Getting Objections Means You're Getting Through

Getting Objections Means You're Getting Through

By Richard Brody

One of the best indicators of someone's belief in what he believes, self - confidence, and potential ability to achieve, lead, sell a product, service or himself, etc., is whether or not others express concerns, objections, or ask questions about his positions and ideas. Great leaders, whether political, social, organizational, marketing or sales in nature, welcome getting others to participate and ask for clarification, etc. On the other hand, most wannabes seem to cower and fear getting any type of criticism or concerns expressed, generally because they either lack the self - confidence, knowledge, preparation or expertise which is essential to effective leadership based on meaningful communication.

1. Meaningful communication must be based on a two - way, give and take mindset, and a willingness to effectively listen to concerns of others, and have the willingness to respond appropriately in a manner that does not merely express meaningless sympathy, but rather an empathetic, caring, get - it - done attitude. A leader has the option of either cringing and fearing criticism, or welcoming objections as concerns, and realizing that they indicate that the other party (or parties) are listening, interpreting, and asking for an explanation. Therefore, when one prepares properly, in all aspects involved, he welcomes voiced concerns as an opportunity to clarify, personalize and pinpoint precisely why his point of view is so essential, significant, and the best way to proceed.

2. It is always far better to get any sort of response than simply to look out at blurry eyes, blank stares, lack of reaction, or no involvement / response. Great leaders are effective because they realize that getting concerns, whether expressed mildly or even severely (as objections/ criticisms) means that they have touched upon issues that are meaningful to their audience. In other words, true communication requires getting through to his audience. They learn the best way to do so is often to strive for participation, and rather than deeming any sort of criticism or objection or concern, as giving them an opportunity to clarify, individualize, empathize, and thus, be more effective. Great leadership, in any field of endeavor, requires comprehensive preparation, planning, calm, self - confidence, and both the ability and willingness to listen and carefully respond to concerns. Stated concerns give great leaders a chance to win someone over, because it means he can personalize it to someone's specific needs.

Don't fear receiving objections. Rather, merely view them as concerns that, once answered fully and appropriately, to the other party's satisfaction, creates true motivation and potential loyal followers!

Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://facebook.com/Plan2lead
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True Leaders Mold Opinions

By Richard Brody

One of the most distinctive differences between true leaders and others simply in positions of leadership is the differentiation in the way they approach taking positions, speaking out, and being proactive. Many wannabe leaders behave in a fearful, far less than self - confident manner, often waiting to speak out until they observe some sort of clearcut direction that others indicate they favor. Real leadership is never about leading by polls, but rather proactively analyzing the organization's needs, goals, missions, options and alternatives, and then doing all one can do to get others to buy into his vision. Martin Luther King Jr. stated, "A genuine leader is not a searcher for consensus but a molder of consensus." While mediocre individuals wait to see how the proverbial wind is blowing before they take any position, a true leader fights for his beliefs by using his energies and efforts to motivate others to follow and believe in his approaches and ideas.

1. Far too often, we tend to misinterpret someone's popularity with how good a leader he is. While in some cases this may be the case, in the vast majority of instances, it is merely because that individual avoids rocking the boat or doing anything in any way controversial, or even potentially so. Many politicians, for example, rather than leading, decide what positions they will take based on their polling and what they interpret as being the most politically expedient. When one looks at back at the accomplishments of most of these individuals, we tend to witness little in terms of longer term creativity or addressing these types of needs. Politics by polling rarely has anything to do with genuine leadership.

2. Great leaders realize that the only way to truly lead is to strategically plan, taking into consideration the past (or the organization's heritage, etc.), present needs, short term scenarios, intermediate and long term objectives. This strategic plan must align directly with the mission and goals of that organization if it is to be relevant and sustainable. This, therefore, requires that part of this procedure must also be fully evaluating the mission statement, and tweaking it if necessary, to make it more relevant and sustainable. These individuals, therefore, must be self - confident, visionary and willing to speak out on important and relevant issues, even when others resist or refuse to do so. It is the necessity of a true leader to transform the innovative and perhaps controversial to understandable and believable goals, that others are motivated by, and truly care about.

Are you willing to be a true leader? Or, do you simply want to hold some position of leadership?

Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://facebook.com/Plan2lead
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Leaders Use Resolve Rather Than Avoid

By Richard Brody

One of the determining factors between true leaders and wannabes is whether they have enough personal resolve to face confrontations and difficulties, or opt instead to prioritize merely avoiding conflict. While a great leader always tries to create a meeting of the minds wherever possible, he is always prepared to persist and persevere in pursuit of his most meaningful objectives, goals and ideals.

1. Great leaders are always proactive. They never merely sit back and wait for things to happen or come to them, but they understand and appreciate the need to proactively pursue goals, because it is a necessity of achievement. Many of those in positions of leaders opt to procrastinate or in other ways avoid taking any type of even potentially controversial actions or activities, and thus they never are transformed into true leaders. The impact of avoiding taking meaningful action is often a tendency to become irrelevant.

2. A real leader never has the luxury of merely advising others what they should do, but must rather commit fully to leadership by example. That means avoiding the overwhelming tendency of wannabe leaders that basically transmit a message to do as I say, not as I do. When someone leads by example, it tends to motivate far more others to become more involved and commit. It also accentuates the message by indicating that the individual is not merely telling you to do something, but showing a personal commitment that makes it far more compelling to follow and commit to a greater extent.

3. When someone who leads has obvious personal resolve, and does not tend to give up (or change his message and/ or goals because of resistance, challenges, obstacles or criticisms), he sets the tone and direction. A leader's focus on getting his objections done, and having contingency and backup plans in place to assure successful implementation, creates a positive aura and an overall can - do type of mindset and atmosphere.

