Leadership Articles
Public Speaking Basics For Starters
(category: Leadership, Word count: 92)
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The content of the speech should match the information needed by the audience. Preparing the material carefully and specifically can ensure success on your public speaking endeavor. It will be helpful to tape record one's own speech and then listen to it carefully. Do this in front of the mirror. This would tell you which are the strong points and which are the weaknesses of your speech.
Below are the most important things to take note of when invited to do a public speech:Incoming search terms:plr leadership
A Good Leader Knows The Team S Colours
(category: Leadership, Word count: 641)
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Leadership can be a very challenging task. As leaders we don't always get to choose who is on our team. In fact very often a leader inherits a team, of which most of the members have been there far longer than the leader, and may even know more about the work than the leader. Whatever the situation, one of the responsibilities of a leader is to motivate the team to all work together towards the common goal. This can be a daunting challenge. So often the team is comprised of very diverse members, each with their own strengths, weaknesses, and work styles. The team dynamics are also often complicated by internal disagreements and personal conflicts. The leader, not only has work with this group of people, but also needs to achieve the results expected by their superiors.
Leaders can greatly benefit by being able to identify the types of personality characteristics of team members. By understanding the basic personality types, the leader can use individual strengths of members for the good of the team, as well as assign tasks that individual team member's naturally excel in. A leader can also learn to communicate in a way that is motivating, by taking into account the needs, values and working preferences of different team members.
A good leader will see the greatest results by working and utilizing the strengths and working style characteristics of the personalities on the team. By correctly positioning the individual member strengths and compensating for weaknesses, the leader can bring the team into a productive balance and harmony.
A brief overview of the different values and working styles of the four main personality types demonstrates the importance of this knowledge being part of the successful leadership toolbox. The four types of personality will be described using the colours Gold, Blue, Green and Orange.
The strong Gold employee takes work and responsibility very seriously. Gold personalities want to contribute, be part of the team, and to be successful and productive. They respond well to recognition, rewards and incentives. However Gold team members need well defined responsibilities and structure, firm expectations and timelines as well as being reassured from authority that they are on the right track.
The strong Blue personality needs an open, social atmosphere to be able work well. Relationships are very important for them, and they need the freedom to be able to nurture relationships with coworkers, customers and employers.. Conflict and intense competition are painful for a strong Blue, but they will thrive in a positive, creative, service orientated atmosphere.
A strong Green personality is more noted for expertise rather than people skills. They are excellent working with facts, data, research and analytical projects. Greens shine in their ability for designing, understanding complex systems and strategy. Facts are of utmost importance for the Green, but they have a weakness for routine follow through and are somewhat insensitive in social interactions.
Orange team members are noticeable by their energy, skill and creativity. A key factor for an Orange is the freedom to be able to use their skills and abilities. If there is too much structure, or their boss is very authoritarian, the orange personality feels blocked and does not function well. Orange personalities like people and work well in a spirit of teamwork, competition and camaraderie. They are action orientated, though and become impatient with prolonged talking and detailed administrative tasks.
A leader, by knowing the colours of his team, can use this knowledge to blend the team members into a unified, well coordinated picture poised for success. By facilitating each team member to function in their areas of natural strength and motivating them by communicating in a way that inspires harmony and team work, the leader is well on the way to achieving extraordinary results.
Leadership Development
(category: Leadership, Word count: 704)
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Leadership, what is it and what is the difference between being a manager and being a leader?. Definitions of leadership, there is not a single definition that everyone agrees on. Manfred Kets de Vries, a professor at INSEAD, says that leadership is a set of characteristics, behaviour patterns, personality attributes that makes certain individuals more effective in achieving a set goal or objective.
Another way of describing leadership is to say that, to get the best out of people, individuals, teams, organisations, they need to be led, guided, persuaded, motivated, inspired, to be committed, to do their best, to work together to achieve a common objective. This, rather than the pure management approach of being told, directed, ordered, and treated as subordinates.
True leaders are recognised as being the leader, and their followers accept that they need to be guided by that leader, but they do not feel that they are mere subordinates. A good example is the captain of a sports team - hockey, baseball, netball, cricket, soccer, football, athletics - these are individuals who have an individual role to play, yet find time and ways to motivate and encourage others to do their best, to use their own individual skills, knowledge and experience (scoring goals, defending, winning races, hitting home runs) whilst at the same time working together as a member of the team to achieve team objectives.
