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Casual Articles - Turbo Charge Your Career With The Most Powerful Leadership Tool Of All: The Leadership Talk: Part 2
Advertising specialty is the imprinting of brand information or a company logo on literally tens of thousands of diverse products to help promote a particular company name or the product theme.Mugs have been the most common and most preferable advertising specialty for many companies, as they suit almost all brands very well without misrepresenting the company. They have also proven to be very effective promotional products, bec
For instance, going back to the example I used in Part One, if one is a floor sweeper, one does the best floor sweeping, not simply by doing it but by taking leadership of floor sweeping.
Such leadership might entail: taking the initiative to order and manage supplies; evaluating the job results and raising those results to ever higher level
FROM the 'MORAL HIGH GROUND', where we imagine ourselves, the Enron fiasco should have come as no surprise. Enron is simply a quintessential example of the degradation of principles such as trust, loyalty and ethical standards.Why it happened,however,is what really needs to be understood if business is to restore its ethical foundation and survive tumultuous times.Few will argue that business today is more challenging an
I also described two fundamental premises that the Leadership Talk is based on.
In Part Two, I will show you the purpose of the Leadership Talk. You won't be able to give a Leadership Talk effectively on a consistent basis if you misunderstand its purpose.
The Leadership Talk doesn't drive purpose. Purpose drives the Leadership Talk. There is one and only one purpose of the Leadership Talk: that's to motivate people to be your cause leaders in meeting the challenges you face.
This is important in understanding the difference between Leadership Talks and presentations/speeches.
You're a leader. You have a task to complete. Do you want the people you lead to simply do the task? Or do you want those people to actually take leadership of accomplishing the task? For the difference between doing and leading in terms of accomplishment is stock car and a formula 1 racer.
Clearly, you can order them to accomplish the task; and if you're in a position of authority, they will most likely carry out the order. But they might not do it with full commitment. Or they may resent being ordered. Or they may be inclined to do nothing unless ordered, and so after accomplishing the task, they do little else but wait for the next order.
However, their committing to take leadership involves your establishing a special relationship with them.
For instance, going back to the example I used in Part One, if one is a floor sweeper, one does the best floor sweeping, not simply by doing it but by taking leadership of floor sweeping.
Such leadership might entail: taking the initiative to order and manage supplies; evaluating the job results and raising those results to ever higher levels
Most people think that “just turning up the effort” a bit is all that it takes to truly Delight a customer. They believe that customer satisfaction is a linear relationship, the more effort, the more you put into it the happier the customer. That just isn’t the case.There really is a couple of ways we can differentiate this. The differentiator: Something the customer expects Something the customer never expected,
The Leadership Talk doesn't drive purpose. Purpose drives the Leadership Talk. There is one and only one purpose of the Leadership Talk: that's to motivate people to be your cause leaders in meeting the challenges you face.
This is important in understanding the difference between Leadership Talks and presentations/speeches.
You're a leader. You have a task to complete. Do you want the people you lead to simply do the task? Or do you want those people to actually take leadership of accomplishing the task? For the difference between doing and leading in terms of accomplishment is stock car and a formula 1 racer.
Clearly, you can order them to accomplish the task; and if you're in a position of authority, they will most likely carry out the order. But they might not do it with full commitment. Or they may resent being ordered. Or they may be inclined to do nothing unless ordered, and so after accomplishing the task, they do little else but wait for the next order.
However, their committing to take leadership involves your establishing a special relationship with them.
For instance, going back to the example I used in Part One, if one is a floor sweeper, one does the best floor sweeping, not simply by doing it but by taking leadership of floor sweeping.
Such leadership might entail: taking the initiative to order and manage supplies; evaluating the job results and raising those results to ever higher level
If you want it to happen, you'll have to schedule time to make it happen. That's common sense, however, there is an art to creating time to do all the things that will assure your success.Self-Nourishment TimeI didn't start out to put self-nourishment at the top of the list, but if you don't schedule this in, you will end up as a puddle in a lonely corner. Take care of yourself first. If that means medita
Clearly, you can order them to accomplish the task; and if you're in a position of authority, they will most likely carry out the order. But they might not do it with full commitment. Or they may resent being ordered. Or they may be inclined to do nothing unless ordered, and so after accomplishing the task, they do little else but wait for the next order.
However, their committing to take leadership involves your establishing a special relationship with them.
For instance, going back to the example I used in Part One, if one is a floor sweeper, one does the best floor sweeping, not simply by doing it but by taking leadership of floor sweeping.
Such leadership might entail: taking the initiative to order and manage supplies; evaluating the job results and raising those results to ever higher level
We have a problem with today's college students, when they graduate from college and go to work for large or medium sized companies; they think they know it all. They run off at the mouth with lots of big buzz-words and prove that they do not know what on Earth they are talking about. Then they insult the other party or vendor with some stupid question such as:Is this your strength?Which is
However, their committing to take leadership involves your establishing a special relationship with them.
For instance, going back to the example I used in Part One, if one is a floor sweeper, one does the best floor sweeping, not simply by doing it but by taking leadership of floor sweeping.
Such leadership might entail: taking the initiative to order and manage supplies; evaluating the job results and raising those results to ever higher level
The other day someone asked me for one of my informational brochures. As I was giving her the piece I stated that if I were printing these today it would be a little different. The piece was only about two months old and already the way I wanted to communicate things had changed slightly. Then I got to thinking. If I were to print informational brochures six months from now, they would probably be a little different too. Don't get
For instance, going back to the example I used in Part One, if one is a floor sweeper, one does the best floor sweeping, not simply by doing it but by taking leadership of floor sweeping.
Such leadership might entail: taking the initiative to order and manage supplies; evaluating the job results and raising those results to ever higher levels; having floor sweeping be an integral part of the general cleaning policy; hiring, training, developing other floor sweepers; instilling a "floor sweeping esprit"that can be manifested in training; special uniforms and insignias; behavior, etc.; setting floor sweeping strategy and goals.
Otherwise, in a "doing" mode, one simply pushes a broom.
You may say, "Listen, Brent, a job is a job is a job. This leadership thing is making too much of not much!"
Could be. But my point is that applying leadership to a task changes the expectations of the task. It even changes the task itself. Think of it, when we ourselves are challenged to lead and not simply do, our world is, I submit, changed.
Furthermore, though you may order people to do a job, you can't order anybody to take leadership of it. It's their choice whether they take it or not.
This is where the Leadership Talk comes in. Using it, you set up the environment in which they make that choice.
The Leadership Talk is not only the most important way to get cause leaders; it is the only way to get them on a consistent basis.
In the final part of this three part series, I'll show you how to develop and deliver a great Leadership Talks.
2005 © The Filson Leadership Group, Inc. All rights reserved.
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