4. When someone who leads has the right attitude and commits to move forward consistently in his desired direction and/ or mode, he best potentiates accomplishing what needs to be done. This often requires addressing issues at early stages and reducing any negative impacts. This creates a positive mindset that sees obstacles and issues as merely challenges, as opposed to the often seen mindset of focusing on perceived problems.

We often hear discussions about strong leaders or strength of leadership. This is only relevant when it translates to meaningful, proactive actions and personal resolve to achieve one's goals, regardless of the resistance or obstacles.

Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://facebook.com/Plan2lead
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You Must First Understand The Box, Or How Can You Think Outside Of It?

By Richard Brody

How often have you heard someone speak about the need to think outside the box, while generally there is little discussion of precisely what and where that box is, and what it actually means? While this expression is meant to refer to the need for changes to be made, and for some constructive alternative thinking, unfortunately it often remains little more than a mere rhetorical exercise, rather than a needed behavioral action and more open - minded mindset. One of the challenges to locating qualified and true leaders is that there is so much time speaking about the need for change, and promising to make the needed changes, but so little time and effort devoted to understanding what needs changing and what does not.

1. Is the reference to change meaningful by precipitating a change in behavior, mindset and actions taken, or is it simply some sort of empty rhetoric or political manifestation? Simply stating that one will make a change or changes, but without an accompanying action plan which aligns with a thoroughly formulated strategy, rarely has any impact other than a political one. For change to be meaningful, it must address needs, not by assigning blame, but rather by showing a direction that has not been pursued effectively previously.

2. Great leadership means to dedicate oneself to fully and properly analyze what is, and what is presently being done, as well as past activities and actions. This means looking objectively at the good, as well as the bad and even perhaps the ugly. This analysis must lead to a clearcut vision to better achieve an organization's missions and needs, in order to get a true picture of precisely where the group is and has been, what present policies are, and an open - minded approach to numerous alternatives.

3. You are not a leader unless your analysis leads you to create essential goals. It is important that one avoid the rhetorical, verbiose approach, and seek true and meaningful direction instead.

4. Like most things regarding truly leading, words, and even goals, without a plan, accomplish little of a concrete nature. Analysis must lead to the creation of a strategic plan, which examines the past and the heritage, examines the mission and tweaks it if necessary to make it more relevant and sustainable, and is actionable. This strategic planning must directly lead to the creation of an action plan, with a timeline and assignments. Aren't you tired of empty rhetoric? Is the same old, same old acceptable? Wouldn't you hope that your leader understand what is, what's needed, what could be, and what needs to be done, and then is willing to take the steps needed to get there?

Insist that your leader avoid discussing the infamous box unless he understands what that really means! We need alternative thinkers, who have the personal fortitude, integrity and ability to see things as they are, and ask why, and also have the vision to proceed towards the future in a meaningful manner.

Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://facebook.com/Plan2lead
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Do You See A Problem, Or Focus On A Solution?

By Richard Brody

Every leader, at some point in his administration and oversight, faces some obstacle or obstacles where he makes either a conscious or subconscious decision to see only problems and/ or potential problems, or rather to focus on a solution. If the individual faces what inevitably generally becomes the cowardly option of being problem focused, the result is often precisely what he anticipates. The reality is that when you think mostly about problems, your challenges and obstacles become so distasteful and debilitating that little ever gets accomplished. On the contrary, the individual who refuses to accept that the issues are problems, attacks his challenges by analyzing what needs to be done, focusing on a solution, and creates a viable action plan.

1. In nearly every aspect of both leadership and our everyday lives, our every result is determined primarily by our attitude. If you conceive only of problems, it creates an aura of negativity, and deters doing anything about it, creating a "What's the use?, type of mindset. When we believe that we can achieve, even if it might be challenging, we begin well along the path of achievement.

2. What is your perspective? Will you permit yourself to keep an open mind, and examine the possibilities, or do you narrow your alternatives, and thus your meaningful possibilities? The adage that what one conceives of and perceives he will achieve, is vital to understanding the impact our preliminary perspective is in terms of our inevitable actions, and thus results.

3. Our attitudes and our perspectives are the primary influencers of our personal mindset. Does your mindset create positivity, or does it create a feeling of negativity and impossibility? How do your inner feelings make you, and those around you, feel? Does your mindset propel you forward to achieve, or does it have you commence the process considering things impossible?

4. Do you tend to be proactive, or are you generally reactive? Every great leader has been proactive, realizing that that way, he controls far more of his and his organization's destiny! When one is reactive, he often waits so long as to miss viable alternatives and opportunities, and generally fails to act in a timely basis. One can never lead if his behavior leads to procrastination!

5. Are you a doer, or an excuse maker and blamer? When an individual in a leadership position relies on making excuses and blaming others, he generally destroys his potential to motivate others. Doers seek solutions, and finding a solution transforms potential problems to challenges that one is able to overcome!

Think about how you approach life, as well as your behavior and mindset. Do you see problems in every issue, or do you perceive and conceive obstacles as opportunities once you have solved what needs attention?

Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://facebook.com/Plan2lead
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Do You See You The Same Ways Others Do?

By Richard Brody

One of the greatest challenges that many in leadership face that they often are either unprepared or not even aware of, is possessing a false or inaccurate perception of how others perceive them and their activities/ actions. It should be mandated of all new leaders that they take a step back before they even begin, and objectively evaluate whether their personal perception is similar to that of others. How many times have you met or conversed with someone who seems to actually believe that they are far different individuals than their actions or public persona indicate to others? In most of these cases, we hear someone tell us about their personal integrity, desire to provide value to others, sincerity and positive traits, that often appear to be in direct contradiction to what others perceive. Of course, this could have several meanings: either they truly believe what they are saying and either are poor at communicating this; they truly believe what they say but are somewhat delusional; they enjoy hearing themselves talk; they major in empty and unsupported rhetoric; or they are purposely distorting the truth and facts.

