Category Archives: growing
How good are you at being the Leader?
Do you achieve all you wish to achieve and more in your business?
Do you know how to take your business to the next level?
It is so easy to dream about where you would like things to be! Yet so hard to know what to do to get them there. Isn’t it?
If only everyone would play their part in the business seriously. Take their roles responsibly. Wouldn’t it be great? Then you wouldn’t have to get so frustrated, checking on everyone all the time, to make sure everything is done.
What can you do to show everyone that you are the Leader, that your business has great value and that it is a great place to work?
I actually use a method defined in “Absolute Leadership”, by Joseph Tigani.
There is only one way to truly get it and that is to experience it. Until that happens, here is an overview of the process
However, the steps are put together to assist you to work out where you are at this moment, what is working and what is not. Also where you actually want to go and whether there is congruence between the two.
Having found where you really want to go, the question is, “what needs to change to achieve that end result?”
How open are you to brainstorming your present environment? It can actually be fun to do that in a none threatening environment, where no one will pay out on you for the fault and failures of the past, but rather compliment you for being willing to be so honest.
With that under our belt, we take a short journey to see what it is that truly excites us. The motivation for change comes from the excitement that is created by a new vision. What is it about your new vision that gets you revved up and willing to put time and effort into an activity?
So you have this small group of people who work for you? How well do you know them? How well do they know you? Do they trust you? How well do they understand your motivation for running your business? Do they know about your passion?
What can you do better to improve all these things? What processes can you put in place, within the team, to improve their understanding of what you are all about? There are lots, believe me, we just need to work out the best for your situation.
This understanding will lead to a better team, where all are working with a common vision, a common purpose. So that the business will begin to hum along brilliantly.
Finally, what do we put in place that measures the movement and growth?
What do we put in place to make sure that everything is monitored to see that all is running smoothly?
Each business requires specific feedback to be put in place so that the system is monitored in such a way that you can let it run on automatic, relying on the checks and balances that you have put in place assure you that all is running smoothly.
This is real Leadership, Absolute Leadership, where the business runs like a well oiled machine with minimal interference from you, but where you still know what is going on at any time.
If you would like to be this Leader with a business that pleases you, with everyone working together as a happy team and you are making money with far less stress than before. Get in contact with me.
Let us have a chat to see whether you qualify to be one of my clients and whether I believe you have what it takes to create the ideal business.
My email is email@example.com
I work anywhere in the world by phone or Skype. If you are in my local area we can do face to face.
Here’s to your success as a Real Leader.
There has been a long running discussion about what Leadership is:
Some would feel that it is the ability of the few-given at birth by some choice of a raffle wheel.
Some would suggest that if your parents took you under their wing at an exceptionally early age and gave you special training and mentoring then you would automatically show leadership traits.
Still others would say that anyone could learn to apply the skills of Leadership to their life and apply them in their day to day activities.
Interestingly there is probably some truth in all of these, however, none of them are the only way.
Yes your genes, your DNA, your experience in a past life, (if you want to go there) may have certainly started you out well equipped for a life of Leadership ability.
Your parent early on in life could similarly have given great example, introduced you too the correct role models, encouraged you in the skills that go to make a great Leader.
However, even if both of these were missing, the ability to become a Leader is not lost. There are countless examples of people in history who had absolutely none of the first category of being born a leader, nor the second category of being mentored as one. Yet became important critical Leaders in their neighborhood, their business, their country.
What they did have was the desire to be the best person that they could be. The willingness to do whatever was necessary to be that person. The discipline it would take to keep working at being the best they could be, even when it was a hard task.
All of this is motivated by a desire to be an objective person. One who cares for others and desires to nurture them and also the desire to serve. All genuine Leaders are out to serve their fellow humans in the belief that this will bring about the best outcomes.
There are skills in learning how to implement the art of leadership. There are really not very hard at all. However, the desire to implement them has to be there.
Are you truly serious about becoming the Leader that you have the potential to be. Let me know. I may be able to help you. The results could be astronomical.
The other week I posted a question on Facebook asking what people believed were the traits of a good leader.
I received six responses which was great.
They were: humility, passion, unwavering vision, integrity, ability to lead and inclusiveness.
Each of these has very good value.
The first one mentioned is humility.
