Leadership. Broadman & Holman Publishers. Nashville, Tennessee.

Sherman, Stratford (2003). Rethinking Integrity. Leader to Leader, No. 28

Winston, Bruce (2002). Be a Leader for Gods Sake. Regent University, School of Leadership Studies. Virginia Beach, Virginia.

ABOUT THE AUTHOR

Lieutenant Kenneth Rice is an Active Duty Naval Officer stationed in Norfolk VA. Lieutenant Rice is a graduate of Old Dominion University in Norfolk, Virginia where he received a Masters of Science in Educational Leadership and an Education & Training Management Subspecialty. He is currently enrolled in the Naval War College completing the Joint Professional Military Education Phase I and at Regent University working towards a Doctorate in Strategic Leadership.

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Building a Christian Institution Strategically Nu Leadership Series

Building a Christian Institution Strategically - Nu Leadership Series
By Daryl Green

For we are God's fellow workers; you are God's field, God's building.Corinthians 3: 9

As I scramble to meet the next church deadline, I understand that organizations can get sidetracked while dealing with todays problems. Therefore, leaders need to constantly stay focus and think strategically. Some leaders make decisions for short-term results. However, good planning doesnt always equate to strategic planning.

Strategic thinking involves recognizing and focusing on issues and events that are significant in decision-making. If you work a day job and build your dreams at night, you are more than a moonlighter. You are operating in duality. Wacker, Taylor, and Means, management experts, maintain that successful companies exist in duality while maneuvering in the present and future.

Likewise, if you want to be a different breed of religious leader, you must focus on the long-term objectives, not short-term gains. I hope that this knowledge brings me closer to my God-given calling. The Apostle Paul existed in duality. However, Paul had his priorities in order. Corinthians 3:9 explains, For we are God's fellow workers; you are God's field, God's building.

From Pauls background, he could have excelled as a scholar, a master debater, or even a highly skilled tentmaker. Yet, Paul wasnt deceived by these earthly recognitions. Similarly, we shouldnt be either. Therefore, a church leader should operate in duality, therefore receiving a place not made by earthly hands.

References:

Mitchell, R. (2005). Strategic Thinking. Received on June 6, 2006 from http://www.csun.edu/~hfmgt001/st-thinking.htm.

Wacker, W., Taylor, J., & Means, H. (2000). New York: HarperBusiness.

2006 by Daryl D. Green

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of two acclaimed books, Awakening the Talents Within and My Cup Runneth Over. He is a columnist, lecturer, professor, and management consultant. Mr. Green has a BS in engineering and a MA in organizational management. Currently, he is a doctoral degree in strategic leadership. For more information,visit his website at http://www.darylgreen.org

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Beyond Authority: Debunking the Top 3 Leadership Myths

Beyond Authority: Debunking the Top 3 Leadership Myths
By Susan Schutz

Have you noticed that across the business world people are recognizing that we are fast outgrowing the thinking and language of hierarchy, but we're also struggling to create a new, more collaborative future? The challenge for all is to figure out how to operate in this emerging paradigmthe one that our own efforts are helping to shape.

As I work with top leaders in organizations and then, independently, the staff they lead, Im frequently struck by the gulf that occurs between the two in the early stages of change. Typically what the leaders are trying to offer employees is very different than whats being received by them. While a significant number of leaders begin with optimism about their efforts to engage everyones greatest wisdom, staff members can be slow to recognize and trust the intent of initiatives undertaken to empower them.

Many employees simply dont believe that their insights and decisions will really be valued so they continue to hold back. Some may be unwilling or feel unprepared to share in responsibility for what the group creates. In their hesitancy they actually work against the changes and make it more difficult to include them in creative and decision-making roles.

When members of either group become frustrated during the creation of a new working order its easy to resort to what they know bestthe behaviors of the boss-subordinate relationship. Those with formal authority may again feel compelled to take up too much space (by using commanding words and actions), and followers too little space (by silencing their voices or talking only in whispers amongst themselves). When this occurs, leaders once more feel all the weight of responsibility on their shoulders, as well as the exhaustion that comes with constant staff resistancea resistance they can no longer understand.