1. There is an essential need for great leaders to have both the ability and willingness to objectively view themselves. Ask yourself the question, "Would you like and trust you?" Are your words in sync with your actions? Do you strive to get things done, or do you overly rely on empty rhetoric? Are you likeable? Are you truthful, both with yourself and others? It is important for any leader to understand and realize that he must first be honest with himself, before he can have any actual possibility of being perceived as honest, and actually behaving honestly. Each leader must come to the realization that there is no integrity unless it is absolute, and there can be no exceptions. Therefore, impactful leaders attract followers because their integrity and value - oriented approach is in sync with their ideals and values, and others are able to realize that leader really cares about them. In doing so, he is able to attract others to his cause, and potentiate and strengthen his actions.

2. Do you have any unique or exceptional qualities, characteristics or traits that differentiate you in a positive and productive manner? Unless someone in leadership, truly, in his heart of hearts, believes his words, those words will have little meaningful impact. Leaders should know their strengths and weaknesses, and best utilize their strengths while addressing areas of weakness.

One will never become a great leader unless he is able to realistically view himself, and behave in a positive manner with the proper attitude. One can say they want to lead, yet most individuals never ascend to true leaders, predominantly because of the failure to objectively view oneself, and address the areas that need improvement.

Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://facebook.com/Plan2lead
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Are You Being Strategic, Or Procrastinating?

By Richard Brody

Especially as it relates to being a leader, there is sometimes a rather fine line between acting strategically, as compared to procrastinating. In both circumstances, individuals review, analyze, and consider circumstances, events, needs and alternatives, but it is what one does with the information he gathers that distinguishes between strategy and procrastination. While the procrastinator avoids true and meaningful planning, will often do nearly anything to avoid taking action (or even a strand), and almost never makes a significant decision, strategy means doing something about needs, creating an action plan, and then actually proceeding forward and taking meaningful action.

1. There is nearly nothing as toxic to effective leadership than procrastination! When someone in these positions refuses or is unable to act in a timely basis, he exposes his organization to often dire ramifications, that become more challenging and dangerous the longer action is delayed. In my over three decades of identifying, qualifying, training, and consulting to well over a thousand individuals in positions of leadership, I have never heard even one individual who admitted to procrastinating. Rather, these individuals almost invariably explain that delays are a necessary part of their strategy, and they are taking the time to plan, rather than procrastinating. However, unless this strategy includes creating a step - by - step plan, and then moving forward towards accomplishing their goals, the only strategy being performed is strategic procrastination!

2. Great leaders must be extraordinary strategic planners! Without aligning their vision with their goals, and their goals with their actions, and their actions with their plans, the potential for achievement becomes severely limited. How can you call yourself a leader is you do not lead? And, how can you possibly lead if you avoid controversy, refuse to take a stand, and continuously put off decisions and/ or essential activities and actions? It is important to understand that while someone should not behave impulsively, he needs the courage of his convictions, and must be willing to stand up for what he feels needs to be done, take a stand even if it may not be immediately popular, and lead by example. Greatness comes from accomplishment, and one will never achieve anything of a meaningful nature unless he is willing to take action in both a timely, as well as meaningful, carefully thought - out nature!

You are not being a strategic leader if all you aim for is developing a strategy to avoid taking action. Great leadership follows motivating others by one's attitude, actions, and methodologies.

Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://facebook.com/Plan2lead
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Why Common Sense May Be A Leader's Most Valuable Asset?

By Richard Brody

How many times have you said, or heard others say, that something doesn't make any sense, or that you should use some common sense? Fortunately, or probably unfortunately, common sense is generally almost anything but common practice! Effective leadership is about enhancing one's organization, and that neither means embracing the status quo (and avoiding any change), nor does it mean dismantling everything, reinventing the wheel, and making numerous changes (often apparently simply for change sake). Great leaders analyze what has been, what is, and what they believe should be, evaluating how things have been and are presently being done, and building on those things have proven effective by merely adapting them in an evolutionary manner, while simultaneously realizing that not everything may be worth maintaining and continuing. There is always a decision that must be made, which is making a choice between an evolutionary approach versus a more revolutionary one.

1. The evolutionary approach uses a step - by - step, gradual way of doing things. It requires a recognition that each group has some degree of heritage, and a large proportion of its constituents have an affinity and loyalty to that history and what it includes. However, it means that while one should recognize and honor the approach, the smart leader carefully and transparently explains and shows why there is the need to continuously adapt and evolve. In this way, loyal constituents feel included in the change, while much attention is paid to the vision and missions of the organization. Great leadership is about uniting others towards a common and meaningful vision, that drives an essential purpose and approach.

2. Revolutionary leadership is rarely the best way to proceed. It does not make much sense to throw the baby out with the bath water, and this approach often does so. When groups evolve and adapt, and the needs for this approach are carefully and transparently explained, organizations have their optimal opportunity to be sustainable.
It is never enough to simply proclaim that you want to use the evolutionary approach, but rather, it is only significant and/ or meaningful, when one realizes that this requires considerable vision and discipline. The most practical and true way to assure the direction moved in is a positive one, is to use a zero - based budget where needs and direction lead the agenda. While many would agree that this approach makes obvious common sense, we rarely actual see any of this implemented!

Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://facebook.com/Plan2lead
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Leaders and Influencers: Are You Willing to Go to the Root?

By Susan S Freeman

Early April brings springtime and the season when new life emerges around us. Is it also unfolding within us? Are we seeing "below the dirt?" "Are we getting to the root?"

I read a book last weekend that changed the way I was looking at a problem. The more I reflected about the book's offering to me, the more I appreciated the mindset shift I experienced. My approach to a long-standing issue had changed radically in a few hours.