One of the biggest challenges for people working in an organization is to have a manager, an overseer, a leader who is so caught up with looking good, impressing their next level of management, needing to affirm that they know it all.
Especially when they know for certain that the decisions the person is making are totally focused in the wrong direction.
It is a bit like watching the majority of politicians of all persuasions and from most countries, so caught up in looking good, sounding definitive, appearing in control, creating assurance, yet as the observer, it being so easy to see through the bluff, through the BS, the waffle, the half truths spoken in hope, the “fingers crossed” proclamations that rely on no-one calling them to task. Their inability to admit to making a mistake.
A bit like proclaiming that black is white and then when someone categorically points out that black is black and white is white, stating that they never really meant that black was white and how they had been misrepresented.
Elusive in their dealings with the truth!
I would place this trait of humility high on the agenda. When someone is humble, there is an honesty about them. There is no BS. What you see is what you get.
If there is a stuff up, then the humble leader will acknowledge what has gone wrong. If there is misunderstanding then the humble leader will be totally open to re-expressing the concern so all understand.
Humility stands high on the requirement list for a leader. As a leader where do you stand on that specific trait? Can you in all honesty admit to being humble?
Probably for the first time this year I actually watched a game of Rugby League.
People have been talking about how Darren Lockyer, who plays for the Brisbane Broncos, truly is a great footballer.
This may be true, however, the greatest awareness that even though he is a great player, he is an even greater leader.
As I watched, I became aware that he is a low key leader, there did not appear to be any need to gain support for his leadership style, rather, he committed 100% to the task in hand and trusted everyone else in the team, they appeared to rise to the occasion inspired by his trust and belief in them.
He appears to understand himself exceptionally well, with a real control of his emotions. No show of emotion at all. No matter what mistakes his players may have made he appeared to be constantly affirming them to get up and move on. “No use crying over spilt milk”, so to speak. There appeared to be nothing in the way of rebuke.
Urging? yes. Empowering? yes. Totally in the present moment with the whole team. The sort of magic that freed his team members to know they are part of something bigger than themselves, yet at the same time be able to make independent decisions that would benefit the whole.
This awareness came to a head when he sustained an injury to his face. He lay dazed for a moment, then sat up assessing what had happened. He could be seen testing his bite and holding his cheek. he then runs, slowly to begin with, increasing in speed by the moment, to get back into the game. Once back he gets straight into the job in hand, affirming to the rest of the team that it was business as usual.
There was no show of anger, frustration, despair or even sadness. No, it was an objective assessment, a decision, then back into it.
The game reach full time as a draw. Extra time was called with a first to score being the winner process.
It was interesting as there seemed to be a “Leadership by Osmosis” process in place. The belief in the team players to know exactly what to do paid off as they positioned themselves to give Darren a shot at field goal. He took it and scored.
They won the game.
The servant leader style of leadership where’ “this is not about me” awareness was shown is massively empowering.
It created such a belief among the players that they all worked totally as individuals, yet totally as one. Each giving themselves to the total good.
I could not help think about so many businesses that could do well to exemplify this style of leadership.
Businesses that cannot work out what it is that does not bring out the best in their workers. That cannot see that the Boss, the Leader is the one who sets the tone.
That if the Boss, CEO, Manager does not show that they care deeply for each and every member of their organisation, ahead of caring for themselves, then the organisation will struggle with apathy, lack of commitment and higher than usual turn over of staff.
It was a great experience to see this example of how to run a successful business using a great leadership style being played out in a game. And being played out so obviously to me.
Checkout your organisation or business. If it is not running like a well oiled machine then checkout your leadership style. That will be what is creating the difference.
The great awareness is that you can change your style, “If you want to”.
So if you want to but don’t quite know where to start, email me, no matter where you are. I would love to be part of your journey.
How well can you answer the question: “Who are you?”
Not: Who would you like to be?
Not: Who do you think you are?
Not: who do I want everyone to think I am?
No: Who are YOU?
Objectively — What are your strengths and weaknesses?
What is you “shown” side and your “shadow” side?
Each of my clients-before I see them for the first time is asked to do two personality assessment. DISC and Enneagram. The reason why these two and not the many others is another future post.
They give me an in depth awareness of how–through a series of questions that you answer– you are seeing the world at this moment.