There are other ways of defining leadership, managers perform transactions, and leaders bring about transformations.
The transactional manager influences others by appealing to self-interest, primarily through the exchange of rewards and services. The relationship between this type of manager and the follower is seen as a series of rational exchanges that enable each to reach their own goals. Transactional managers supply all the ideas and use rewards as their primary source of power. Followers comply with the leader when it's in their own interest - the relationship continues as long as the reward is desirable to the follower, and both the manager and the follower see the exchange as a way of achieving their own ends.
The transformational leader inspires followers to not only perform as expected, but to exceed expectations - transformational leaders motivate followers to work for goals that go beyond immediate self-interest, where what is right and good becomes important - these leaders transform the needs, values, preferences and aspirations of followers. They do this so that the interests of the wider group replaces the self-interest of individuals within that group.
It's interesting that research has shown that the way women leaders describe how they behave, lead, is in line with the transformational style, whereas most male leaders when describing themselves use words and phrases that describe the transactional style. There are exceptions of course, and in some situations the leader can by viewed differently by different groups. Many people in the UK would not describe Margaret Thatcher as transformational in style, but more likely they would use words such as dictatorial, domineering, riding roughshod over opponents, yet others, in her close team for example, describe her as charismatic, motivational, inspirational, kind, supportive.
We can see from this look at Leadership that there are different ways of describing what a leader does, and how, at least in some ways, this is different to how a manager behaves. Individuals recognised as leaders makes it obvious that there are great differences in the way in which certain leaders behave. On the surface there are great differences between the leadership style of Prime Minister Thatcher, and that of the Indian industrialist Rajiv Bajaj. Yet both are widely acknowledged as highly successful leaders. The common factor, it seems, is that all are able to persuade others to follow them, in order to achieve success in their particular field. They all have something that brings diverse people together, to work as a team, to aim for and work hard to achieve a common objective. It is, perhaps, a special talent, or characteristic, or personality trait, or set of circumstances that they find themselves in, or perhaps a combination of all of these. Perhaps leaders are born with this ability, perhaps it is something that can be, or has to be, learned.
Speaking Well In Public Is By No Means Accidental
(category: Leadership, Word count: 413)
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You might possibly know how jokes can complement your speech. But jokes can also cause your speech to be disastrous. Jokes are both a boon and bane to a speech.
If you are very much in comfort with it, use humor. Just check it first if it fits, serving as a breaker between sections or emphasizing a certain point. A funny and great line, or a comment that is irreverent can help liven up the presentation that you have and will help people to remember the things you have said. Of course any joke must be related to the topic that you have in some way. If you are not sure about something, you could also use a humorous photo or cartoon (with the permission of the photographer or illustrator, of course) in your slides.
Aside from making jokes or humor in your speech, you could improve your public speaking with these other tips.
- You should be able to grab your listeners' attention even right at the start. That is why it is important that you start correct - confident posture, eloquent speaking style, controlled voice tonality and impact, and a nice, well-thought speech from you.
- The information in your message should be organized clearly and logically, making it easy for your listeners to follow what you are trying to say. Keep things easy and simple. Divide the information into smaller blocks and work from there. Highlight the points that you want your audience to remember.
- Your most crucial point should be the conclusion, bringing the speech to a close. The conclusion sets the tone of the speech, and lets the listeners think about and ponder on the things you have just said. Literary devices, such as quotes, stories, rhetorical questions, or surprising facts, can be used for concluding a speech, although of course, these devices should relate well to the topic of your speech.
- Deliver the conclusion that you have clearly and slowly. Keep eye contact with your listeners as you speak. Smile at them, thanking them for the time that they have given you.
- You should remember all these tips and in due time, you would be surprised to see how these techniques have helped you in your future speaking presentations. Your listeners will eventually understand the information you have given them and respect you for your ability in delivering that information.
Leadership
(category: Leadership, Word count: 329)
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Although some people treat the terms management and leadership as synonyms, the two should be distinguished. As a matter of fact, there can be leaders of completely unorganized groups. On the other hand, there can be managers, as conceived here, only where organized structures create roles.
Separating leadership from management has important analytical advantages. It permits leadership to be singled out for study without the encumbrance of qualifications relating to the more general issues of management.