The familiar quote "Can't see the forest for the trees" comes to mind.

It is used when someone is too involved in the details of a problem to look at a situation as a whole. I'll take it one step farther.

It's not just about being too involved in the details of a problem; it's about being too involved in our own mindsets to see that they are mindsets.

Mindsets can be changed.

Why are so many people engaged in systems that aren't effective and often are harmful? Why is it that so often we get buried in the details (the trees) and can't see that the solution to our problem may require our pulling back to see the entire forest?

We have to get out of the trees and above the forest before we can go to the source; the root.

I see struggles we all have in getting to the root of a problem. As a coach, I am trained to dig deeply, through powerful questions, to explore what is below the surface. What I often discover for myself and for clients, is that the problems we all have are rarely taken to their root level. People get "stuck" and repeat patterns that are harmful to them because they don't go to the root. Even for people who are trained to do it for others, it can be impossible to do for oneself.

Failure to go to the root of a problem challenges many levels of our society. The prevailing mindset is "I am too busy to stop and think about how I might get to the root, so I will just keep doing what I have always done."

Getting to the root doesn't necessarily take longer. It requires the ability to slow down and stop engaging in the habits that keep us safe, yet stuck.

Here are some tools for leaders and influencers to use to get to the root:

1) Stop periodically and quiet your mind

2) Breathe deeply from your belly with your eyes closed

3) In this state connect to your care and ask what matters most

4) What question needs an answer?

5) Pay attention to any signs, words, or ideas that come to you

6) Have a "root" explorer in your world; someone who asks the tough and challenging questions

My wish is for you to see the trees and the forest, while remembering that it all begins at the root. Look "below" the symptom. Get curious. Keep probing.

To your "up-rooting!"


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Leaders Who Label May Harm Their Effectiveness

 

 By Susan S Freeman


Yesterday I heard something in a yoga class that shouted out to me as a valuable leadership lesson:

The idea of putting a label on an experience.

Think about how many times a day you get caught up in labeling. We endlessly label our experiences (and sometimes those of others), we label our feelings, moods and thoughts as positive/negative, good/bad, strong/weak, etc. Our brains benefit from our ability to categorize and label; it is a way of accessing the huge amounts of data stored there. A label can help the brain find a "similar" file drawer quickly and efficiently. Processing data would be difficult, if not impossible, without our highly developed capacity to label.

The shadow side of labeling

The process of affixing a label for our own experiences takes an already active (often reactive) mind and occupies it fully. By giving an experience a label from a similar past experience or attempting to classify it in order to help predict and control a future outcome, we are harmed. Our tendency to label beyond the need for analysis can hinder leadership because it keeps us everywhere but in the here and now. We miss being present to "what already is."
Learning to pay close and mindful attention to sensation without the need to label or categorize is important for leaders.

All that is required of you is to simply be in the experience rather than outside of it.

Why does "not" labeling matter?

It matters because when you are aware of what is happening in you're here and now, be it any problem or challenge, a person or a situation you will pay close attention to its essence. The essence of your experience defies labeling. The essence must be experienced. There is no other way. You must be in it, and not outside of it.

Your heightened awareness can be experienced in your body. Because it will speak to you in a language that may be unfamiliar at first, here is a process to get started:

1) Stop and be still

2) Breathe deeply from your abdomen for 3-5 breaths; lengthen the inhalation and the exhalation with each new breath

3) Attend to the pure sensations going on in your body; learn its "language"

4) If the tendency to classify or categorize comes up, simply continue to breathe in a relaxed manner. Watch the tendency to label drift, as with a cloud moving across the sky

5) Be curious; open yourself to the potential that may have escaped if you had tried to label first!

The Proper Use of Labels:

Using labels can paralyze you from being present because the act of labeling attaches feelings and emotions that may not be responsive to the moment at hand.

Instead, save labels for organizing, collecting, and grouping data. Labels are useful when used for analysis; less so when they cause leadership paralysis!

I invite you to share your story on how leading without labels works for you. Join the conversation so we can comment and learn.

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What Is CLASS Leadership?

What Is CLASS Leadership?

By Richard Brody

In nearly every aspect of our lives, and in most activities and scenarios, we engage in endless conversations about the need for individuals or groups to have and show more class. We often refer to this as a sort of catchall phrase to encompass personal traits, integrity, and mostly, doing the right thing, in an honorable way on a consistent basis. However, when it comes to effective leadership, there is a need to formalize the needed traits that we refer to as CLASS, and to be far more specific about achieving the desired results. CLASS stands for: creativity and caring; lead by example; analyze and assess needs; strength of character; and strategic thinking.

1. You will never actually be a leader if you don't care deeply and sincerely. This means that one must prioritize creating and enhancing value for constituents, followers, and all other stakeholders, that are or might be impacted by one's actions. In order to effectively address the needs, a leader must be willing, able and prepared to think outside the box, and explore alternatives that might help the group evolve as it must to, in order to be sustainable and remain relevant.

2. No one is really a leader unless and until he commits to lead by example. While most leadership trainers emphasize the need for leaders to delegate responsibilities and get others involved, unless someone steps forward himself, in a meaningful manner by doing so first, few individuals will become motivated to follow. Far too many in leadership roles view the delegation process as a way to avoid personal responsibility and in some cases believe they may avoid personal effort by giving someone else the duties. True leaders realize that delegating means closely working with an overseeing others, so that those that they delegate to, become an extension of themselves. However, they realize and understand that they must always maintain personal responsibility and absolute integrity.

3. How can you consider yourself a leader unless you analyze and assess needs? This means that a classy leader plans according to a careful review of the strengths, weaknesses, historic perspective and future needs of his organization, as well as the demographics and desires of his group's members.