They do not define you. All they do is tell me how things are at this moment. 12 months ago or in 12 months time the result could be different.
I then get you to look at the summary of awareness that your answers have suggested is you at this moment and ask you in what you have read:
How much do you recognize of you and are happy with?
How much do you recognize of you and are not happy with?
How much would you like to recognize but can’t?
How much do you not recognize and are glad that you can’t?
This is the process of getting to know “who you are”.
In “Snow White and the Seven Dwarves“, the queen had a magic mirror that she was able to ask about who was the most beautiful in the land. It usually answered that she was but once Snow White was old enough it gave her the honest answer. Her step daughter, Snow White was.
How willing are you to allow your mirror to talk back to you and give you an honest answer?
If you asked it: How good a listener am I? How caring am I? How open to ideas am I? How easily do I lose my temper? How arrogant am I?
Would you be open to the answer that the mirror would give you?
To be a good leader one needs to listen to the mirror.
All Leaders definitely need a mirror. Someone to help them to come to terms with what the rest of the world sees when it looks at them.
As a coach I facilitate, for leaders, this process, as the starting off point for learning truly how to be a good leader.
If I may be so blunt as to ask this question: “Do you truly know who YOU are?
If you can’t answer in all honesty yes, then we need to talk.
Drop me an email. Respond to this post. Don’t waste any time.
The rest of the world sees you as you are. You are the only one who may not.
Get some certainty that you are projecting to the world the message that you say you are projecting.
Make sure who you think you are is how others actually see you.
There was a time in my life when I truly believed that all I had to do as a leader was to have the answer to the questions I was being asked. What do I do here? Go and do such and such!. End of story. I even thought that as long as I kept people happy with directions as to how to do life then they would appreciate me.
I came unstuck early in life when at 12 years old, I attempted to tell the kids around my area, (I lived in a large block of flats with a lot of open space and numerous families surrounding our flats), as they gathered to play cricket on our disused tennis court how they would do it, guess what, they all knew better, even though I knew my idea was better than theirs and it was their solution to their issue.
It was suddenly back to the drawing board. I had not even found out if they had a problem with how they would play their game. (I always volunteered to keep the score), So what is it that I could do to help? Maybe if I asked what was the issue.
So I did. They told me what was going on. I asked some questions around what I heard. They answered those questions, I thought and asked more questions.
Obviously I had thought I knew what their issue was and got it wrong. So I needed to find what their issue was and as I wasn’t able to second guess it, then I needed to put a far greater effort in having them define it for me.
That process was a lot slower and a lot more frustrating, however it was a lot more successful. It achieved what I had not been able to achieve.
I could work at giving people the answer to their problem, as I saw it, or I could seek to find just what the problem was that they had.
Funny, in so many case I have now been involved in, the answer was the same. What then was the difference?
I was a bit of a slow learner, however, I finally realised that the person who had the issue seemed to feel happier when they came up with the answer themselves. They also seemed far more committed to making it work whenthey believed it was their solution. So I learned to let them and in fact complemented them when the Ah ha moment arrived.
This was the beginning of my journey. When I realised that people responded better to their own contemplations of the problem that to my telling them what they needed to do.
Some 50 years later I found that this is the essence of coaching. The consultant and sometimes the therapist come in and tell one how to run the business, how to solve the problem, basically how my answers will deal with your issue, even though I have no idea what the real issues are.
Rather, the question asks, tell me about your issue? How is it truly an issue for you? It then goes on to ask questions about how else is it an issue for you, searching to find how this issue can truly cause you a problem.
It then searches for how, you may consider, the problem could be dealt with. Challenging the client to stretch at finding possible responses to the issue. looking at those responses and contemplating the value of each considered response.
By a process of elimination and brainstorming, somewhere, the real answer to the issue appears to turn up, out of nowhere.
It didn’t turn up out of nowhere really. I turned up within the process of searching ones own data base and being willing to be open to the searching process.
Rather than be driven by the fear of not knowing what to do. There was an openness, a vulnerability, to allow oneself to be in a searching role but not yet have an awareness of what the answer may look like.
This is the creative role, the leadership role. To be willing to sit within the space of not knowing. Not needing to answer any questions. Just being open to the realisation that the answer will arrive, as long as we are faithful to the process and to trust it, letting go of any desire to control the outcome.