What accounts for the tension and the different perceptions that exist between two groups who must rely upon each other to maximize success?

Unfortunately, many myths and old truths about leadership linger and keep us caught in the snare of hierarchy. At every level of an organization these beliefs undermine a companys potential greatness and cause unnecessary stress and dissatisfaction. These myths must be ferreted out and talked about in order for businesses to successfully, and more effortlessly, create a collaborative and effective culture.

** 3 MYTHS OF LEADERSHIP **

1. LEADERS MUST HAVE FORMAL AUTHORITY.

What happens when people throughout the organization believe leaders must have formal authority? People see leadership as a position, rather than as an action or behavior accessible to everyone. It invites those with formal authority to value their own opinions over others, and it keeps people who dont have it from stepping to the plate and sharing in responsibility for the success of the organization. It divides the powerful from the powerless, and creates the tendency for the people in these two camps to lob blame back and forth across the fence that separates them. Each group holds the other responsible for the dynamics between them, and for bringing about the needed change.

2. LEADERS MUST HAVE ALL THE ANSWERS.

Do leaders need to have all the answers? People tend to answer this question with a resounding no, but in everyday business the myth creeps subtly in to do its damage. Many leaders secretly harbor feelings of inadequacy and incompetence as they try to speak with unconvincing expertise and authority on every aspect of their complex business. At the same time, front line workers fault their leaders for lacking their own particular brand of genius and, consequently, ridicule or work against their efforts. Employees may almost arrogantly wait for a leaders plan to fail, and take no responsibility for failures when they do occur.

3. LEADERS SHOULD KNOW HOW TO ACHIEVE THEIR VISIONS.

Although at first blush it makes sense that leaders ought to know how they are going to achieve their visions, the speed of change in todays world makes it prudent to reassess the rightness of the organizations direction after each step taken and to make regular course corrections. Equally important, as things become increasingly complex, and people place value on contributing in meaningful ways to accomplishing a shared vision, it is crucial to consistently include the wisdom that exists everywhere in the organization.

Sadly, efforts to create this agile, responsive and inclusive workplace can be misunderstood by many employees if they are not given the chance to really understand why and how things unfold as they do. Rather than seeing themselves as co-creators of the organizations success, many feed upon the idea that management already has all the answers and is holding out on them in some important and harmful ways, or that leadership is inept for not fully charting the course before beginning a new initiative.

** 10 SIMPLE CONVERSATION STARTERS **

At Highest Vision we believe that leadership today is less about having the right answers and more about having the right questions. The next time you see an opportunity for a meaningful dialogue in your organization, consider posing one of these questions to get the conversation started. Include everyone you can in the process. (In large organizations it helps to host groups that are comprised of both participants who have and do not have formal authority, and to keep each group small enough for genuine dialogue to occur.)

1.What stories about leadership are told within our organization? What different perspectives exist?

2.How can we ensure that everyone feels like a valued contributor to our shared success?

3.How can we invite people to act upon their right and their responsibility to be a fully participating member of the organization?

4.What will entice people to contribute their own knowledge and experience?

5.How can leadership be exhibited by every person in our organization?

6.What will it take to create relationships where people ask for your ideas and offer you theirs?

7.How can we make sure that information and ideas are flowing freely?

8.What is needed to ensure that decisions are able to be made as close to the front line as possible?

9.What can leaders do to challenge the myths and invite forth everyones full participation?

10.What can staff members do to challenge the myths and invite forth everyones full participation?

** CONCLUSION **

As our organizations increase in size and complexity, quality of life issues gain attention, and our businesses continue to shape the world in ever greater ways, successful companies must actively engage every member of their teams in both formal and informal ways.

So what can you do to move beyond the myths of leadership discussed here? Begin by recognizing that if you wait for someone else to take the first stepno steps are taken. With or without formal authority, find your voice and use it well. Ask provocative questions that invite open discussion and the sharing of ideas. Risk joining the conversation and shouldering the responsibility for what we create together.

