Great leadership is the key to success. Great communication is the key to great leadership. Think of any great leader in modern time: Gandhi, Martin Luther King, Jr, and John F. Kennedy spring to mind immediately. They were potent leaders because they could evoke people to follow them. It was their power 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 great heights. To get them to follow you, be sure they're listening to your values and your vision, and then determine the right environment for them to flourish and grow.
Values
When I mention values, everyone nods their heads as if naturally, Daniel, that is plain. when I check up on this piece, I find the last time they spoke about their values - private and professional - with their team, was often in the interview before their folk were even employed.
You need to clearly know your private values and your organization values to guide effectively. For example, do the solutions to these questions come quickly to mind?
Personally:
1. What do you stand for?
2. What is most important to you?
3. What do you want your life to demonstrate?
4. What's your personal mission in life?
Professionally:
1. What do you stand for?
2. What are you pleased to do to get new business?
3. What are you not willing to do?
4. Have you got a pro mission statement?
Quality leaders don't change their values over time or to achieve short-term success. Consistent core organizational value systems form the robust foundation for long-term success.
A straightforward definition is that your values are the guidelines by which you play the game. A well-defined value system makes all decisions simpler and encourages your team to go where you lead.
Vision
It is simple to say you have a vision for your business. It's your lifeblood. You know it inside out. Writing it down is the next step. Sharing it widely with your team is imperative too. Rather more significantly, your vision for the business must supply a unifying picture so that everyone 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 more clear (i.e, short and straightforward) the message is, the more probable you, and your team, can achieve the goal. Your vision needs to answer three questions. And it must answer those 3 questions for everybody on the team.
1. What do we do?
2. How do we do it
3. For whom do we do it?
As Jim Collins demonstrated in his book, From Good to Great, this is not a 30 minute, one meeting exercise. This requires 100% participation. It can not be a top-down call. It has to be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the heart of the first and supremely able man before his brain can do its best." When you understand what's at the core of your team members, you can serve them and allow them to reach their actual potential. Value their uniqueness. Your team members are your internal customers. You should treat them at least as well as your external customers. This is the highest level of customer service.
Shape the right working environment and you'll have loyal team members to lead. That suggests, you have to make a working environment that has respect for everyone, appreciates them and rewards their effort, and inspires an openness to change. Make it a secure environment, one which encourages trying new ideas. When you loose personal creativity, each team member has a stake in the result. It?s an environment that promotes expansion at each level. Mix all three elements and you've a formula for electrifying eminence and leading to discovery success. Do it now!
In your organisation you need to be the leader who caninspire the team to great heights. To get them to follow you, be sure they're listening to your values and your vision, and then determine the right environment for them to flourish and grow.
Values
When I mention values, everyone nods their heads as if naturally, Daniel, that is plain. when I check up on this piece, I find the last time they spoke about their values - private and professional - with their team, was often in the interview before their folk were even employed.
You need to clearly know your private values and your organization values to guide effectively. For example, do the solutions to these questions come quickly to mind?
Personally:
1. What do you stand for?
2. What is most important to you?
3. What do you want your life to demonstrate?
4. What's your personal mission in life?
Professionally:
1. What do you stand for?
2. What are you pleased to do to get new business?
3. What are you not willing to do?
4. Have you got a pro mission statement?
Quality leaders don't change their values over time or to achieve short-term success. Consistent core organizational value systems form the robust foundation for long-term success.
A straightforward definition is that your values are the guidelines by which you play the game. A well-defined value system makes all decisions simpler and encourages your team to go where you lead.
Vision
It is simple to say you have a vision for your business. It's your lifeblood. You know it inside out. Writing it down is the next step. Sharing it widely with your team is imperative too. Rather more significantly, your vision for the business must supply a unifying picture so that everyone 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 more clear (i.e, short and straightforward) the message is, the more probable you, and your team, can achieve the goal. Your vision needs to answer three questions. And it must answer those 3 questions for everybody on the team.
1. What do we do?
2. How do we do it
3. For whom do we do it?
As Jim Collins demonstrated in his book, From Good to Great, this is not a 30 minute, one meeting exercise. This requires 100% participation. It can not be a top-down call. It has to be iterative and inclusive.
Environment
Andrew Carnegie said: "You must capture and keep the heart of the first and supremely able man before his brain can do its best." When you understand what's at the core of your team members, you can serve them and allow them to reach their actual potential. Value their uniqueness. Your team members are your internal customers. You should treat them at least as well as your external customers. This is the highest level of customer service.
Shape the right working environment and you'll have loyal team members to lead. That suggests, you have to make a working environment that has respect for everyone, appreciates them and rewards their effort, and inspires an openness to change. Make it a secure environment, one which encourages trying new ideas. When you loose personal creativity, each team member has a stake in the result. It?s an environment that promotes expansion at each level. Mix all three elements and you've a formula for electrifying 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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