Sometimes very hard to sit there and shut-up when others started solving the problem that I believed I was the one who had the answer to it.
My response. Let it happen, after checking if there were ways I might be able to be involved.
I had achieved the miracle. I now saw a Leader in a different light. A new role, to facilitate, empower, stretch people to come up with their own solutions.
Interesting when this happened, I could actually take a breather because I was no longer needed to be the person who had to have all the answers. I could delegate to others and forget about the issue until they reported in later.
One of the last businesses that I led was one where we were all leaders, sharing the roles, bouncing ideas off each other, all coming up with ideas, all taking responsibility for where we were heading. It was really quite fun.
I have sat painfully observing so many Leaders both in business and government.
My observation is that they believe the process of Leadership is just being able to strongly claim that they have the answer and tell people to follow it.
There is little consideration as to what other peoples point of view may be, except to rubbish it because it is not like theirs.
The polarity style of Leadership appeared to work somewhere in the past. On deeper study of history it probably only worked because those who were pushing thier particular point of view, riding rough-shod over large numbers, were also writing the history.
As long as I tell the story about what happened, I can explain how those silly people who did not follow orders, ended up being removed.
In 1969, I was dismissed from my role as assistant priest in a Queensland Parish when I disagreed with the authority who told me I needed a haircut. I and numerous others did not believe I did, or that it was the authorities role to dictate that.
That is minor compared to the narrow minded and bigoted beliefs that influence so much of the leadership directions of government and business officials.
Here we are, in a time in history, where we consider that so many people are exhibiting enlighten behaviour, contemplating others best interests, working for the good of humanity. Whilst we are experiencing such incredibly strong influences of negative influence.
United States of America houses of government unable to work an intelligent response to the financial crisis that years of turning a blind eye, (on both sides), has created.
All sides so strongly claiming their perception is right and therefore any other perception must be wrong. No one seems willing to point out and no one seems to want to listen anyway, that a perception is just that, a perception. They are only individual subjective points of view, forged in the initial cradle in which we were nurtured, habits of history.
Yet we are seduced by the person who comes on strongest with their definitive belief in their perception. Somehow we are attracted to the one who speaks in a god-like manner with great surety.
With my study of Logic at high school I saw that when what were called the Logical fallacies were used in debates, somehow, people were able to be convinced of the rightness of a issue, even though on fuller examination the presentation was seen to be fallacious.
I have more recently seen presenters of the ilk of Tony Robbins and Christopher Howard, just to mention a couple amongst many, bring a whole room into rapport and then sell to the people in that room, things they may have not purchased when not in rapport. NLP can be used a tool for good, it can also be used a manipulative tool.
However, we a willing to sit mesmerised by the highly definitive leader who tells us exactly what we need and, interestingly enough, we will accept, without question in many instances, exactly what he tells us. Even we disagree, we will only express our disagreement to the TV or radio, not out in public.
I have just found an article on Wellbeing Magazine’s Web site entitled Narcissism . Rather interesting as it is looking at a similar area of interest.
My main focus, as a person who works with businesses and individuals who are searching for how they can grow their business through growing their Leadership, is to get these organisations or individuals to search just what is true Leadership.
Is it to get people to follow, along the lines of the “Pied Piper of Hamelin“, blindly in whatever direction we want them to go. Or is it more. Or could it be more.
I believe true leadership is to empower ownership of the project by all the key stakeholders in such a way that they are working as a team to produce whatever they are all involved in producing in a most effective and efficient way, gaining as much input from all players so that it is truly democratic, that is 100% acceptable, as opposed to political democratic which is 50.1% acceptable.
What kind of leaders are you? Do you manage to get all the ducks to line up and fit into the direction in which you want people to go? Or are you open to looking at a variety of options with an open mind, searching, working at finding the best possible action, at this moment, to go with, whilst keeping open the possibility that new awareness’s may arise.
Ask yourself the question. What kind of Leader am I? and the question that asks, can I do it better? How open are you to looking at your Leadership style?
Message me if you wish to go further in your search to be the best you can be in the Leadership arena.
One of my challenges in life is that I have a belief that people would want to do the best. That is an objective best. Some would say I am a naive idealist.
The response is that the world is not that way. People don’t do the right thing! It never works out perfectly! You just can’t trust people to do their best! People will always attempt to rip you off! You can never trust anyone!