4. It's often easier to refer to strength of character than to carry ourselves accordingly. True leaders must prioritize what they perceive as the group's needs, as opposed to constantly doubting themselves and reacting to conflicts, objections and concerns, by resorting to a desire to be more popular and settling for continuous and constant crisis management.

5. Great leadership requires strategic thinking. No matter how well intentioned someone may be, unless they evaluate needs and necessities, and continuously strive for relevance and reliability, combined with fulfilling their mission in line with their vital vision, they are not providing the class leadership that organizations need and deserve!

Do your leaders possess CLASS? Wouldn't it be nice, and wouldn't your group be better served, if they did?

Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://Facebook.com/Plan2lead
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What Does Winning Mean To A Winner?

What Does Winning Mean To A Winner?

By Richard Brody

Whenever there is any discussion about winning or the need/ desire to win, there are generally diverse points of view, as to what that actually means and indicates. This discussion is often a challenging one, but when it relates to leadership, can often be an essential one as well. While great leaders are distinguished by the fact that for them winning is directly related to achievement of their priorities and goals, and the forward impetus that the organization receives as a result, others often have less lofty ideals and for them winning is about personal gain, etc. The contrast is between the positive traits versus the more negative ones. Positive traits include positive values (placing the interests and needs of others first), worthwhile dreams and goals, and a proactive perspective. Contrast these to the negative ones which include prioritizing personal gain (the me - first attitude), a lack of clearcut perspective or goals, and a reactive rather than proactive approach (which generally leads to crisis management rather than leadership).

1. Great leaders distinguish themselves with their positivity, as well as their positive values. They realize that they will only succeed when they make others do so to a greater degree. To these rare but distinguished individuals, winning means motivating others to work with them toward loftier goals and values. Contrast that to the far more commonly observed negative model, where someone perceives problems from every obstacles, and permits those perceptions to dominate him. He often so needs the approval of others that he resorts to excuses and blaming others, often spending more time on these "solutions" rather than attempting to resolve challenges and transform them to opportunities.

2. A winning leader always has worthwhile and often far reaching dreams, that motivates him to develop goals that propels him forward to do more and better for his organization. He focuses on how things should be and how to get there, as opposed to the negative, mediocre one who lacks any clearcut direction, and permits outside forces to dominate him, rather than emphasing the best approaches and plans to be a real winner.

3. In the end analysis, great leadership often relates directly to planning and taking action. The winner is the individual who is proactive and acts before he must, while the loser is unwilling to take timely action and behaves reactively rather than proactively.

How someone in a position of leadership perceives winning is often indicative of his eventual effectiveness. Only those that are led by the positive model achieve and proceed at the level where they actually become a true leader!

Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://Facebook.com/Plan2lead
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Does Your Leadership Battery Need a Re-Charge?

Does Your Leadership Battery Need a Re-Charge?

By Susan S Freeman

Last week I was coaching a new client who was facing a personal leadership challenge. Promoted from a technical to management role, he was becoming increasingly frustrated. Not having yet learned the skills to make this easier, he found himself becoming more short-tempered. Not surprisingly, this took a physical toll as his blood pressure spiked.

Does this sound familiar? If so, you may need a re-charge to your leadership battery.

Isn't it strange that we have entire set-ups to re-charge our technological devices nightly, at home and on the move. We face battery drains at our own peril; out of reach, out of touch, unable to complete tasks and communicate in real-time.

Apply the metaphor to your leadership battery. Are you learning the competencies to keep it from getting drained? Are you re-charging it daily?

Many of us were fortunate to have gotten a bit of a summer break, whether it was near or far. We believe that vacations are the re-charge for our batteries. While they are often effective at doing that, we simply cannot afford to wait that long.

Why is taking a vacation not enough?

The human body was designed to be at "homeostasis." We have the ability regulate our physical, emotional and mental processes if we learn and practice.

When we are in our conscious, waking state, we activate the sympathetic nervous system. This helps us get things done. The problem comes when this is our ONLY state of being. We require the balancing of the parasympathetic nervous system; the part where we access our deeply relaxed state of brainwaves; alpha or perhaps even delta or theta. Access to this deeply relaxed brain-wave state allows us to experience creativity, synthetic thinking, intuition, visualizations, etc.

Activating the parasympathetic nervous system can be done daily through a breath practice. Learning (and practicing) allows your mental, physical and emotional states to "re-charge."

1. Make a commitment (preferably to someone who will hold you accountable)

2. Set aside time in your calendar to create a routine. Intend to turn this into a habit

3. Practice belly breathing, just a few minutes at first, gradually working up to longer periods.

4. Notice what you observe in your body, state of mind, emotions

5. Write it down in a journal or notebook; remark on patterns and what changes for you.

Remember to give as much care to re-charging yourself daily as you do to your electronic devices.

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The ABCDE Of Effective Planning

The ABCDE Of Effective Planning

By Richard Brody

Nearly every individual who ascends to a position of leadership at least gives lip service to the need for effective planning, only those who become true leaders commit to the needed process to achieve this. The ABCDE requires: analyze; budget wisely; creativity; delegate responsibilties carefully; and executing one's plan in a proactive and meaningful manner. Anyone unwilling or unable to commit to prioritizing effective planning not only hinders but often mortally wounds his potential effectiveness. Think of effectiveness as getting it done in a productive, efficient and meaningful manner!

1. Analyze what your organization needs, requires, and where it presently is and where it wants to be. There is often a fine line and a needed balance between procrastination and careful review. However, those that procrastinate never lead because their unwarranted delays generally exacerbate difficulties and make challenges and obstacles more difficult and costly to address properly. Positive analysis is using wisdom and judgment to review alternatives, and expeditiously decide the best approach.