To clarify, leadership is certainly an important aspect of managing. The ability to lead effectively is one of the keys to being an effective manager; also, undertaking the other essentials of managing - doing the entire managerial job - has an important bearing on ensuring that a manager will be an effective leader. Managers must exercise all the functions of their role in order to combine human and material resources to achieve objectives. The key to doing this is the existence of a clear role and a degree of discretion or authority to support the manager's actions.
The essence of leadership is followership. In other words, it is the willingness of other people to follow that makes a person a leader. Moreover, people tend to follow those whom they see as providing a means of achieving their own desires, wants and needs. Leadership and motivation are closely interconnected. By understanding motivation, one can appreciate better what people want and why they act as they do. Also, leaders may not only respond to subordinates' motivations but also arouse or dampen them by means of the organizational climate they develop. Both these factors are as important to leadership as they are to management.
Leadership can be defined as influence, that is, the art of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals. Ideally, people should be encouraged to develop not only a willingness to work but also a willingness to work with zeal and confidence.
Seven Personal Characteristics Of A Good Leader
(category: Leadership, Word count: 585)
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How often have you heard the comment, "He or she is a born leader?" There are certain characteristics found in some people that seem to naturally put them in a position where they're looked up to as a leader.
Whether in fact a person is born a leader or develops skills and abilities to become a leader is open for debate. There are some clear characteristics that are found in good leaders. These qualities can be developed or may be naturally part of their personality. Let us explore them further.
Seven Personal Qualities Found In A Good Leader
1.A good leader has an exemplary character. It is of utmost importance that a leader is trustworthy to lead others. A leader needs to be trusted and be known to live their life with honestly and integrity. A good leader "walks the talk" and in doing so earns the right to have responsibility for others. True authority is born from respect for the good character and trustworthiness of the person who leads.
2. A good leader is enthusiastic about their work or cause and also about their role as leader. People will respond more openly to a person of passion and dedication. Leaders need to be able to be a source of inspiration, and be a motivator towards the required action or cause. Although the responsibilities and roles of a leader may be different, the leader needs to be seen to be part of the team working towards the goal. This kind of leader will not be afraid to roll up their sleeves and get dirty.
3. A good leader is confident. In order to lead and set direction a leader needs to appear confident as a person and in the leadership role. Such a person inspires confidence in others and draws out the trust and best efforts of the team to complete the task well. A leader who conveys confidence towards the proposed objective inspires the best effort from team members.
4.A leader also needs to function in an orderly and purposeful manner in situations of uncertainty. People look to the leader during times of uncertainty and unfamiliarity and find reassurance and security when the leader portrays confidence and a positive demeanor.
5.Good leaders are tolerant of ambiguity and remain calm, composed and steadfast to the main purpose. Storms, emotions, and crises come and go and a good leader takes these as part of the journey and keeps a cool head.
6.A good leader as well as keeping the main goal in focus is able to think analytically. Not only does a good leader view a situation as a whole, but is able to break it down into sub parts for closer inspection. Not only is the goal in view but a good leader can break it down into manageable steps and make progress towards it.
7.A good leader is committed to excellence. Second best does not lead to success. The good leader not only maintains high standards, but also is proactive in raising the bar in order to achieve excellence in all areas.
These seven personal characteristics are foundational to good leadership. Some characteristics may be more naturally present in the personality of a leader. However, each of these characteristics can also be developed and strengthened. A good leader whether they naturally possess these qualities or not, will be diligent to consistently develop and strengthen them in their leadership role.
Top 7 Mastery Principles To Building A 1 000 000 Enterprise
(category: Leadership, Word count: 898)
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Are you aware of the single ** most powerful ** asset in your business? Is it money? Is it employees? Is it your credentials or intellectual knowledge? Is it your products or services?
No, actually, it is none of these. Your single most important business asset is your MIND ... more specifically, your mindset.
Your business only grows as quickly as you, your mind and your thinking do. If you want to create a $1,000,000+ business, you must think like a $1,000,000+ business owner. You must in your mind's eye already BE a $1,000,000 business owner.
The seven mindset principles below are crucial to building a $1,000,000+ business. Print this list, and refer to it often. Devoting as little as 15-30 minutes per day to shifting your mindset is THE single best investment in building your $1,000,000+ enterprise.
1. THE PRINCIPLE OF TRANSCENDENT PURPOSE
Great companies and great business leaders do great things that leave a lasting legacy and make this world a better place for you and me. Such leaders create CAUSES, not businesses. If you want to get to the $1,000,000+ level in your business, you must have at its core a "transcendent" purpose for its existence - a purpose that bigger than yourself and your own self-interests.