I do have this ideal about what leadership ought to be. Yet as I look around me I see so much that is purported to be leadership thinly disguised. Disguised as leadership but in essence it is ego, it is greed, it is power, it is manipulative, it is controlling.
It is not about true leadership, which is for the good of the whole, rather it is about a form of power that is only interested in achieving it’s own specific agenda.
I have always been the person who sees the good in people, even if it is only 10% of their behaviour. Who could see the capability, in amongst the failure. Who could sense the potential when all seemed dark and future-less.
Periodically I drop into places of despair because I can see the big picture of a world where everyone listens and is interested in what the other person thinks and feels, yet the world cannot see it. Rather it only sees agenda, politics, polarities, black and white. Right or wrong.
I have just watched a DVD called “An American Affair”. This is a 2009 film of the J F Kennedy era of history. It could be a whole group of DVD’s but this one happened to be it for me today.
I saw a whole group of people who would stop at nothing to ensure that their point of view was imposed. I know it is perceived as conspiracy theory to speculate as to how he died, however, it could be perceived that if nothing else, there were a whole group who were overjoyed when JFK was killed.
Okay, what has this to do with Leadership?
I believe it has a stack of things to do with it.
One of my compatriots who write a brilliant blog and is highly capable of summarizing others writings is Graham Stoney, he did a review of Brad Blanton’s book “Radical Honesty” . I see the focus here on how honest are we willing to be.
My question in leadership is are we willing to be totally open and honest with our agenda so that all the stakeholder are truly on a level playing field.
It would seem that if leadership cannot have total honesty and integrity then it is lacking in true leadership.
In all honesty, what is your leadership style? Are you being totally honest with those you are leading?Can you truly look yourself in the mirror and say, “I have given 100% of myself to this business that I am leading? I have given 100% to the people I am leading?”
For interestingly if you can’t say that, then the people who you are committed to lead will be aware of your dishonesty and they will not give of themselves either.
The followers will give as much as their leader and the depth of their commitment to the process is reflected in how they appraise the depth of honesty and commitment of their leader.
Great food for thought!!!
Is there something better that you could do
Just what is the major ingredient for a good leader?
The more I played with this thought, the more I came to see that just about anyone could be a good leader.
Intelligence or education was not necessarily a criteria because I had seen some brilliant leadership shown by people with Downs Syndrome. I had seen similar leadership style with people who had never studied beyond 4th year at primary (grade) school.
Training or natural skill was not a criteria either as I had seen some people who had never once taken on a leadership role, suddenly have it thrust upon them because of a death in the family, or in such organisations as Outward Bound where the original leader was hurt and a relatively quiet follower suddenly morphs into view and takes over seamlessly.
There are other criteria but in all cases , except one, it seems that leadership does not hinge on them being possessed.
That one thing that seemed to be present in so many good leaders, remember the emphasis is on good, was that they knew who they were. They were not caught up in the belief that they had to create a specific image to be the leader.
No BS, No airs and graces, no pretend to be what they were not. They were totally honest about who they were, completely at peace with themselves.
They knew who they were, both their strengths and their weaknesses. They were trusted because the potential followers saw in them, someone who was open and honest and at times would admit that they didn’t have all the answers.
In my coaching model I initially spend quite a bit of time working with my client using different profiling and typing tools to help them get a generic awareness of just who they appear to be, so they can grow a fuller understanding of what makes them tick.
Some of the awareness’s are challenging to the client as there is within many of us an unwillingness to see the obvious. As the Robbie Burns poem, “The Louse” says, “O would some power the giftie gie us to see ourselves as others see us”. Or in the English we better know, “O would some power give us the gift to see ourselves as others see us.”
It takes a great deal of openness and honesty to have our faults and failings pointed out to us and to accept them, take them on board and do something to change them. The usual temptation is to jump to defend our position or to justify ourselves. Whilst at the same time possibly choosing to shoot the messenger.
We do what we do and tend to believe that that is the way it is. Choosing to see that anyone who does not see it our way must be defective. My mother used to quote Robert Owen, “All the world is queer save thee and me, and even thou art a little queer”. Before queer acquired a homophobic inference. It was from her that I began to see the wisdom of the poem.