SUSAN J. SCHUTZ FOUNDED HIGHEST VISION IN 1999. Highest Vision services executive coaching, leadership development, and team building -- reflect her deep conviction that professionals can be attentive to their bottom lines while also creating lives worth living and businesses that contribute to the good of all.

For a free subscription to VantagePoint, Highest Visions free E-zine for trailblazers in life and business, go to http://www.highest-vision.com

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Difficult People or Hell Raisers II Nu Leadership Series

Difficult People or Hell Raisers II - Nu Leadership Series
By Daryl Green

If people have a basic understanding of right from wrong, possess a strong desire to better themselves and persist in there cause, they can break the chain of any negative environment. Dave Pelzer

Lets examine the world of difficult people in an organization. As the leader, you think you are in control. However, you interact daily with difficult people. You want to be nice, but you know these people are only Hell Raisers. They stir up problems and create a negative attitude in the organization.

Is conflict good or bad? I wouldnt conclude that conflict was good or bad. It depends on the persons perspective. If you are the target for this conflict, its probably not good (at least in the short-term). Organizational conflict is natural, however. You can find conflict anywherewell, even in a religious institution. The Apostle Paul had to chastise the Corinth church for its division. Organ and Bateman, organizational behavior gurus, give three causes for organizational conflict which are: a) need for joint decision-making, b) goal differences, and c) differences in perceptions.

Thats a great question. Jesus Christ is the head, and the church is the body. The body parts are interdependent. We dont always agree. Christians should expect conflict. God rewards His people after these tests. James 1:12 reads, Blessed is a man who endures trials, because when he passes the test he will receive the crown of life I accept the conflict (good or bad). William James was quoted as saying, Whenever you're in conflict with someone, there is one factor that can make the difference between damaging your relationship and deepening it. That factor is attitude. As a leader, maintain a positive attitude but remember congenitally belligerents love to fight. Miller argues however that congenitally belligerent people must be stopped and not take over the organization. Ive seen people make personal threats. Let me state this group is small but noisy. God causes us to love each other. My pastor is long-suffering about the matter. Its a difficult situation for most leaders, however. Have you given up the fight with difficult people? Gain courage and save your organization today!

References
Miller, C. (1995). The Empowered Leader. United States of America: Broadman & Holman Publishers.

Organ, D. & Bateman, T. (1991). Organizational Behavior. Homewood, IL and Boston, MA: Irwin.

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of two acclaimed books, Awakening the Talents Within and My Cup Runneth Over. He is a columnist, lecturer, professor, and management consultant. Mr. Green has a BS in engineering and a MA in organizational management. Currently, he is pursuing a doctoral degree in strategic leadership. For more information, please email Mr. Green at pmla@att.net or visit his website at http://www.darylgreen.org.

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Leadership and Overcoming Adversity

Leadership and Overcoming Adversity
By Dr Howard Edward Haller

This groundbreaking leadership research by has received extensive endorsements and enthusiastic reviews from well-known prominent business, political, and academic leaders who either participated in the study or reviewed the research findings. You will discover the proven success habits and secrets of people who, in spite of difficult or life threatening challenges shaped their own destiny to become successful, effective leaders. The full results of this research will be presented in the upcoming book by Dr. Howard Edward Haller which is titled Leadership: View from the Shoulders of Giants.

The nine initial prominent successful leaders who overcame adversity that were interviewed included: Dr. Tony Bonanzino, U.S. Senator Orrin Hatch, Monzer Hourani, U.S. Senator Daniel Inouye, Dr. John Malone, Larry Pino, U.S. Army Major General Sid Shachnow, Dr. Blenda Wilson, and Zig Ziglar.

The data from these nine research participants was materially augmented by seven more successful leaders who overcame adversity interviews including: Jack Canfield, William Draper III, Mark Victor Hansen, J. Terrence Lanni, Angelo Mozilo, Dr. Nido Qubein, and Dr. John Sperling.

