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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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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Effectiveness = Confidence + Competence

By Richard Brody

How often have you personally, or have you observed someone else, discuss what it means to be effective, and why that is so important? While there is often more discussion about being effective than there is actual effectiveness, it is important for anyone interested in becoming a meaningful leader to understand the essential components and how one can address those and use them to get more done in a meaningful manner. The reality is that the two absolute necessities for someone to be effective is to begin with real confidence, and then combine that with absolute competence. The discussion must begin with agreement that how we impact those we serve in a relevant and sustainable way determines what effect we have on those that we assume to responsibility to lead in a meaningful manner. Basically, being a leader means never making excuses, or merely trying, but rather committing to, and achieving results (in other words, getting it done!).

1. How does confidence relate to this process? Far too many in positions of leadership often suffer from a condition commonly known as a paralysis of analysis. While reviewing, analyzing and understanding needs is central, unless someone has self - confidence and self - belief, they will permit their doubts to dominate them, and they will fear taking meaningful actions, often relying far more often on excuses or blaming others, and procrastinating when action needs to be taken. The adage that tells us that our perceptions and the way we conceive of things leads to the beliefs that dictate our achievements, is the central component of our inevitable results, and is essential for every leader or potential leader to comprehend.

2. Confidence alone, however, is the beginning, but not the end - all. However, when we begin with believing that we can, it potentiates our abilities to drive ourselves proactively. This behavior puts us in a mindset to admit that we need to learn on an ongoing basis, and dedicate ourselves to becoming better on a daily basis. In the final analysis, whether a leader will be effective depends on his competence, or ability to do what is needed to achieve. This competence is a combination of positive mindset that permits one to believe he can, a willingness to undergo training and learn from it, get the necessary relevant experience that will help create a transformation to expertise.

True leaders realize that they must conceive of what needs to be done (also known as having a vision), follow that up with perceiving how to do so (and creating goals that are combined with a well - formulated action plan), and then persist and persevere in order to achieve what needs to be done. True leaders must become effective and efficient.

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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Value Counts More Than Price Alone!

Value Counts More Than Price Alone!

By Richard Brody

Whether it is about selling or marketing a product, service, oneself, or effectively and meaningfully leading an organization, there is invariably a choice that must be made between simply addressing the price (or costs/ expense areas), or rather providing better value that justifies any expense and makes others believe that whatever something costs is well worth the expense. This requires a mindset that understands and perceives these four prerequisites: 1. It's not about what you pay, but what you get/ receive for that cost; 2. That value means different things to different people, and so both true value as well as perceived value must be addressed; 3. That whatever the expense or cost, that it fits a need and motivates others; 4. That it shows that you care!

1. Nearly everything that is done has some sort of associated expenditure involved. Those that lack vision (I often refer to these types of individuals as myopic leaders) focus merely on the costs and act to slash costs, often without examining or understanding potential ramifications and/ or alternatives. On the other hand, the better approach is generally examining expenses with the focus on productivity and purpose, and addressing what the expenses bring forth that is meaningful or needed. In other words, what do you get for the monies expended and is this the best use of those funds?

2. There is both real value, as well as perceived value. Often, those in positions of leadership focus on the expenditures merely in terms of how the monies were spent and whether they paid the right amount. Perceived value is not simply based on whether the correct amount was paid, but rather whether stakeholders received valuable services, etc., as a result of these expenses. In most cases, members of organization are far more interested in how they perceive the value that they receive for their money, than merely the absolute costs.

3. Does the program, service, or any other expenditure fit the needs, and thus motivate others to get more involved, care more, and are positive about their membership? Is the cost addressing either a need or some sort of niche that distinguishes the organization in a significant manner, which makes it more attractive to either belong to, or support in some other meaningful way?

4. When others perceive membership as being valuable, and it is combined with a leader with the attitude, integrity and desire to serve others, it is indicative of caring. In order for someone to lead effectively, he must prioritize value, and show how much he cares. Every organization fares better when its leaders care.

While price may sell a product once, it never attracts loyal customers, clients or members! On the other hand, when there is a perception of value, the result is generally more far reaching and longer lasting!