To believe that I was the only one who was right all the time, and on their disagreement the other person, by definition must always be wrong, was the premise that so many worked from in many areas of life.
The person who truly knows who they are, or, who at least is on a journey of self knowledge, is the one who will make the best leader.
The responsibility of profiling tools is not just to point out who one is. Rather they are pointing out where the journey of self awareness starts.
When I can accept who I am, then I am in a much better place to accept who you are. With this understanding I am in a better place to listen to your understanding and add it to mine. This is synchronicity. This is when you observe that that the combined awareness of two people working together is far greater than both awareness’s taken independently.
Self assessment for a good leader is ongoing. As my coaching model is followed through we keep coming back to asking the question, who can I stretch to become, (What can I be that I did not realise I could be?) who have I now become, (How have I grown in understanding and awareness through my recent experiences?)
I am happy to work with anyone who is open to search for awareness of who they are and for who they could be.
You could develop your leadership style!
Language and Communication are arguably the two most important necessities in human relationships.
Truly understanding what is being said!
Leadership is one of those words that is understood differently by different people. This potentially leads to confusion when there is discussion about it.
My first perception of what leadership was occurred when my grandmother, (who lived with us and had a great deal to do with my upbringing), told me what I should be doing and when she wanted it done by. Other similar examples of leadership then followed as I experienced trips to the air raid shelter. (I was born in England during the second world war). The leader of the shelter told everyone what they ought to do and when they could leave.
This was reinforced with school leaders and how they told and we followed. In my early conversation with my mother, I realised that this was what happened with the Leaders at work in the factory where she had been working.
It was their job to make sure everyone produced their quota. That nobody stole anything. That you arrived on time for work. That you didn’t leave work before you should. They were like minders. School Prefects. Keeping you honest. So much of this appeared to me to be a big power game. Where they actually enjoyed bossing people around.
I came to see that in fact this model was alive and well in business with so many of the Leaders that I observed and worked under following this model. I also came to see that this model of Leadership was what was deemed as Management.
As I grew and started in my working life I began to notice that there were others in similar roles who somehow had a belief that I may in fact have something to offer. They still kept a strong hand on what went on but they listened and were far more in tune with how everyone fitted into the process of working. There was a more friendly approach. In hindsight they were the Leaders who i felt began to empower me to begin owning the roles i was fulfilling.
By now I had started to read about what Leadership could be and had experienced specifically one person who totally empowered me to take control of the role I was fulfilling and set up a weekly meeting with me to talk about how I was going, whether there were any questions or requests and what I was working on for the next week. There was an intrinsic trust which in fact was an even bigger motivator than having someone watching me to find fault.
During this period of my work life I actually achieved some rather major improvements in the job I was doing. The level of Leadership I was experiencing inspired me to actually believe in what I was reading as it was not just “pie in the sky”, wishful thinking, but actually real.
I then read some of the material that was coming out about MBWA theory. “Management By Walking About”, and realised that I had been doing this very thing, asking people I worked with what they thought, felt about what we were doing. I moved into the “conscious competence” mode. Aware that I could consciously promote this style of Leadership.
A little later on I was fortunate enough to then be in a variety of positions where I was the “Boss”. At least I had many people under my care, one group as workers under my care (a period of 6 years), another where I was their “pastor” (a period of 12 years with 2 groups). I was able to put the style of Leadership I had come to believe in into practice.
During these times I focused my Leadership style, as I had come to express it, on empowering the people to own their journey and the tasks at hand. Once owned then to come up with the ways that they as a whole could see them moving forward.
This was slow at the beginning for many sat and waited till someone told them what to do, unsure, from past experience, whether they should express their thoughts. However, when asked what they felt was needed, and assured that it was okay to have a point of view some amazing ideas came forward, things I had never thought about myself.
Then affirming them and sending them back to facilitate those awareness’s themselves, some rather incredible things eventuated. I was leading groups who required little intervention at all, they were facilitating their own growth and creating the momentum that business owners would give their eye teeth for.
Leadership is not just one thing. It is a large variety of styles. Some styles are highly non-productive. Some are highly productive as well as low maintenance.
What is your Leadership style? Would you like to grow it? It could make the difference in your business. Rather than having an ordinary business you could have an extraordinary one.
If you would like to strive for the ideal and grow your style let me know. Just reply to this post.