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Casual Articles - Conflict, Leadership And The Leadership Talk
The more productive we are, the more we get paid. Seems logical, but is it true? All depends on the definition of productivity on an individual level. Take for example the decision of the pilot.A plane from North-West Airlines is heading to India. Above Germany the crew does not fully trust a group of twelve passengers. They used mobile phones which are forbidden on a plane and their behavior was suspicious. How the crew came to the insight to alarm the captain is not quite clear. Nor is the question on what information the captain decided to return to Schiphol. But the captain acted above all
3. Stay focused on results. Since leaders do nothing more important than get results, the fruits of how we deal with conflict should be evaluated by whether we are obstructing or promoting results.
In leadership, it's not enough to resolve conflicts, we must also in the process achieve increases in results. Forget about trying to achieve "win/win." That can be a tender trap. In fact, in many cases, a win/win objective might impede results by keeping people from going to the next step, the results-generating step.
The Leadership Talk sees conflicts you are engaged in terms not simply of conflict resolution but results generation. Furtherm
The age of Indian MNC’s is here. This is one of major outcome of India’s integration with global economy. The main cause of success of Indian companies is our ability to strike global roots. As an individual, we have long tradition of striking roots across the globe. Mr Aditya Birla of Aditya birla group first looked beyond India 30 years ago. Now as the globalization picked, company started getting 30% turnover from overseas. Company plans to increase up to 40%, by the end of decade. According to the company the underlying reason behind this is, if you want leadership in any segment, then you should
Being a leader is not about IF you will tackle conflict but HOW. In fact, no other ability (other than being able to get results) so shapes people's careers as the ability to deal with conflict.
Conflict and leadership go hand-in-hand because leadership involves challenging people often to do what they don't want to do. If people did what they wanted, leaders wouldn't be necessary. Great results don't drop like manna from heaven. Achieving them involves people having to get out of their comfort zones, make troublesome decisions, and engage in disconcerting new actions. Leadership helps guide and motivate people to do those things.
There are countless books, articles, etc. devoted to conflict resolution. But let me give you one tool that I've been teaching leaders of all ranks and functions worldwide for more than 22 years. It's the Leadership Talk.
Because the Leadership Talk is results-oriented and deals with fundamental human dynamics, it can be an unmatched way to help you deal with the inevitable conflicts you'll face.
(The many books and many other articles I've written on the Leadership Talk can be seen on my website.)
Here are the three essentials you must adhere to in dealing with conflicts and how the Leadership Talk can help you manifest those essentials.
1. Establish a deep, human, emotional connection with the people you're dealing with. When in conflict, keep in mind that the message is not just the message, the message is the messenger. HOW you deal with conflict and WHO you are in dealing with the conflict are as important, if not more, than WHAT the conflict is. Abraham Lincoln explained the importance of HOW and WHO: "If you would win a man to your cause, first convince him that you are his sincere friend ... Assume to dictate to his judgment, or to command his action, or to mark him as one to be shunned and despised, and he will retreat within himself, close all the avenues to his head and his heart; and tho' your cause be naked truth itself ... you shall no more be able to reach him than to penetrate the hard shell of the tortoise with a rye straw."
The Leadership Talk helps you deal with not only the WHAT of the conflict but also the HOW. It is a clear, practical pathway to winning the hearts of the people you are in conflict with simply because its driving principle is Lincoln's imperative of convincing the other side of your good will and sincerity.
2. Be guided by and empowered through process. It's important for your career to have a simple, clear conflict-resolution process to guide your thoughts, speech, and actions. You may not follow it exactly in every case, but it can help you better deal with the countless varieties of conflicts that you'll come to face.
The Leadership Talk is a powerful conflict resolution process because it engages the human aspects in practical, structured ways. For instance, one of its processes it called the Three-trigger Motivational Process. When you face conflict, you should ask three questions. If you say "no" to your answer to any one of those questions, you can't give a Leadership Talk. The questions are: 1. Do you know what the audience needs? 2. Can you bring deep belief to what you're saying? 3. Can you have the audience take action?