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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Don't Respond Until You're Sure Of The Concern

By Richard Brody

It has often been the case that those in positions of leadership hurt their own cause far more often by their actions and impatience, than because of the actions of anyone else or any outside sources. The single biggest obstacle to exemplary communication and effectively explaining the reasoning behind an approach or a plan, is when those in leadership positions prejudge what they believe to be the concern or objection expressed, rather than patiently and effectively waiting, listening, asking informative and essential questions, and properly identifying precisely what the true issue might be. I refer this as the RACE to judgment, and when a few brief steps are used, effective leaders become better equipped to overcome any obstacles and transform them to opportunities.

1. Restate what you believe is being asked, and ask someone if, indeed, you understand what the crux of their concern is. In a large number of cases, you will realize that your initial impression may not be the true concern expressed or felt by another, and when one merely answers what he believes is the issue without waiting to be sure, he often opens up another Pandora's Box, because his reply may bring up additional concerns that initially were not even considered by others.

2. Ask questions! Don't merely ask any questions simply to ask or as an exercise, but ask clarifying questions that enhance your understanding and assure that you understand what concerns the other individual. The true purpose of these questions should be to get to the crux of the matter, and improve the ability to communicate. When questions enhance communications, they create and build stronger bonds, and a degree of common ground that can be built upon.

3. Carefully and completely respond to inquiries, concerns, questions, objections and anything else that may impact relationships, communications, or abilities to interact. Never try to run away from perceived conflicts or objections, but rather address them in a transparent and comprehensive manner.

4. Empathize with, and examine all issues and concerns. Great leaders always think value first, doing all within their capabilities to enhance the experience for others, and to motivate others by effectively communicating their own personal enthusiasm, vision and goals, and why they desire to work with others, find common ground, address any conflicts or concerns expeditiously, and maintain an open line of communication.

When someone does not race to judgment and reaction, but rather follows the prescripts of RACE, they enhance their ability to become a meaningful and respected leader. Objections should never be feared, but rather welcomed, because when some objects, it indicates that they are paying attention and care. Discover the concern and discuss them openly!

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 . Article Source: http://EzineArticles.com/?expert=Richard_Brody
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Leaders Must Beware Of Those Who Always Agree

By Richard Brody

Probably because of a combination of the human aspect of wanting to be liked, combined with a leader's quest for supporters, as well as the often false sense of security that ill - prepared leaders get when others say "Yes," they become susceptible to tending to surround themselves with only people who declare that they agree with them and/ or their positions. The dangers involved with doing this include: a false sense of security because saying you agree and actually supporting you are quite different; true leaders must effectively listen to a variety of points of view, because if they fail to, they will lack the needed empathy and perception to truly lead; they won't get honest or in - depth feedback or suggestions.

1. Nobody always agrees with anyone else on every issue or idea! That is even more true when it comes to the leader/ follower relationship, because if someone is to be an effective leader, he must act boldly and decisively, and carefully examine all relevant issues. One of the reasons that I so often recommend and urge organizations to utilize zero - based budgeting is that it forces the organization to examine every expense as well as source of revenue, and to therefore create the ability to adapt the group to best perform, as well as to have the ability as well as the willingness to evolve. In order for any group to remain relevant and be sustainable, they must continuously evolve and look at alternatives that will better help the group meet its essential goals.

2. In over three decades of working with and consulting to well over a thousand individuals in positions of leadership, I have observed that, unfortunately, most organizations fail to pay sufficient attention to the essential need for true leadership training and development. Because of this, the vast majority of these ill - prepared individuals lack the self confidence and expertise to truly lead, and thus do what is necessary to become a meaningful leader. This often results in surrounding themselves with "yes men," as opposed to the essential composition of one's inner circle, which ideally should be well balanced, and have members who give them a diversity of advice and knowledge. Without honest input and feedback, what they are being told is rarely valuable input or advice, but rather what is often referred to as, "sucking up."

If you really want to lead, listen to a diversity of opinions and points of view. The most valuable input that someone in leadership receives is honest and thorough feedback.

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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