2. While it is nice to say you will plan, unless a leader learns to budget wisely, his approach will lack an essential component that is extremely relevant to the realities of achievement. A budget can either be a leader's friend or enemy, and wise leaders use these instruments in conjunction with their plan and agenda.

3. Effective leaders realize and understand that they can never afford to bore their constituents, but must rather continuously seek ways to motivate and increase involvement and commitment of others. This seeks what is often referred to as a willingness to think outside the box, but in practice means being open minded enough to consider alternatives without prior bias or prejudice. There are almost always more than one way to achieve goals, and wise leaders understand that this often requires creativity and enhancing the appeal and message to better attract others to listen and care more.

4. How many times have you heard someone discuss how important it is for a leader to delegate responsibilities and duties to others? However, this must be done carefully, because only when one first identifies and locates the right individuals, then trains and qualifies them, and then fully explains what the goals and commitment he is seeking, does delegating achieve its desired results. The potential is only achieved when there is a simultaneous commitment to support these individuals and back their missions consistently!

5. Nothing meaningful will ever occur unless someone executes his plan. It is never enough to just talk the talk, but effectiveness and impact requires a willingness and ability to walk the walk, too!

Anyone can talk about planning, but only when we effectively plan and carry it out to fruition, do we accomplish and reap the potential benefits and goals that we seek. Those that commit to the process are nearly always the most capable leaders.

Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://Facebook.com/Plan2lead
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The Graceful Art of Termination

The Graceful Art of Termination

By Thomas E Daubert

During a prayer session at our church, a couple asked us to keep some friends of theirs in prayer. Apparently, they had moved a great distance across Canada to work at this particular place of employment. After working there for only a month or two, the couple was dismissed from their duties without warning. As sad as this situation was, I knew exactly how this couple felt. Three years ago, the same thing happened to my wife and me. What was thought to be a routine staff evaluation turned into termination of employment. I knew we were having troubles, but my wife and I were oblivious to the fact that our employers were dissatisfied with our work to the point of dismissal. We even received a moderately good evaluation less than six months ago with no indication of areas of improvement. Cases like these are both tragic and commonplace, particularly in areas of ministry. Nobody relishes the prospect of being fired, and I flatter myself to think that effective leaders do not relish the prospect of firing employees. Frankly, there is no easy way to terminate employment. However, if it is done discreetly, professionally, and even compassionately, the pain of termination could be alleviated significantly.

First of all, ample time should always be given for training with mistakes addressed in private. When my wife and I started working at the youth care facility, we weren't really trained properly. Instead of being informed of how to do things properly or appropriately, we were simply chided by the powers that be, sometimes even in front of the clientele. If there are issues that need to be addressed, they should always be addressed behind closed doors and out of earshot of other people. Talking about mistakes should be learning experiences, and not lessons in humiliation and frustration.

Secondly, employees should always be made aware of their mistakes and shortcomings. A few months back, I made a mistake that was noticed by my interim supervisor. When she addressed my mistake, she mentioned that the supervisor before her was ready to terminate my employment. I realized that I erred, but I was oblivious to the fact that my employment was in jeopardy. In fact, I received a glowing staff evaluation a few months prior. Had I known this, I would have been a lot more careful not to repeat this offense twice. When I was a supervisor, a mentor told me to always leave a paper trail. Any infractions needed to be addressed in a timely fashion, documented with a copy going to the employee, and a copy kept on record. That way, if the worker does it again, it gives the employer more ground for termination, should it ever get that severe. Moreover, the employee is made more aware of his actions and will hopefully be not repeat the infraction again, whatever it may be.

I have seen cases, like the one mentioned at the beginning, where the employers are terminated for no reason at all. They go into work one day and the next day they are let go. A friend of mine who was a principal was let go from his position by a school board who gave him no reason for letting him go. I could even mention several others who were subjected to this kind of treatment. Not only is this demoralizing, it is also unprofessional, and for those who are Christians, it is totally unacceptable. Any supervisor that does not have the decency and strength of character to do give someone sufficient reason for termination is not worth working for.

Most importantly, an effective supervisor should always have the desire to keep their employees for as long as possible and improve them in a way that is discreet and edifying. Unfortunately, there are those whom you can't improve or have no desire to improve. There are also those who do things that are illegal, unethical, and blatantly harmful to the organization. Even with those people, an employer should make the concerted effort to restore those people, unless it is absolutely impossible.

Being an effective leader is definitely not an easy task, especially when it comes to human resources. Unless the manager is despotic in nature (and I have worked with some like that), firing people or confronting them is not something any person desires to do. Being let go is definitely demoralizing and discouraging, so the supervisor has a great responsibility to make the process a little less so. As the Golden Rule states: "Do unto others as you would have them do unto you."

Thomas Daubert has worked in residential youth care for nearly twenty years and has written a book entitled "Your House Their House" available through Authorhouse Publishing or amazon.com. He currently is an ESL teacher in Shawnee,Oklahoma.

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There Are Two Ways to Make Decisions - By Gut Instinct, or by CarefullyStudying All of the Facts

By Tom L Randle

"Right is not right; so is not so. If right were really right, it would differ so clearly from not right that there would be no need for argument. If so were really so, it would differ so clearly from not so that there would be no need for argument. Forget the years; forget distinctions. Leap into the boundless and make it your home."

--- Chuang-Tzu

Gut instinct is really a function of experience. The more something has worked for you in the past, the more likely you are to use the same strategy again in the future. Sometimes you can use both methods and come up with two different courses of action. The easiest decisions are those in which your gut instincts and the facts point to the same course of action. Good decisions come from experience and experience comes from making bad decisions.

The tough calls come when these two things point in opposite directions and there was no other choice to be made.

Don't force it as instincts come naturally. If you have to deliberate for days whether something is really the right move, then your instincts are not clear.