3. Stay focused on results. Since leaders do nothing more important than get results, the fruits of how we deal with conflict should be evaluated by whether we are obstructing or promoting results.
In leadership, it's not enough to resolve conflicts, we must also in the process achieve increases in results. Forget about trying to achieve "win/win." That can be a tender trap. In fact, in many cases, a win/win objective might impede results by keeping people from going to the next step, the results-generating step.
The Leadership Talk sees conflicts you are engaged in terms not simply of conflict resolution but results generation. Furthermo
"The person who constantly angers you or frustrates you...controls you." Colleen KettenhofenDo you know any difficult people? Have you ever worked or lived with a difficult person? Are YOU a difficult person?! It's amazing how many participants in my leadership trainings will come up to me at the end of a program on, "Dealing with Difficult People," or "Dealing with Difficult Employees," and confide to me, "Colleen, I think sometimes I'm a difficult person and just realized it today!" Well, we can all be difficult people from time to time. But what do you do with the person who is ch
Because the Leadership Talk is results-oriented and deals with fundamental human dynamics, it can be an unmatched way to help you deal with the inevitable conflicts you'll face.
(The many books and many other articles I've written on the Leadership Talk can be seen on my website.)
Here are the three essentials you must adhere to in dealing with conflicts and how the Leadership Talk can help you manifest those essentials.
1. Establish a deep, human, emotional connection with the people you're dealing with. When in conflict, keep in mind that the message is not just the message, the message is the messenger. HOW you deal with conflict and WHO you are in dealing with the conflict are as important, if not more, than WHAT the conflict is. Abraham Lincoln explained the importance of HOW and WHO: "If you would win a man to your cause, first convince him that you are his sincere friend ... Assume to dictate to his judgment, or to command his action, or to mark him as one to be shunned and despised, and he will retreat within himself, close all the avenues to his head and his heart; and tho' your cause be naked truth itself ... you shall no more be able to reach him than to penetrate the hard shell of the tortoise with a rye straw."
The Leadership Talk helps you deal with not only the WHAT of the conflict but also the HOW. It is a clear, practical pathway to winning the hearts of the people you are in conflict with simply because its driving principle is Lincoln's imperative of convincing the other side of your good will and sincerity.
2. Be guided by and empowered through process. It's important for your career to have a simple, clear conflict-resolution process to guide your thoughts, speech, and actions. You may not follow it exactly in every case, but it can help you better deal with the countless varieties of conflicts that you'll come to face.
The Leadership Talk is a powerful conflict resolution process because it engages the human aspects in practical, structured ways. For instance, one of its processes it called the Three-trigger Motivational Process. When you face conflict, you should ask three questions. If you say "no" to your answer to any one of those questions, you can't give a Leadership Talk. The questions are: 1. Do you know what the audience needs? 2. Can you bring deep belief to what you're saying? 3. Can you have the audience take action?
3. Stay focused on results. Since leaders do nothing more important than get results, the fruits of how we deal with conflict should be evaluated by whether we are obstructing or promoting results.
In leadership, it's not enough to resolve conflicts, we must also in the process achieve increases in results. Forget about trying to achieve "win/win." That can be a tender trap. In fact, in many cases, a win/win objective might impede results by keeping people from going to the next step, the results-generating step.
The Leadership Talk sees conflicts you are engaged in terms not simply of conflict resolution but results generation. Furtherm
In this day and age, small and big business owners alike, compete against each other to cut a niche in the marketing world. Aggressive advertising is one way companies put forth their business image to build awareness of their company’s name to their target market.The companies hand out products to their established and potential customers to boost their sales. These promotional materials come in various useful items, such as calendars, pens, coffee mugs, t-shirts, caps, and even mouse pads; all with the company’s name and contact information printed on them. Every time a customer uses that pr
The Leadership Talk helps you deal with not only the WHAT of the conflict but also the HOW. It is a clear, practical pathway to winning the hearts of the people you are in conflict with simply because its driving principle is Lincoln's imperative of convincing the other side of your good will and sincerity.
