Great leadership is the key to success. Great communication is the key to great leadership. Think about any great leader in modern time: Gandhi, Martin Luther King, Jr, and John F. Kennedy are evoked instantly. They were powerful leaders because they could evoke folks to follow them. It was their ability to articulate their vision that made them successful in realizing their goals.
In your organisation you need to be the leader who caninspire the team to extreme heights. To get them to follow you, be sure they're listening to your values and your vision, and then confirm the right environment for them to flourish and grow.
Values
When I say values, everyone nods their heads as if naturally, Daniel, that is apparent. when I check on this piece, I find the last time they discussed their values - professional and private - with their team, was sometimes in the interview before their people were even employed.
You should clearly know your personal values and your organisation values to lead effectively. For example, do the answers to these issues come promptly to mind?
Personally:
1. What do you stand for?
2. What's most critical to you?
3. What do you want your life to show?
4. What is your private mission in life?
Professionally:
1. What do you stand for?
2. What are you happy to do to get new business?
3. What are you not content to do?
4. Have you got a pro mission statement?
Quality leaders don't change their values over a period or to attain short term success. Consistent core organizational worth systems form the strong foundation for long term success.
A straightforward definition is that your values are the rules by which you play the game. A well-defined value system makes all decisions less complicated and inspires your team to go where you lead.
Vision
It's easy to say you have a vision for your business. It is your lifeblood. You know it inside out. Writing it down is the following step. Sharing it widely with your team is crucial as well. Rather more importantly, your vision for the business must provide a unifying picture so that everybody on the team - without reference to job function - can see precisely where you're going and the importance of their role in getting there. Therefore , the clearer the postulate and the clearer (i.e, short and simple) the message is, the likelier you, and your team, can achieve the goal. Your vision wants to answer 3 questions. And it must answer those 3 questions for everyone on the team.
1. What do we do?
2. How can we do it
3. For whom do we do it?
As Jim Collins demonstrated in his book, From Good to Great, this isn't a 30 minute, one meeting exercise. This requires 100% participation. It cannot be a top-down decision. It has to be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the heart of the original and fantastically able man before his brain can do its best." When you come to understand what is at the core of your team members, you can serve them and permit them to reach their full potential. Value their uniqueness. Your team members are your internal buyers. You must treat them at least as well as your external purchasers. This is the top level of client service.
Shape the right working environment and you'll have trustworthy team members to lead. That means, you have to make a working environment that respects everyone, appreciates them and rewards their effort, and inspires an openness to change. Make it a secure environment, one which inspires trying original ideas. When you unleash private creativity, each team member has a position in the end result. It?s an environment that promotes expansion at each level. Blend all three elements and you have a formula for galvanizing pre-eminence and leading to discovery success. Do it now!
In your organisation you need to be the leader who caninspire the team to extreme heights. To get them to follow you, be sure they're listening to your values and your vision, and then confirm the right environment for them to flourish and grow.
Values
When I say values, everyone nods their heads as if naturally, Daniel, that is apparent. when I check on this piece, I find the last time they discussed their values - professional and private - with their team, was sometimes in the interview before their people were even employed.
You should clearly know your personal values and your organisation values to lead effectively. For example, do the answers to these issues come promptly to mind?
Personally:
1. What do you stand for?
2. What's most critical to you?
3. What do you want your life to show?
4. What is your private mission in life?
Professionally:
1. What do you stand for?
2. What are you happy to do to get new business?
3. What are you not content to do?
4. Have you got a pro mission statement?
Quality leaders don't change their values over a period or to attain short term success. Consistent core organizational worth systems form the strong foundation for long term success.
A straightforward definition is that your values are the rules by which you play the game. A well-defined value system makes all decisions less complicated and inspires your team to go where you lead.
Vision
It's easy to say you have a vision for your business. It is your lifeblood. You know it inside out. Writing it down is the following step. Sharing it widely with your team is crucial as well. Rather more importantly, your vision for the business must provide a unifying picture so that everybody on the team - without reference to job function - can see precisely where you're going and the importance of their role in getting there. Therefore , the clearer the postulate and the clearer (i.e, short and simple) the message is, the likelier you, and your team, can achieve the goal. Your vision wants to answer 3 questions. And it must answer those 3 questions for everyone on the team.
1. What do we do?
2. How can we do it
3. For whom do we do it?
As Jim Collins demonstrated in his book, From Good to Great, this isn't a 30 minute, one meeting exercise. This requires 100% participation. It cannot be a top-down decision. It has to be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the heart of the original and fantastically able man before his brain can do its best." When you come to understand what is at the core of your team members, you can serve them and permit them to reach their full potential. Value their uniqueness. Your team members are your internal buyers. You must treat them at least as well as your external purchasers. This is the top level of client service.
Shape the right working environment and you'll have trustworthy team members to lead. That means, you have to make a working environment that respects everyone, appreciates them and rewards their effort, and inspires an openness to change. Make it a secure environment, one which inspires trying original ideas. When you unleash private creativity, each team member has a position in the end result. It?s an environment that promotes expansion at each level. Blend all three elements and you have a formula for galvanizing pre-eminence and leading to discovery success. Do it now!
About the Author:
CatalystMLM is a 'no pitch, just value ' community for multi-level marketing experts. The resource library aimed towards direct sales training and is stuffed with valuable coaching and interviews from top earnings earners like John Trahan of Syntek Global, Ray Higdon, Todd Falcone, Kate Northrup, and more
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