• In my role as CEO of a large credit union in SW Florida, there was a director who did not share the approved governance policy and had tried for a decade to reshape it to his liking despite getting no support from others.

Take right action when opportunity presents itself. Getting the facts to back up your instincts is prudent; but there are situations that require swiftness. Waiting for more supporting data is not always an option. If your instincts say go for it, then take action.

• It was time for this person to go. He was damaging the organization. The board had known that for years in their gut.

Do not let fear of past mistakes cripple your decision-making. The best leaders in the world are not right 100 percent of the time. Sometimes your instincts may be wrong. Learn why you were incorrect in a particular situation and move on. Don't let past errors scare you into missing future opportunities.

• The board of directors is human and wished to extend an opportunity to this person to be successful as a director. They overlooked ten years of undesirable behavior because on occasion the person was a contributing part of the board. The fear of confrontation and of forcing a resignation ran contrary to their values and personality.

Showing moral courage and taking a stand against inappropriate behavior is a hallmark of an ethical leader. The standard you walk past is the standard you accept. The more often you walk past someone or something that your instincts tell you are wrong, the more emboldened that person becomes. They may have gone their entire life without anyone saying to them that their actions, words or deeds are unacceptable, wrong and offensive to your values and honor code.

We have heard the expression should have, could have, would have, if only and next time. These all point to wanting another chance in how we handled a particular situation. Sometimes important life and work issues don't come with a second chance to do the right thing.

What are you attracting into your life? If the results are less than satisfactory the issue may be that you have come to accept a standard that does not represent who you are, and you are better than that. Achieving a work-life balance forces you to ask are you moving toward what you want or simply away from what you don't? Not taking a stand and doing the right thing increases internal discord.

Where do you need more integrity? What do you feel is holding you back?

To receive a FREE Leadership Talents Assessment, contact us at http://www.kesgroupllc.com/index.php/contact-us
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Trophies and Awards - Motivating Employees With Non-Cash Incentives

By Tim M Lee

Money alone is not enough to motivate employees. It is more of a 'cold' reward for working and does not connect well at an emotional level. To encourage people to really exert discretionary effort you need to engage them in their roles. Employee engagement levels have been consistently linked to improved performance and profitability. Non cash incentives such as vouchers, social events, trophies, plaques and awards are all excellent ways to boost engagement levels amongst your team. The goal is to turn your employees into team members, striving to win that championship trophy.

So how do you go about implementing a non cash incentive program? There are two key elements to this. Firstly what behaviours are you looking to enforce, and what rewards you are going to give to reward those behaviours.

The most important element of employee engagement is showing discretionary effort in one's role. This is going above and beyond what is expected of them and really giving their best. The opposite is a disengaged employee, who shows up everyday to do the bare minimum or just enough to not get fired. The advantages of high engagement are obvious, as are the downfalls of disengaged employees.

Reinforcing engagement behaviour can be difficult especially if the behaviour can not be easily measured. High engagement leading to increased sales figures is easy to recognise and reward. Excellent customer service or teamwork are more difficult. For these more difficult measures, trophies and awards make great solutions. Customer service and teamwork are both very emotional behaviours and rewarding these with cash incentives is not ideal. Trophies, plaques and awards can fill this emotional gap as they provide emotional reward through praise and recognition from others. As social beings this is a very strong reward and more fitting than financial incentives.

Trophies, awards and plaques are also effective in the workplace for the same reason that they are so coveted in the sporting arena. Sports teams show extremely high levels of engagement. Even at the local club level where players are not paid, individuals show up to training religiously and give their all at every game. Even at the top professional level players are happier to win a trophy than their multi-million dollar salary. The trophy for them is the ultimate achievement that drives them to work hard. Translating this kind of engagement into the workplace can produce outstanding results. Through creating a sense of belonging to a team you can instill this sense of team pride in your workforce.

By presenting a monthly trophy, award or plaque you can instill this sense of striving and teamwork in your employees. It will incent them to go above and beyond to 'win' the trophy' as well as instilling a strong teamwork ethic if you are presenting both team and individual awards. These programmes when run in conjunction with cash incentives are powerful tools in increasing engagement, productivity and profit.

Xpress Awards NZ are specialists in corporate trophies. Visit Tim M Lee's Google Plus page

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Wise Leaders Never Assume

By Richard Brody

The wisest leaders are those that realize that there are never any guarantees in leadership, and that even the best planned, perceived, conceived, and productive actions may still not accomplish what they are intended and hoped to do. Effective and meaningful leadership means eliminating any tendency towards prejudgment, remaining open to alternatives, planning for contingencies, being flexible in approach while maintaining essential goals, and the realization, as Yogi Berra was quoted as saying, "It's not over until it's over." We have all heard the variety of cute variations on the meaning of the word assume, but the most essential thing for any leader to realize is that they must understand that regardless of how well intentioned they may be, and even how good their ideas might be, it is essential to understand that leadership is a fluid and constantly adjusting circumstance, and only those that can lead in a fluid situation, are capable of wisely leading any organization.

1. Wise leadership is not about simply creating a plan, and then never adjusting to circumstances or changing conditions. There are always certain circumstances that do not go according to a preliminary plan, and it is the ability to adjust to contingencies that distinguish wise leaders from others. When planning is done effectively, it includes preparation for unexpected things, and creating multiple backup plans, in order to potentiate maximum readiness for any eventuality.

2. Far too often, individuals in positions of leadership create the greatest obstacle to their own success, because they begin by basing their plans on prejudgment and seem unwilling to accept and anticipate alternatives. These plans must be flexible enough to be able to adjust as necessary, while not sacrificing their ideals, long term vision or most important goals, etc. How does that leader handle the variations that occur throughout their tenure, and are they prepared, or do they become frustrated and inhibited by these changes? Wise leaders must possess the positive attitude and approach to consistently move forward, despite any eventuality that might present obstacles or challenges.