Viktor Frankl, the great Austrian psychiatrist,said it best: "Success, like happiness, cannot be pursued; it must ensue ... as the unintended side effect of one's personal dedication to a cause greater than oneself." What is the transcendent purpose of your business? How can you make your business a vehicle for making a differencein your customers' lives?
2. THE PRINCIPLE OF HIGH PROBABILITY THINKING
Whatever you focus on, that is what you will multiply in your business. If you focus on the problem, you will get more of the problem. If you focus on finding a solution, the door will open to more solutions. Wherever your attention is, will drive your most probable outcome. Where is your attention right now in your business - on the problem or on the solution?? How must you shift your attention in your business to get to the $1,000,000+ level?
3. THE PRINCIPLE OF MAGNETIC ATTRACTION
What you think , you magnetize and attract. Your ** thoughts ** make your business and your world. Eg., if you are attracting low income producing or difficult customers, your beliefs about your income worthiness or about the kind of clientele that will want your products/services are attracting such marginal customers. Your business is **always** a mirror of your own inner thinking.
To go to the next level in your business, you must first get to the next level in your mind. You must know the value you offer and raise your mental sights on the kind of customers you want to attract. What challenges do you have in your business currently? How do they mirror back to you your thinking?
4. THE PRINCIPLE OF DELIBERATE CREATION
Having hopes, dreams and visions of becoming a $1,000,000+ enterprise is not enough to create it, although certainly a first step. Deliberate creation comes from deliberate intention, from making a **decision**, that no matter, what you will take your business to the next level.
When we come from a place of 100% committed intention, synchronicity and magic happen. Finding the right people and resources to support your vision unfolds effortlessly. Momentum pulls you in the direction of your dreams. Are you in a wishful state or have you committed 100% to creating your visions and dreams? What willit take to be 100% committed?
5. THE PRINCIPLE OF MASTERMIND MARKETING
Marketing is **not** a battle of products. It's a battle of PERCEPTIONS. It all starts in the customer's mind. Perceived value, first and foremost, is what attracts customers to your business. Real value is what retains them. What are you doing to create perceived value in your customer's mind? Are you winning the battle of
perceptions?
6. THE PRINCIPLE OF SUPERIOR CONSEQUENCES
With every action, there is a consequence or outcome. While you cannot control the outcome, you can control and are responsible for your actions. This principle tells us If you want a different consequence or outcome in your business, you must take different actions.
No matter what your current level of success, a $1,000,000+ enterprise requires higher level strategies and higher level performance actions than your past efforts. Where are you getting inferior outcomes or results in your business? What different actions can you take to create a different outcome?
7. THE PRINCIPLE OF MENTAL RICHES
All riches are of the mind *** first ***. It is your MENTAL ATTITUDE that determines the difference between a floundering $10,000/year business and a booming $1,000,000+ empire. "As you believe, so shall you receive." If you were to picture a $1,000,000+ business, how would that business be different than what you are operating now?? How differently would YOU need to be to run a $1,000,000+ business?
A FINAL NOTE: Mindset changes do not happen overnight. It takes persistent focus, effort and attention to shifting deeply embedded thinking to a new level.
However, just 15-30 minutes of time daily to mastering these principles and shifting your thinking can reap much greater rewards in your business than 1000 hours of additional efforts. The creation of a $1,000,000+ enterprise is only a mindset away.
Preventing The Misconduct Of Your Children Or Employeess
(category: Leadership, Word count: 1050)
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Human behavior, whether that of a child or a grown employee, always stems from a goal or purpose. Starting as a thought, the behavior is further enforced by triggers of the emotions and senses. This behavior, when it is "good", gets us rewards and recognition, while on the other hand, negative, or "bad", behavior creates a strain on a relationship, sometimes fatally.
If you were to look at it closely, the misconduct of some employees closely resembles that of a child's misbehavior while he is seeking his mother's attention and not receiving it. Remember the antics of a young child in the supermarket who had a "Terrible Two's" tantrum because his mother won't but him the candy or toy he wanted? Well, it is my opinion that the goal behind the employee's purposeful misconduct is to seek attention, in one way or another.
"Every behavior, good or bad, has a goal behind it."