Additionally, five internationally known and respected leadership scholars offered their reviews of the leadership research findings including: Dr. Ken Blanchard, Jim Kouzes, Dr. John Kotter, Dr. Paul Stoltz, and Dr. Meg Wheatley.

This is a short biography of one of the principal participants who generously contributed their time and insight for this important research into the phenomenon of how prominent successful leaders overcome adversity and obstacles. This Blendas story:

Blenda Wilson grew up in a small New Jersey town in the 1950s. Most people believed that the best Blenda could hope for was a low-paying office job, and that college was unrealistic and beyond her economic reach.

Blendas family had experienced racial discrimination. Her mother was a bright black woman who had graduated from normal school in the racially segregated deep south of America, during the Depression. According to Blenda, her mother was a very, very intelligent woman, [with a powerful mind and fortitude. She said, My mother moved from Georgia . . . the north didnt accept normal school [teaching credentials, and so she became, throughout her working career . . . a white-collar worker, [a salesperson at Sears, an elevator operator . . . [and a girls supervisor in a juvenile detention home.

Blendas father went to technical vocational school . . . completed the [electrician certificate, and in those days, to become an electrician, you had to be apprenticed. He was black and he could never get an apprenticeship, so he could never be an electrician. He became a laborer instead of an electrician.

Blenda shared that her mother, who had experienced racial discrimination, insisted that her children didnt go out of the house dirty and slovenly . . . because she [had lived in a really segregated south. Her mother shared stories where, if they were in town, and a white person was walking down the street, black people stepped off into the curb. Blenda then described her own experiences with racial, gender and age discrimination.

Despite her membership in the National Honor Society at her high school in Woodbridge, New Jersey, her guidance counselor refused even to talk to her about going to college. Blendas comment was, She was really mean to me. She never, ever gave me any counseling about college; she never invited me to college prep stuff. Wilson said that on the contrary, Actually, she told me to take a typing class . . . then said, Youre nice looking, and you might be able to become a secretary. Now thats supposed to be a compliment.

Wilson recalled, Fortunately, I was riding a bus and heard some women talk about college opportunities, and how they had heard that womens colleges were providing scholarships for smart black students. I thought, Thatd be me. Their conversation convinced Blenda that she could find such a college for herself and a way to pay for tuition, books, food, and housing.

Wilson wrote many colleges, seeking more information, applied for admission, and asked for full scholarships. I got admitted to all of the colleges I applied to, and these were the colleges you know, they were the seven sisters. She received scholarship offers from several major colleges, but initially they offered only one-year scholarships with a series of renewals.

Blenda commented, I would just write them [the college back and say, Id really love to come, but you have to give me more money! She continued, I was determined to get a full four-year scholarship, to ensure that I could get completely through college, since I knew my parents could not afford to pay for me to go.

Ultimately, Cedar Crest guaranteed me four years tuition, [a travel budget, and a job. She graduated from Cedar Crest College with a major in English and Secondary Education. She went on to earn a Masters degree in Education from Seton Hall, and then a Ph.D. in Higher Education from Boston College.

Early in her career she experienced gender and age discrimination from African American males, both in the community and within her organization. Though she was more qualified and more educated than her competition, some people were vocal in their opposition to her getting the job as Executive Director of the Middlesex County Economic Opportunity Corporation. Blenda said, The African American men in the community were pissed off that a woman would get this role. . . . One of the criteria was that they wanted someone with a Masters degree. I had one. None of the African American men did.

Blenda said she experienced several kinds of prejudice: Theres prejudice from men, theres prejudice from black men, theres prejudice from white people.

Wilson said taking a leave from her local high school teaching position to become the Executive Director of the Middlesex County Economic Opportunity Corporation actually changed my life. I started doing the Head Start program. There was political turmoil. This was all in the 60s, with the war on poverty, the Office of Economic Opportunity. I was going to change the world.

Blenda was youngest Senior Associate Dean in the Graduate School of Education at Harvard, and once again she encountered age discrimination. Wilson shared that she had worked with and was tutored by Dr. John Gardner after leaving Harvard. After she left Harvard she became Chancellor of the University of Michigan. After that she became the President of California State University, Northridge for seven years, from 1992 to 1997, and led the universitys recovery from the Northridge earthquake in January of 1994.