2. Be guided by and empowered through process. It's important for your career to have a simple, clear conflict-resolution process to guide your thoughts, speech, and actions. You may not follow it exactly in every case, but it can help you better deal with the countless varieties of conflicts that you'll come to face.
The Leadership Talk is a powerful conflict resolution process because it engages the human aspects in practical, structured ways. For instance, one of its processes it called the Three-trigger Motivational Process. When you face conflict, you should ask three questions. If you say "no" to your answer to any one of those questions, you can't give a Leadership Talk. The questions are: 1. Do you know what the audience needs? 2. Can you bring deep belief to what you're saying? 3. Can you have the audience take action?
3. Stay focused on results. Since leaders do nothing more important than get results, the fruits of how we deal with conflict should be evaluated by whether we are obstructing or promoting results.
In leadership, it's not enough to resolve conflicts, we must also in the process achieve increases in results. Forget about trying to achieve "win/win." That can be a tender trap. In fact, in many cases, a win/win objective might impede results by keeping people from going to the next step, the results-generating step.
The Leadership Talk sees conflicts you are engaged in terms not simply of conflict resolution but results generation. Furtherm
In a job interview, is it ever all right to ask the interviewer why the person previously in the position is no longer there?I recently heard on the radio that a friend of mine resigned her position as president of one of the largest women's organizations in the U.S, citing "irreconcilable differences." When I heard the news, my thoughts went immediately to the day when she told me she accepted the position.A few years ago, we were at the health club where we both worked out. She told me she accepted the position and that she would be moving to Washington D.C. shortly. Since
2. Be guided by and empowered through process. It's important for your career to have a simple, clear conflict-resolution process to guide your thoughts, speech, and actions. You may not follow it exactly in every case, but it can help you better deal with the countless varieties of conflicts that you'll come to face.
The Leadership Talk is a powerful conflict resolution process because it engages the human aspects in practical, structured ways. For instance, one of its processes it called the Three-trigger Motivational Process. When you face conflict, you should ask three questions. If you say "no" to your answer to any one of those questions, you can't give a Leadership Talk. The questions are: 1. Do you know what the audience needs? 2. Can you bring deep belief to what you're saying? 3. Can you have the audience take action?
3. Stay focused on results. Since leaders do nothing more important than get results, the fruits of how we deal with conflict should be evaluated by whether we are obstructing or promoting results.
In leadership, it's not enough to resolve conflicts, we must also in the process achieve increases in results. Forget about trying to achieve "win/win." That can be a tender trap. In fact, in many cases, a win/win objective might impede results by keeping people from going to the next step, the results-generating step.
The Leadership Talk sees conflicts you are engaged in terms not simply of conflict resolution but results generation. Furtherm
When helping our clients sell their businesses, we get to witness buyer behavior first hand. The most important behavior is their economic vote – how much they are willing to pay for a business. Many factors go into their assessment of value, but a contractually recurring revenue stream is consistently the number one value driver.Why is this so important? The first answer is risk. Buying a business is risky. Any factor that reduces this risk is rewarded with transaction value. Forecasted sales, for example are at the high end of the risk scale and are heavily discounted in value. Historical ti
3. Stay focused on results. Since leaders do nothing more important than get results, the fruits of how we deal with conflict should be evaluated by whether we are obstructing or promoting results.
In leadership, it's not enough to resolve conflicts, we must also in the process achieve increases in results. Forget about trying to achieve "win/win." That can be a tender trap. In fact, in many cases, a win/win objective might impede results by keeping people from going to the next step, the results-generating step.
The Leadership Talk sees conflicts you are engaged in terms not simply of conflict resolution but results generation. Furthermore, its focus is not just about achieving ordinary results but more results, faster results on a continual basis.
Since conflict will always be with you as a leader, you should welcome it as an opportunity to get increases in results. When you're using Leadership Talks, you'll find yourself getting those results consistently.
2006 © The Filson Leadership Group, Inc. All rights reserved.
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