When a leader permits his assumptions to control his judgments and actions, he weakens his potential, creates more challenges than necessary, and wastes time in non- productive activities, rather than seamlessly moving forward with a backup plan when that course of action is called for. Perhaps this is one of the major factors that explain why so few leaders seem to exhibit consistent wisdom. If you wish to be a great leader, begin by expanding your comfort zone, be more willing to accept and anticipate obstacles and challenges, and act rather than merely reacting.

Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://Facebook.com/Plan2lead
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Green and Growing Or Ripe and Rotting: The Essence Of Learning

 

By Jane Benston

One of my mentors reminds me often that we are either "green and growing or ripe and rotting."

Growth is a major part, an exciting part of being alive. It takes us to where we need or want to go but when we cease to grow... we start to stagnate, shrivel and ultimately become less of who we were. It is through growth that we can exceed beyond our wildest expectations and dreams!

I have been reflecting this week on how much I have learnt and how much I have grown over the past couple of years. I amaze myself sometimes when I think about all the things I can now do, that I couldn't only a short while ago.

For many years I felt guilty that as everyone around me was doing further study, I couldn't even entertain the idea. Going back to complete post graduate study in the field that I was working in at the time... ah... no thank you!

Then I found something that I am hugely passionate about. I now live and breath everything there is to know about human behavior. And that is the difference... finding something that excites me, that I am passionate about and that I can see myself immersed in for many years to come.

I am now on a mission to mastery. Mastery is defined as the comprehensive knowledge or skill in a subject or accomplishment. Mastery does not come easily but I believe well worth the journey.

Bruce Lee once said, "I fear not the man who has practiced 10,000 kicks once, but I fear the man who has practiced one kick 10,000 times."

If we want to become good at anything, it takes work. It is not enough to wish were a masterful cook, to be an exceptional musician or to dazzle the guests at the next wedding you attend dancing the rumba, without putting in the time, hard work, sweat and tears.

It is the same with your career. For example; if you have been struggling to manage your team effectively, then it is time to ask what can you do to improve your skill in this area. Who do you know who could assist you to build your confidence and capabilities in this area? What books could you read or course could you take?

But it is never enough to just gather knowledge. Knowledge is only the first step. Without action, real learning does not occur. The rubber really hits the road once you put into practice what it is that you have been learning.

It doesn't matter how many courses you attend or how much advice you seek on improving a particular skill set, without giving it a go, you will never know whether or not you can be successful.

And be warned... there are likely to be some falls. With action comes the risk of failure. There will be times when you wonder whether it is worth it and whether you really can do it. The real strength of character is picking yourself up, dusting yourself down and giving it another go.

Have you noticed that some of our biggest learning's come from our failures? When things don't go to plan we are given an opportunity to reflect and learn and find a new and better way to move forward.

And through the setbacks we must continue to maintain our focus on the outcome we are seeking. Maybe the goal is to be masterful at a particular skill or maybe simply to be better than we were yesterday. Whatever your dreams, stay true to the goal. Keep focused on that goal and eventually the rewards will be yours to reap.

Whenever we are learning something new there are likely to be struggles, falls, and failures but on the other side is success, ease and the joy of being able to do something you once couldn't. And that joy is what keeps us going!

Are you green and growing or ripe and rotting?

What one skill would you love to be better at?

What can you do, starting today, to build your skill in this area?

Jane Benston is a leadership consultant, coach and speaker. She works with leaders at all levels who want to make a bigger impact. She is dedicated to building confident, skilled leaders who can lead high performing teams to improved profitability and business growth.

Check out http://www.focusonleadership.com.au for resource to help you to become a leader with impact.
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All Leaders Make Mistakes, But Great Ones Admit And Correct Them

 

By Richard Brody

Far too many individuals view those in positions of leadership as either super - humans, often expecting or anticipating perfection from these people. However, the reality is that they are merely human with the same flaws, imperfections, insecurities, challenges and concerns that the rest of us have. True leaders will always make some mistakes, because only those that do nothing avoid making errors (although even they make errors of omission or procrastination), and in order to be a real leader, one must make timely decisions and take timely action. Therefore, it is not that a great leader will be mistake - free, but rather he admits them and immediately takes action to address and correct them.

1. One of the basic rules of effective leadership is never about perfection or even believing that one can be perfect (although the great ones will always strive for the best result possible), but rather how one handles things that might go wrong (or at least not as desired or wanted), and reacts and leads others to move on in a constructive, meaningful manner. Far too many individuals who ascend to positions of leadership behave in a thin - skinned manner, often overreacting when they are challenged by others, or by negative circumstances. Great leadership is about addressing needs, motivating others, and providing value to their constituents, and other stakeholders. True leaders remain above the fray, making certain that their egos are kept under control, and that they remain capable of understanding that is both possible and probable that at one point or another, they will be prone to making some mistakes.

2. True leaders keep their heads when others often lose theirs! They realize that they are not always right, although they pursue gathering as much information, knowledge, learning and wisdom as they can, so that their level of expertise is far above most others. A great leader creates a plan based on his vision for his organization, creating meaningful goals, an action plan, and attempts to motivate others to share his vision. These plans must be comprehensive in nature, always examining multiple possibilities and/ or contingencies, and creating a number of backup plans to address the "what if's." By doing so, they realistically address that what one hopes for may not always be achieved on the first attempt, and one of the signs of greatness is maintaining the persistence and patience to pursue goals, rather than prioritizing their own vanity.

Leaders make mistakes, as do all of us. It is the great ones that address them promptly and remain on track to accomplish the overall goals in a productive manner.

Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://Facebook.com/Plan2lead
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