In addition to having served as a Getty Foundation Trustee for over a decade, Dr. Wilson is the President and CEO of the Nellie Mae Educational Foundation in Quincy, Massachusetts. She is also a past chair of the American Association of Higher Education. Dr. Wilson serves as a trustee of the College Board, and she is Deputy Chairman of the Federal Reserve Bank of Boston. Dr. Blenda Wilson still takes time out of her busy schedule to mentor and coach select prospective female prospective leaders.

Copyright 2006 Howard Edward Haller, Ph.D.

About the Author:

Howard Edward Haller, Ph.D. is the Chief Enlightenment Officer of the Coeur d'Alene, Idaho based The Leadership Success Institute. His Doctoral dissertation in Leadership Studies at Gonzaga Univ. included interviews with prominent US leaders in business, politics & education.

The nine initial prominent leaders who overcame adversity included: Dr. Tony Bonanzino, U.S. Senator Orrin Hatch, Monzer Hourani, U.S. Senator Daniel Inouye, Dr. John Malone, Larry Pino, U.S. Army Major General Sid Shachnow, Dr. Blenda Wilson, and Zig Ziglar.

Then seven more leaders, who overcame adversity, were interviewed including: Jack Canfield, William Draper III, Mark Victor Hansen, J. Terrence Lanni, Angelo Mozilo, Dr. Nido Qubein, and Dr. John Sperling.

Five internationally known and respected leadership scholars offered their reviews of the leadership research findings including: Dr. Ken Blanchard, Jim Kouzes, Dr. John Kotter, Dr. Paul Stoltz, and Dr. Meg Wheatley.

www.TheLeaderInstitute.com

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Qualities Of Leadership

Qualities Of Leadership
By Jonathan Farrington

Although there are many qualities necessary to be a genuine leader in a specific situation, these qualities should be common to all.

Good Memory:

To enable them to recall peoples names, and the few essential factsthat are pertinent to a wide range of problems.

A Genuine Interest In People:

Those that you are responsible for leading will know at once if you are genuinely interested in them and particularly in their development. Show this and you create that personal bond that is essential to the success of your team. You cannot fake an interest in people, they always find you out. A leader can only be successful by ensuring the success of every individual in the team.

Integrity:

If the team has cause to doubt the integrity of its leader, then it will fail when the team is exposed to stress or a risk. If a person is capable of minor lapses in their personal integrity, they fail to keep faith, then they could let their own team members down when they are under pressure. Once the team doubt the leader, that doubt greatly limits their chances of the fullest success.

The Ability To Communicate Effectively:

A good leader must be able to talk and write simply, clearly and persuasively. They must also listen and digest information intently. Communication is a two way process.

Decisiveness:There is a time when a decision must be made and a risk taken, even though the facts may be incomplete. A leader must recognise when further analysis is unprofitable and action is needed. It helps if the cost of changing the decision is known. If the cost is low, the risk is low.

The Ability To Relax:

If the team is kept tense and under pressure, irritation arises and performance fails. This is overcome by deliberately introducing a break just a light remark or opportunity for laughter. The importance lays in the frequency and the need for the break to be related to the task or the people not a funny story. The break should be brief, even momentary. It should also come at an opportune moment.

Genuine Enthusiasm:

Inner conviction, belief in the team and the objectives before it, gives rise to enthusiasm. This must be visible to the members of the team. It provides the motive power they use to tackle their jobs with courage and hope. If the leader has no belief in the task, why should their team even attempt it?

Copyright 2006 Jonathan Farrington. All rights reserved

Jonathan Farrington is the Managing Partner of The jfa Group. To find out more about the author, read his latest articles, or to subscribe to his newsletter for dedicated sales professionals, visit =>http://www.jonathanfarrington.com You can also now visit Jonathan's Blog at =>http://www.thejfblogit.co.uk

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