Looking at the goals that triggers misconduct, let's begin by looking at the primary misconduct, that of attention-seeking. Behavioral studies show that the desire for attention is universal in all people, regardless of age, color, language, culture, etc. People tend to seek attention in positive and useful ways; but if they can't get it that way, they will seek attention in negative and useless ways.
Turning the Negative into a Positive To become effective in helping negative attention-seekers, we must first change our response to them by showing them that they can be accepted as a useful and contribution member of the family or organization. We do this effectively when we show them that they achieve significance through their positive and useful contributions rather than through they useless bids for attention or service. In order to focus on their constructive behavior, we must either ignore their misbehavior or pay attention to it in ways they don't expect. Caution: Attention should never be given on demand, even for positive acts, because doing so reinforces their inappropriate desire for attention.
* Instead of reinforcing their negative and untrue belief that they don't belong unless they are the center of attention, help them develop positive feelings about themselves, their abilities, and their contributions.
Who's Your Daddy?
Next set of misbehaviors are those of the power-seekers who feel that they are significant only when they are bossing (bullying?) people around. They tend to do what they want, when they want, and how they want despite the rules, regulations, or policies. Even when their parents or supervisors succeed in subduing them, the victory is only temporary. The argument may be won, but the relationship is lost - maybe permanently. On the other hand, sometimes the defying child or employee may seem to be complying, but they are doing so in their own way, in their own time, and at their own speed, all contrary to the rules, regulations, or policies. This artificial obedience is known as "defiant compliance". If this struggle for power continues and the power-seeker comes to feel that they cannot defeat their parents or supervisor, they may trade-in their desire for power for their next misconduct weaponry, that of subtle revenge.
* When dealing with power-seekers, refrain from getting angry, from "blowing your top", and disengage from the power struggle by refusing to hold a no-win conversation. After arranging an appointment to meet with them when they calm down, turn your back and walk away. (After all, it does take two to tango, doesn't it?)
When Getting Mad Is Getting Even or Stopping the Madness
The revenge-seekers are somewhat paranoid in their thinking, in convincing themselves that the world is out to get them, in believing that they have no significance unless they are hurting others, and in finding their belonging by being cruel in their relationships. Unfortunately, they trigger a downwards spiraling chain of events. Their revengeful acts, when discovered, deeply hurt their parents or supervisors, causing them to want to retaliate. The revenge-seekers then respond to the counterattacks by seeking further revenge, either by intensifying their misbehavior or by selecting another item from their weaponry inventory.
* To be of help to the revenge-seekers, train yourself to avoid retaliation, at all cost. As difficult as it may seem, train yourself to improve your relationship with the revenge-seeker by remaining calm and showing them goodwill. Be prepared to the unexpected: If the war of revenge continues despite your attempts to defuse it, the revenge-seeker may come to feel completely defeated and may give all attempts to become a contributing member. They may even turn their feelings inwards by displaying manipulation as their next weapon of choice.
To Suck Up or Seek Out? That Is the Question.
Manipulators, because they tend to feel inadequate to interact appropriately in a relationship, may display feigned inadequacies or disabilities. Rather than come right out with their wishes, wants, and desires, they will find elaborate ways to get others to do something for them. They become con men and women. To them they are finding the "easy and sure way" to get what their want by lying, cheating, overcommitting, supercharming, and "gently" aggressive.
* To help the manipulator convert this misconduct, train yourself to eliminate criticism, and focus, instead, on their assets, strengths, and abilities. Look for ways to help them, as I like to call it, "maximize their potential".
Turning Misconduct Into Super Performance
Remember that all misbehavior and misconduct, even appropriate bids for attention, stems from discouragement. Discouraged people lack the courage to behave in an active, productive, and constructive manner. Their misbehavior does not become evident unless the manipulator perceives a real or imagined loss of status. Whatever goal or purpose the manipulation serves, it is done in the belief that only in this way can they have a place in the family or organization.
Conclusion: In your relationship with your child or employees, remember that their behavior and intentions towards you will change only when you change your approach. Although you do not cause them to misbehave, you can reinforce and encourage their misbehavior by reacting in ways they expect. Therefore, concentrate your efforts on changing your behavior if you want them to change theirs.
Techniques For Better Public Speaking
(category: Leadership, Word count: 48)
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To ensure triumphant communication within a group, it is essential to enhance your communication skills. Speaking in front of an audience can be fun only if you are well prepared. Here are some techniques that can help you improve your public speaking skills.
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